Polytechnic University of the Philippines

College of Tourism, Hospitality and Transportation Management

Department of Tourism and Transportation Management
Bachelor of Science in Tourism Management

INSTRUCTIONAL MATERIAL
TOUR 4073
Cruise Sales Management and Operation

Compiled by:

MA. GAY M. TEOPENGCO

and
LIZBETTE R. VERGARA
Faculty Members
Week 1: Introduction of the course content, university mission and vision, college
goals, department objectives, activities, plans and programs.

Read: P.U.P. Student Handbook ( www.pup.edu.ph ) ( cthtm@pup.edu.ph )

Week 2: Introduction to Cruise Industry

Topics to be discussed: At the end of the discussion, the learners are

 Overview of the cruise industry expected to:
 Industry trends  Explain the nature of cruise industry
 Background/ history of cruising and its operation.
 Language of cruising/ Industry  Acquaint the students with the
terminology common nautical/maritime terms used
to describe and operate a ship.
 Discuss the evolution of cruising
industry.

Overview of the Cruise Industry

The cruise industry is one of the most outstanding examples of globalization, with an
increasing number of ports of call and destinations around the globe, a multinational clientele
and onboard personnel from every continent, and a level of detachment from communities and
nations never seen before in history, with important economic, legal, environmental and social
implications. This phenomenal growth has created the need for more efficient managerial,
organizational and planning structures to meet the increasing competition and deal with the
many changing factors in an evolving market that generates hundreds of thousands of direct
and indirect jobs around the world, yielding an indirect multi-billion dollar annual benefit in
diverse industrial sectors in all the world including nondurable and durable goods
manufacturing, professional and technical services, travel services, financial services, airline
and transportation, and wholesale trade.

Throughout its history, the cruise industry has responded to vacation desires of its
guests and embraced innovation to develop new destinations, new ship designs, new and
diverse onboard amenities, facilities and services, plus wide-ranging shore side activities.
Cruise lines have also offered their guests new cruise themes and voyage lengths. This
dynamic sector is continuously expanding its offer of products and services and developing new
markets. Today’s ships offer a world of innovations that build cruise lines’ brands.

In terms of its capacity, the cruise industry has experienced unprecedented development
since the turn of the century. A multimillion investment into new, more innovative and ever-
bigger vessels capable of carrying up more than 3,000 passengers, with routes in all
geographical areas in an expanding range of more than 500 destinations worldwide offering
lower fares and shorter cruises to benefit from economy of scale and onboard activities such as
multi-story shopping centers, restaurants, cafés and pubs, nightclubs, discos, casinos, art
galleries and museums, theatres and cinemas, libraries, personal care areas and spas, gyms,
swimming pools, tennis courts, ice skating rings, and a lot more amenities to meet the changing
vacation patterns of today’s market and exceed the expectations of its customers with
practically a cruise option for everyone.

Indeed, the cruise industry has increased in popularity all around the world, serving a
heterogeneous clientele with well-differentiated expectations and preferences in the Asian,
European, and North American markets. According to the report “2020 State of the Cruise
Industry Outlook” by world's largest cruise industry trade association Cruise Lines International
Association (CLIA) the following are the trends to look forward in the cruise industry:

 ENVIRONMENTAL SUSTAINABILITY
The development and identification of new technologies and cleaner fuels is a top
priority for the cruise industry, which continues to make substantial investments in reducing its
environmental impact.
o Innovation
While cruise ships comprise less than 1% of the global maritime community, the
entire shipping industry benefits from the early adoption of new technologies and
practices that did not exist just five to ten years ago.
 Liquified Natural Gas (LNG) - Virtually zero sulfur emissions, a 95% to
100% reduction in particulate emissions, and 85% reduction in nitrogen
oxide emissions and up to a 20% reduction in greenhouse gas emissions
 Exhaust Gas Cleaning Systems (ECGS) - 98% reduction in sulfur oxide
levels, 50% reduction of total particulate matter and 12% reduction of
nitrogen oxides
 Advanced Wastewater Treatment Systems - Advanced waste treatment
systems that exceed international requirements and are often superior to
shoreside treatment plants
 Shore-side Power - Cruise ships are increasingly equipped with the ability
to turn off the engines and receive shore-side electricity while in port
where clean energy is available
 DESTINATION STEWARDSHIP
With increased demand and growth in the cruise industry comes responsibility to foster
respect and cooperation with the places we visit. In collaboration with local communities, the
cruise industry is exploring new and creative ways to manage the flow of visitors and implement
the highest standards of responsible tourism.
o Partnerships with local governments
o Staggered arrivals and departures
o Excursion diversification
o Shoreside power
o Local passenger spending
 CRUISE AND STAY
65% of cruise passengers spend a few extra days at embarkation or debarkation ports.
 THE PLASTIC-FREE PASSENGER
More than eight of ten cruise passengers recycle (82%) and reduce using single-use
plastics (80%) while traveling. Seven out of ten cruisers forego plastic straws.
 GENERATION CRUISE POSITIVE
More than 66% of Generation X and 71% of Millennials have a more positive attitude about
cruising compared to two years ago.
  LONE CRUISERS
Cruise lines are responding to a shift in passenger demographics by offering studio cabins,
single- friendly activities, eliminating single supplements and solo lounges.
 MICRO TRAVEL
Many cruise lines offer bite-sized cruises over a three-to-five-day period offering incredible
itineraries and travel to exciting destinations.

Timeline of the Evolution of Cruise Ship:

Year Event
1801 The tug Charlotte Dundas goes into service and becomes the first practical steam-driven
vessel.
1815 Before it was P&O Cruises (which is still running today), it was Wilcox and Anderson – a
ship brokering firm originally founded by Brodie McGhie Wilcox and Arthur Anderson for
trading between England and the Iberian Peninsula countries of Spain and Portugal.
1818 Black Ball Line introduces the Savannah, 424 GRT carrying eight customers, which
becomes the first ship to cross the Atlantic from New York to Liverpool. The journey
takes 28 days.
1822 Wilcox and Anderson eventually became The Peninsular and Oriental Steam Navigation
Company (P&O).
1833 Some sources recognize the Francesco I, flying under that flag of the Kingdom of the
Two Sicilies (a predecessor of Italy), as one of the first cruise ship sailings. Nobles,
authorities, and royals boarded the Francesco I, and cruised to 11 countries within three
months. Since the sailing was limited to European aristocrats, it was not considered to
be a commercial cruise.
1835 First advertised cruise around the Shetland and Orkney islands. This cruise never
actually took place, however, and it wasn’t until 1886 that the North of Scotland and
Orkney and Shetland Shipping Company operated short-break cruises.
1837 Peninsular Steam Navigation company founded (later to become the Peninsular and
Oriental Steam and Navigation Company, and now the more familiar name of P&O).
1840 Samuel Cunard establishes the first transatlantic steamship.
Wilcox and Anderson (P&O) were awarded new mail contracts to extend their services
to the Egyptian Port of Alexandra. Their new contract required that the voyage from
England to Alexandria should be accomplished within 15 days. This is when the two men
realized that they could do much more with their trade than merely travel, export, and
mail.
1843 Isambard Kingdom Brunel’s ship the Great Britain, 3270 GRT, is launched. It is the first
iron-hulled, propeller-driven customer vessel.
1844 P&O cruises from London to Vigo, Lisbon, Malta, Istanbul and Alexandria aboard the
Iberia (1833).
P&O introduced “leisure excursions” that allowed passengers to travel to the Iberian
Peninsula and the Mediterranean from Southampton. As the forerunner of modern
cruises with these voyages, has led P&O Cruises to be recognized as the world’s oldest
cruise line.
1858 Customers pay to join the Ceylon, a P&O vessel, for what is considered the first cruise.
1867 Author Mark Twain features a P&O voyage from London to the Black Sea in his novel
The Innocents Abroad.
The ship, Quaker City, was the first cruise from New York to Europe.
1880 The P&O ship the SS Ravenna, was the first ship to be constructed as a 100 per cent
steel superstructure.
1881 The Ceylon is refitted to become a purpose-built customer ship.
1889 The SS Valetta was the first ship to use electric lights
1891 Augusta Victoria was a German ship which carried 241 passengers and expanded the
cruise ship to a wider market.
1900 The first ship that was built exclusively for luxury cruising was the Prinzessin Victoria
Luise of Germany. 1912: The Titanic sank which stimulated the improvement of safety
on cruise ships.
1910 White Star introduces the Olympic, 46,329 GRT, and, the year after, the Titanic (which
sinks having collided with an iceberg on 12 April 1912).
1911 The Victoria Louise becomes the first vessel to be built exclusively for cruising.
1912 Cunard introduces the Laconia and Franconia as custom-built cruise and line voyagers.
1914 Otherwise the beginning of WWI, all production of cruising came to a halt
1920–1933 In the USA during Prohibition, ‘booze cruises’ from US ports allow customers to
drink and gamble while visiting ports in Cuba, Bermuda and the Bahamas.
1922 The first world cruise was made by Cunard’s Laconia, a relatively small ship at 20,000
GRT and with 2,000 customers in three-class accommodation, sails on a world cruise
which lasted for six months.
1927 Ile de France, made by the French, was a passenger ship that was completely
decorated in a modern, contemporary style and introduced the now-famous art-deco
style and ended the era of the classic, severe interior of the cruise ships.
1929 P&O’s Viceroy of India is introduced. It is the most impressive ship of the time, featuring
the first use of turbo-electric power and the first onboard swimming pool. It is a dual-
purpose liner (UK to India) and luxury cruiser.
1930s Union Castle offers holiday tours to South Africa at highly competitive rates of £30 (third
class), £60 (second class) and £90 (first class).
1934 The luxury cruise liner RMS Queen Mary is launched. With 1,174 officers and crew and
2,000 customers, the ratio is less than 2:1.
1934 United States Lines builds SS America, an oil-fired liner capable of speeds up to 25
knots. It is commissioned as a troop carrier in 1941.
1938 SS Normandie, 83,000 GRT, undertakes a 21-day cruise: New York–Rio de Janeiro–
New York. The cost per customer is from US$395 to US$8,600.
1939 The Second World War starts. Cruise ships such as the Queen Mary and Queen
Elizabeth are converted as troop carriers.
1939-1945 Many cruise ships were used to transport troops including the Queen Mary,
Aquitania, Cap Arcona, Laconia, Queen Elizabeth, and the Orontes. Many ocean liners
were destroyed during the war.
1958 The first transatlantic commercial jet-aircraft crossing leads to the demise of the liner
market and the downturn of business for many cruise companies.
1966 The cruise industry recovers – mainly centred on the UK.
1970s New cruise companies are established, with 1% of holidaymakers taking cruise holidays.
Cruise companies work closely with airlines to develop combined fly–cruise products. TV
series The Love Boat airs in 1977.
1979 Onboard revenue represents 5% of total revenue.
1984 Carnival Cruises airs first TV commercial.
1986 Windstar, a vessel with computerized sails, is introduced, marrying the romance of sail
with modern comforts.
1990s Consolidation and globalization occurs, leading to mergers and acquisitions.
1999 Eagle-class vessels such as Voyager of the Sea and Grand Princess are introduced,
bringing higher levels of sophistication, economy of scale and the concept of the vessel
as a destination.
2000s Segmentation and lifestyle cruising. Sustained growth for the North American market
(8% annually) from 1980 to 2000.
2000 Royal Caribbean International’s (RCI) Explorer of the Sea (137,308 GRT) is introduced.
2002 There are an estimated 700 million tourists worldwide, of whom 10.3 million are cruise
tourists. 2.4% of the US population, 1.3% of the UK population and less than 1% of
Europe’s population cruise annually.
2003 Cunard’s Queen Mary 2 (150,000 GRT) is launched.
2003 Carnival Corporation becomes the largest cruise operator when they merge with P&O
Princess Cruises.
2006 NCL launches the freestyle concept.
2009 Royal Caribbean’s Oasis-class ship Oasis of the Seas enters service – at 224,282 GRT
she becomes the world’s largest cruise ship.
The first in it’s Oasis-class of ships. With a gross tonnage of 224,282 and a
displacement of approximately 100,000 metric tons, the Oasis-class ships are the
world’s largest passenger ships, carrying a maximum of 6,296 guests and approximately
2,200 crew members. Oasis-class ships feature a split structure, with the 5-deck high
“Central Park” and “Boardwalk” outdoor areas running down the middle of the ship.
These ships feature a lush tropical garden, a zip line, two Flow Riders, two rock climbing
walls, an AquaTheater with divers performing off of a 60ft platform, and a working
carousel.
2010 The total worldwide cruise market is estimated to be almost US$30 billion, with Carnival
Corporation in control of a 51.6% share of worldwide revenue and Royal Caribbean
25.6%.
2011 Carnival Corporation announces its 100th ship.
2015 Increasing numbers of cruise ships are being built using liquefied natural gas (LNG) as a
fuel source.
2016 Cruise ships embrace Internet technologies to ensure guests remain connected.
2017 Nearly 1,000 ports around the globe and expansion in markets like Asia and Australia.
2018 The industry made a concerted effort to be more green as many operators announced
plans to ban single-use plastic, and Hurtigruten turned (fish) heads by promising to use
“dead fish and waste” to power ships.
It was a big year for CLIA, which held its first Asia Conference, first Luxury Showcase, its
first roundtables and moved its River Conference to Paris
2019 The popularity of cruising in Asia is expected to grow further over coming years as cruise
lines deploy new, larger vessels that have been purpose-built for Asian consumers.
Ships in Asia will increasingly call at more places. Destinations in the continent expected
to have growth include India, Malaysia, Indonesia, Singapore, Japan, Hong Kong and
South Korea
2020 The 25th ship in Royal Caribbean's fleet, Symphony of the Seas is currently the world's
largest cruise ship. The giant cruise ship has 228,081 gross registered tons, measures
238 feet tall and spans 1,188 feet long.
The Language of Cruising

Some of the key terminology used in the shipping and cruise industry:
aboard: on a ship
about: to turn a ship around
aft: back of a ship, the rear of the ship
all hands: all crew members
alleyway: any passageway on the ship
anchor: a heavy object attached to a rope or chain and used to moor a vessel to the sea
bottom, typically one having a metal shank with a ring at one end for the rope and a pair
of curved and/or barbed flukes at the other.
atrium: a lobby-like space where you’ll find the purser or guest services
at-sea day: a day when the ship is travelling a long distance and does not stop at a port of call
beam: the width of the vessel at its widest part, widest point of a ship
berth: a bed or bed-space on a ship; the location at the pier where the ship is moored or tied up
bow: the front of the ship
bridge: part of a ship where navigation is managed, the ship’s command center, located
forward, topside
bulkhead: any of the partition walls used to separate various areas of the ship
buoy: marker or an anchored float used for making a position on the water, a hazard, or a shoal
and for mooring
cabin: a compartment or passenger accommodations for passenger or crew on a cruise ship
course: direction of travel
cruise documents: the documents you receive before sailing, which may include the cruise
ticket, a booklet and shore excursion information
cruise line: is a company that operates cruise ships and market cruises to the public
cruise ship: is a passenger ship used for recreational and leisure voyages, in which the journey
itself and the onboard amenities, attractions, activities, and entertainment options are
integrant part of the cruise experience
deck plan: diagram of each deck
deck: floor level on a ship
disembark: to go ashore
dock: a place in harbour, pier, wharf, quay; the structure at which a ship ties up when in port
draft: the depth of water a boat draws
dry dock: place where a ship is serviced
embark: to go aboard a ship to begin a journey
even keel: travelling smoothly
fathom: depth of water (1 fathom = 1.8 metres)
forward: the front area of the ship
free port: a restricted zone at a seaport where duty-free import goods are sold
galley: the kitchen area of a ship
gangway: the area of a ship’s side where people board and disembark (walkway and doorway),
walkway providing passage
Gross Registered Tonnage (GRT): a measurement of the volume of enclosed public spaces on
a ship
gun port: opening in the ship’s side for gangways or store is loading
helm: refers to the steering wheel and to the post to which it is attached
hold: interior of a vessel below decks where cargo is stored
hull: the main body of a vessel
inside cabin: cabins that do not have a window
keel: the bottom of the hull
knot: a measure of speed at sea equal to one nautical mile per hour
latitude: measurement of location north and south of the equator
leeward: sheltered from the wind
Lido deck: where you will find the pool and typically other amenities such as restaurants, bars,
and a fitness center
longitude: measurement of location east and west of the standard meridian
maiden voyage: the first time a ship embarks on a voyage with passengers on board
mess (crew or officer): staff dining area
midship: middle part of a ship
moor: to tie a ship up, an arrangement for securing a boat to a mooring buoy or a pier
muster drill: lifeboat drill or exercise
muster station: the place on a ship where passengers should assemble in the event of an
emergency
nautical mile: equal to one minute of latitude; see also knot
open seating: passengers sit where they wish during extended times
outside cabin: cabins that do have a window
overboard: over the side or out of the ship
pier: a loading platform extending at an angle from the shore, platform on pillars extending into
the sea
pitch: front-back motion of a ship in rough waters or high winds
port: a place or destination a ship visits; the left-hand side of the ship when facing forward
porthole: cabin’s window
port-of-call: a place where a ship stops on a voyage; any place where you stop for a short time
when you are visiting several places, shops, or people
registry: where a ship is documented
roll: the side-to-side motion of the ship
rudder: hinged plate used to steer a ship
running lights: navigation lights used to increase a ship’s visibility and direction of travel (red =
port; green = starboard)
shore excursion: a port-based tour or activity
space ratio: ‘elbow room’ passengers will have on board
stabilizer: an underwater device that helps reduce a ship’s motion or roll
starboard: when facing forward, the right-hand side of the ship
stern: the back or rear part of the ship
tender: a small boat that ferries passengers between port and ship; lifeboat; also used to ferry
guests to a destination when a harbour is unavailable
tide: periodic change in sea level caused by gravitation
wake: waves created by a ship’s hull
waterline: where the hull of a ship meets the surface of the water
watertight doors: doors used to seal off sections below the waterline
windward: the direction towards the wind
Week 3: The Elements of Cruising
Topics to be discussed: At the end of the discussion, the learners
 Definition of cruise are expected to:
 Nature of the business  Analyze the nature of the cruise
 Diversity of markets industry.
 Distinguish the different elements
that are relevant in the operation
of a cruise ship.
 Determine the different factors that
categorized cruise business as an
industry.

According to Mancini (2011, p. 3) the definition of a cruise is best stated as being ‘a

vacation trip by ship’. However, this brief and unassuming phrase avoids identifying the broad
range of variety that is encompassed by today’s cruise industry – contemporary cruises,
traditional cruises, adventure or expedition cruises, world cruises, coastal cruises, repositioning
cruises, ferry cruises, river cruises and cruise conferences. The legal definition of a cruise ship
in the United States (Cornell Law, 2017) is: ‘a passenger vessel over 100 gross tons, carrying
more than 12 passengers for hire, making a voyage lasting more than 24 hours any part
of which is on the high seas, and for which passengers are embarked or disembarked in
the United States or its territories’. In Europe, the definition is worded differently (Department
for Transport, 2016): ‘a “cruise” means a transport service by sea or inland waterway,
operated exclusively for the purpose of pleasure or recreation, supplemented by
accommodation and other facilities, exceeding two overnight stays on board.’

Others define cruise ship as ‘a luxury vessel that is used to take passengers on a
pleasure voyage in a journey that is as much a part of the experience as the various
destinations on the way’.

Nature of the Business

The cruise industry has grown and continues to grow enormously in scale. It is
frequently regarded as being a small but significant sector in the tourism industry (Lück,
Maher, & Stewart, 2010). The fact that the journey is relatively short with many stoppages at
exotic locations, the ships are designed accordingly, thereby making more room and utilizing
that space for an open design that exudes extravagance. It would be appropriate to liken a
cruise ship to a floating hotel complete with a hospitality unit amongst other crew members.

According to the analysis of Cruise Lines International Association (CLIA), from its 2020
State of the Cruise Industry Outlook report., cruising sustained 1,177,000 jobs equaling $50.24
billion in wages and salaries and $150 billion total output worldwide in 2018. Newly released
data shows 32 million passengers are expected to set sail in 2020. The report also finds an
industry-wide commitment to responsible tourism practices, with a focus on environmental
sustainability and destination stewardship. The report highlights the industry’s $22 billion
investment in the development of new energy efficient technologies, partnerships with local
governments in key destinations, and a commitment to reducing its rate of carbon emissions by
40% by 2030 compared to 2008.
 Papathanassis and Beckmann (2011) identified, from an academic discipline, that cruise
business activities can fall under the guise of maritime tourism, cruise tourism or indeed
maritime leisure. Indirectly, the industry provides employment for other third-party businesses
including food suppliers, engineering services, manufacturers, port agents and authorities,
transport companies, tourist companies, hotels, destination companies, car-hire and
employment agencies.

The business of operating what is in many cases a large-scale mobile tourist destination
at sea is unique and the complexities support the claim that this world is best referred to as the
International Cruise Industry. There are approximately a million people employed directly by the
cruise industry in cruise companies at sea and ashore and in other directly related roles.

Based on the newly released CLIA 2018 Global Economic Impact Analysis, passengers
spend $376 in port cities before boarding a cruise and spend $101 in each visiting port
destination during a cruise. North America accounts for the highest rate of cruisers with 14.2
million North Americans cruising in 2018. To meet ongoing demand, CLIA Cruise Lines are
scheduled to debut 19 new ocean ships in the upcoming year, resulting in a total of 278 CLIA
Cruise Line ocean ships projected to be in operation by the end of 2020. Obviously, the
industry growth results in positive economic progress in communities around the world including
accelerating their efforts to be a leader in responsible tourism.

Today, Carnival Corp is the largest cruise line operator in the world, with more than
150,000 employees and a fleet of 600 ships, owning multiple cruise line brands such as
Carnival Cruise Line, Princess Cruises, Holland America Line, Seabourn, P&O Cruises
(Australia), Costa Cruises, AIDA Cruises, P&O Cruises (UK) and Cunard. Carnival is followed
by Royal Caribbean, NCL Norwegian, and MSC.
The following are elements of cruising relevant to its operation:
C – Connectivity: Niavis and Vaggelas (2016) identified that cruise port connectivity is
created by two main elements. The first key element is the physical position of the cruise
port where it is near to other attractive cruise ports. This is the most important area in boosting
up cruise ship traffic in a port (Dragovic et al., 2014). The second key element is the ability of
cruise port authorities to build up strong cooperation channels with cruise lines.
R – Regional competitiveness: Porter (2003) identified that the regional
competitiveness is relevant with the industry struggles against neighboring rivals through
engaging investment from foreign, public and private capital, generating innovation
environments by entrepreneurs, skilled employees and creative workers and encouraging the
technological advancement.
U – Utilization: In principle, cruise industry undergoes seasonality impact.
I – Infrastructure: The size of the cruise ship is getting wider and wider, longer and
longer, bigger and bigger. Thus, cruise lines would examine the large capability for serving the
cruise like terminal space, pier width, pier length and other port facilities.
S – Security: Normally, the cruise would stop over a cruise port during a journey. The
customs quarantine control facilities, waiting area of the terminal, and counters for entry
and exit control should be enough.
E – Environmental management: Cruise ports produce an innovative energy model to
assess the effectiveness of the building's energy conservation measures.
 P – Ports of call: Port of call refers to the number of cruise ports established as a
home port. A home port mainly refers to the port in which a cruise ship will change over or take
on the majority of its passengers while taking on supplies, fuel and stores.
O – Ocean: Ocean is defined as the oceanic conditions, including typhoon, water
depth, tidal range, tidal current, and water clearance. The oceanic condition is critical for
water sports, water creational activities and pleasure diving.
R – Recreational activities: The recreational activities are mainly provided for
amusement, enjoyment, fun and pleasure for cruise passengers. The varieties of
recreational activities attract the cruise lines arrive at a preferred cruise port.
T – Traffic: The capacity of cruise ports attracts cruise ships to stop at cruise port
during a journey.

There are four (4) factors that categorized the cruise business as an industry, namely:

CULTURE CONTRACTS
(at sea) (for maritime employess)
CRUISING
as an Industry

CONTEXT COMMUNITY
(of the maritime settings) (at sea)

 Culture
Cruise culture is formed by a mix of maritime and hospitality culture. The culture is manifest
in the distinctive language that has emerged and made more visual through the use of uniforms,
ranks, and ship and cruise routines.
 Contracts
Cruise contracts reflect the need to operate a vessel 24/7, with crew living and working on
board and subject to international rather than national regulations.
 Context
The context of being on a cruise ship means that the landscape and/or seascape changes
with the cruise. The destinations add both a promisingly attractive dimension for travellers and a
potential political issue for the freedom of passage when travelling. The other aspect of context
is that the ship is at sea with all that means in terms of weather, escapism and safety.
 Community
Cruise crew communities are frequently multinational, working and living in close contact
with fellow crew members, subject to shipboard regulations and in a position where they must
be seen to fit in and be effective.
The Anatomy of Cruise Ship
The Cruise Markets
The last decade was one of record growth for the cruise industry and that trend looks set
to continue into the 2020s. According to the Cruise Lines International Association (CLIA), 32
million passengers are set to travel on cruise ships in 2020, up from 30 million in 2019. Since
2009, cruise ship passengers have grown from 17.8 million to 30 million, an annual growth rate
of 5.4%. There are currently 278 ocean cruise line ships operating across 55 cruise companies
with another 19 ships scheduled to debut in 2020. Passenger carrying capacity is scheduled to
increase by one-third between 2020 and 2025. In addition, there are now over 500 river cruise
ships.
More significantly, cruise industry revenues have grown even faster, from approximately
15.7 billion in 2010 to an estimated 31.5 billion in 2020, a compounded rate of growth of 7.2%.
Fleet composed of several hundred large cruise ships carrying millions of passenger plies
routes in all geographical areas in an expanding range of more than 500 destinations worldwide.
Indeed, the cruise industry has increased in popularity all around the world, serving a
heterogeneous clientele with well-differentiated expectations and preferences in the Asian,
European, and North American markets.
The cruise industry is a dynamic and vibrant business. Despite a turbulent an debilitating
period of economic downturn in the years since 2008, the industry has remained strong and, if
anything, it has demonstrated its capacity to derive benefit from being able to deploy ships
according to market opportunity (Parker, 2016). The cruise market is complex with a number of
recognizable segments, including age, culture, nationality, language, lifestyle and income, all of
which may be influenced by economic wellbeing, politics, and competition from other forms of
holiday (Chen, Lijesen, & Nijkamp, 2016; Hung & Petrick, 2010; Shim, Kang, Kim, & Hyun, 2017).

Worldwide, the ocean cruise industry has an annual passenger compound annual
growth rate of 6.63% from 1990 - 2020. Growth strategies to date have been driven by larger
capacity new builds and ship diversification, more local ports, more destinations, and new on-
board/ on shore activities that match demands of consumers. The industry is also expanding
rapidly internationally. These activities help increase penetration in a core North American
market that still has growth potential. Only 53% of the target North American market (or 24% of
the whole U.S. population) have ever taken an ocean cruise. All the cruise ships in the entire
world filled at capacity all year long still only amount to less than ½ of the total number of visitors
to Las Vegas.

Global Cruise Industry Deployment Market Share by Region (2019)

Region Market Share
Caribbean 34.4%
Mediterranean 17.3%
Europe (without Mediterranean) 11.1%
China 4.9%
Australasia / New Zealand/ Pacific 4.8%
Alaska 4.7%
Asia (without China) 4.3%
South America 2.3%
All Other 16.2%
 (Source: CLIA 2019 Cruise Trends and Industry Outlook https://cruising.org/news-and-research/-
/media/CLIA/Research/CLIA-2019-State-of-the-Industry.pdf )
Source Region of Passengers

Year North America Europe Other Worldwide Passengers

Carried
2017 14,130,410 6,417,159 4,617,856 25,165,425
2018 14,167,168 6,764,273 5,069,580 26,001,022
2019 14,526,363 6,933,353 5,397,702 26,857,418
2020 14,829,278 7,075,424 5,717,044 27,621,746
(Source: https://cruisemarketwatch.com/growth/)

Since the 1960’s, North America has remained the core source market for passengers,
despite the industry’s global expansion. North America is not only the largest market, it has also
been the most stable market over the years, benefiting from consumer spending, proximity to
the Caribbean and additional deployments in Alaska, Bermuda, and the Mexican Riviera.
As cruise lines like to say, they “operate movable assets”, meaning they can move ships
pending market conditions, thus managing temporary concentration in any one market or
region.
(Cruise lines global market share (2019). Source: Cruise Industry News, 2020)
Cruises per region (2018). Source: CLIA, 2020
https://www.researchgate.net/figure/Cruise-lines-global-market-share-2019-Source-Cruise-Industry-News-
2020_fig3_340236982

Cruise demand is greatest in North America, and this is one of the more obvious
reasons why regions such as the Caribbean have witnessed substantial cruise tourism growth
over the past few decades. Cruise companies have even diversified the products and
ports/destinations served when targeting the North American market, with some companies
(e.g. Cruise West –
www.cruisewest.com) offering cruises up the west coast of the continent to Alaska and several
tour companies in the United States marketing package tours that feature cruises to Antarctica.
The cruise tourism product can be said to have been globalized because of substantial
international demand for international cruise experiences.

Micro-cruises are one of the fastest growing segments of the cruise industry. In 2020
there are more than 1,400 micro-cruises lasting three days or less. By far the fastest growing
segment of the cruise industry has been the advent of luxury expedition cruising, especially in
Arctic and Antarctic waters. The cruise industry has just ended an incredible decade of growth,
and is well poised to extend its success into the next decade. Despite its growth, however, the
industry is still just a small segment of the travel industry. At an estimated 32 million passengers
worldwide in 2020, it still has less than half of Orlando’s, the most visited city in America, 75
million visitors in 2018.

Week 4-5: Working Onboard

Topics to be discussed: At the end of the discussion, the learners are
 Roles and responsibilities on a cruise expected to:
ship  Differentiate the roles of staff and
 Shipboard culture crew as working force in the cruise
 Management of Hotel Services on ship.
Cruise  Classify the services provided
 Recruitment practices onboard the cruise.
 Describe the shipboard culture.

The Roles and Responsibilities on a Cruise Ship

Cruise ships are likely to be heterogeneous, that is, containing a mixture of crew with
different nationalities, of various ages, with different backgrounds and prior learning and
individual needs and aspirations. Traditionally, ships employed officers and ratings (non-
officers) or crew who performed tasks related to the safe passage and commercial activity of the
vessel within a hierarchical regime. This regime was often operated on a ‘watch-keeping’ basis,
from which the term ‘officer of the watch’ is derived. Automation has, on many vessels,
changed the strict pattern of 24-hour watch-keeping, but for any ship there remains a need to
maintain operational effectiveness, safety, and security at all times. Watch duties are
traditionally four hours in duration: 0800 to 1200, 1200 to 1600, 1600 to 2000, 2000 to 2400,
2400 to 0400 and 0400 to 0800. Typically, a deck or engineering officer will undertake two four-
hour watches in a 24-hour period.

In contemporary cruising, employees are designated officers, crew, and staff (Bow,
2002). Officers denote employees with specific authority. They are located within three
departments: deck, engineering, and hotel services. The crew is similarly divided between
these departments, but in number this group represents the largest segment. The last group,
staff, includes personnel, many of whom may be contracted to work on board by a
concessionaire, such as shop managers, hairdressers, beauticians, entertainers, casino staff
and photographers.

The resultant ‘ship’s company’ is a large and diverse community that, because of scale
and complexity, requires care in terms of management and coordination. A ship’s master has,
according to Branch (1996), absolute authority on board a cruise ship. This authority, acting in
lieu of the ship’s owner, provides powers to act accordingly in cases where the ship, crew,
customers and/or ship’s contents are at risk. There is a subtle difference between this role and
the post of captain, which is deemed to be a rank, although frequently the captain on a cruise
ship will hold the position of master. Other officers on board may also hold the rank of captain;
for example, the staff captain, who is charged with a responsibility relating to the crew, staff and
customers on board.

Some roles on the ship have cross-departmental responsibilities. The environmental

officer has a direct responsibility to the captain but an overarching responsibility to ensure
company policies are adhered to in respect of regulations for environmental matters. Many
ships also employ a personnel and training officer with cross-departmental responsibility to
ensure matters relating to training and personnel development are managed to meet company
policies.

Three (3) Main Departments of a Ship

c a p t a in

deck department

technical/engineering
department

Hotel/passenger
services department
  The deck department
The ship’s master is in-charge of the ship but also oversees navigation and the deck
department. On a day-to-day basis, the deck department is the responsibility of the chief
officer or first mate (first officer). The larger the vessel, the more requirement for additional
deck officers, who are termed second, third or fourth officer (the number of these depends on
the size of the ship). This department oversees navigation and care of the vessel. One of
the senior officers in this department will also hold the position of safety officer. The deck
officers’ complement is frequently made up with junior officers in training, who are called
‘cadets’. Crew positions include the chief petty officer (deck) and petty officers (deck), who
supervise deck crew under the direction of deck officers; deck carpenter, who attends berthing
and departure; quartermaster or coxswain, who is a senior rating responsible for steering; junior
seamen, seamen
grade 2 and seamen grade 1, the latter two share lookout and steering duties with deck officers;
the bosun (boatswain), who is the deckhands’ overall foreman; and day workers employed in
general duties. All seamen employed in the deck department who are not officers fall into the
category of either ordinary seamen (OS), who are deemed to be unskilled, or able-bodied
seamen (AB), who are considered skilled. The deck department can also include specific posts,
such as security.

Deck officers can be identified by their stripes, which are plain gold. Masters and
captains have four stripes, chief officers have three stripes, first officers have two and a half
stripes, second officers have two stripes, third officers have one and a half stripes and fourth
officers have one stripe. Cadets frequently have either half or one stripe. The symbol for the
deck department is a diamond. Security can be recognized by their brown stripes and their
symbol – a capital ‘S’. Most cruise ships appoint an environmental officer, who is recognizable
by his/her green and gold stripes.

 The engine department

The engine room is the domain of the chief engineer, who is responsible to the master for
the vessel’s propulsion, steering and power for auxiliary systems such as heating, ventilation,
air conditioning, lighting, and refrigeration. The chief engineer is also responsible for fuel,
maintenance, and repairs. Depending on both the size of the ship and the type of propulsion
system, cruise ships may require additional engineering officers and cadets, including electrical
engineers.

Crew positions in the engine department include chief petty officer (motorman) and petty
officer (motorman), who supervise the engine room under the direction of engineer officers;
junior motorman, motorman grade 2 and motorman grade 1. Some vessels have specific
posts, such as electricians. Chief engineers have four stripes, which are gold and purple in
alternate colours. The chief electrician has three stripes, the first engineer has two and a half
stripes, and the second engineer has two stripes. There are two symbols for this department:
the propeller signifies technical and engineering, while an electric-current motif is used for
electrical officers.

 The hotel department

Depending on the scale and size of operations, the hotel service team may certainly be
extremely diverse, but that aside, for a cruise it dominates in terms of numbers of employees.
An individual with the title of hotel manager, director of hotel services, passenger services
director (PSD) or executive purser is usually in charge of this department. The term ‘purser’ is
traditionally related to the controller of finances (hence the derivative of the word ‘purse’), but
different cruise companies use the term in different ways. The senior officer in charge of hotel
services will have four stripes, which are gold and white. The executive chef, the food and
beverage manager and/or deputy purser will have three stripes. The senior assistant
purser, assistant food and beverage manager, bars manager and accommodation
manager (housekeeper) will have two and a half stripes. The second purser will have two
stripes.

Depending on the particular cruise company, their focus on core values, the type of
passengers or customers and the product on offer, the hotel services department may be
configured to reflect a bias somewhere between being along more traditional nautical lines to a
point representing more contemporary hotel services as seen shoreside.

Other departments:
 The medical department
Given the size of the community on board, it is not surprising that a cruise ship requires a
medical team. The principal medical officer (PMO) leads this department, supported by as
many medical officers or doctors as are required. Depending on the ship and the clientele,
there may be a senior nurse or two or more nurses (usually at officer level). Some vessels
also employ orderlies, who tend to be designated as ratings. The very largest of ships may also
employ a medical dispenser, physiotherapists and dentists. Some ships have a morgue on
board.

The medical officer is usually identified as having three stripes, which are gold and red. The
symbol for this department is the caduceus (staff of Hermes). The provision of medical support
on board is a necessity for the well-being of the shipboard community. The medical team
can also generate revenue in providing specialist support and, for that reason, some cruise
companies locate the medical team under the management of the hotel services department.

 The entertainment department

The cruise director, who tends to be an experienced professional from the world of
entertainment, leads this department. As the departmental name implies, any of entertaining
customers (and crew) is managed from within this department. The range of employees can
therefore include musicians, dancers, comedians, actors, singers, social hosts, sound and
lighting crew, stage technicians, guest lecturers, port lecturers, health, fitness and sport
instructors, children’s staff and specialist experts.

A deputy cruise director frequently assists the cruise director. The cruise director is usually
regarded as having a rank equivalent of three stripes and is linked by association to the hotel
department.

CREW MEMBERS
o service employees who work under the direction of a manager or other supervising staff
o may or may not have direct contact with passengers
 o eligible to receive tips in addition to their wages if they work directly with passengers
onboard
o work long hours, with little time off during their contract
o have their own crew facilities
o strictly forbidden to socialize with any passengers onboard a ship
o not allowed to utilize any public elevators and stairways unless they are working at that
time
(e.g. waiters, bus boys, chefs, cabin stewards, bar staff, carpenters, electricians,
plumbers)
STAFF
o consist of upper level positions
o they have direct contact with cruise passengers except for some entertainment
employees
o work shorter hours, receive time off while in port
o they have more access to onboard facilities
o may be allowed to utilize public elevators and stairways
o may also be allowed to mingle with passengers
(e.g. cruise directors and assistants, shore excursion employees, entertainment
employees, musicians, dancers, DJs, retail employees from the photography, art, &
casino departments, spa & salon employees)
OFFICERS
o elite group of employees who oversee the nautical and mechanical aspects of the ship,
ensuring the safety of the passengers and crew at all times
o highly trained and report directly to the ship’s Captain
o they have complete authority over any crew or staff member onboard the ship
o they also receive the highest wages paid to any employees
o they have a privilege of having a private stateroom

Jobs by Department:
 Activity and Shipboard Entertainment
o keep the passengers busy and entertained
o better known as “cruise staff” activity leader or instructors work with passengers in small
groups, leading them in a specific activity (diving, dancing, yoga)
o entertainers who provide music (either playing it or as disc jockey)
o they sing, act, juggle, or perform other forms of entertainment either on poolside, clubs,
casinos, or on stages
o cruise directors are responsible for all these areas, making sure that passengers are
participating and enjoying each experience
 Deck and Engineering
o in-charge of keeping the ship well maintained, running smoothly, and ensuring
everyone’s safety
o keep detailed records
o knowledgeable of maritime laws and regulations
o need to have some experience onboard a ship and specialized training
 Service and Hospitality
 o these positions can also be called “hotel management” jobs
o the common denominator with all of these jobs is that you are providing a direct service
to passengers, whether it is cooking food, serving food or beverages, cleaning cabins,
doing laundry, and a wide range of other duties
o pursers are in charge of all onboard accounting during eash cruise
 Personal Care and Shipboard Medical
o workers in these jobs are also providing direct care to passengers
o services are in the form of massages, hair care, manicures, or even medical care
o you will need to have the proper credentials or licenses before you can apply for any of
these jobs
 Corporate Office Position
o the necessary people who keep the company running, not just the ships
o in these positions, you can be promoted to executive or leadership roles

Who is Who on Cruising?

A typical ship employs thousands of crew members, and while many terms are common
(chef, waiter, etc.), some positions are less well known to novice cruisers. The following are
some of the people working on board the cruise:

 Captain
o the commander of the ship in-charge of both sailing and hotel operations and has full
responsibility and authority for the performance of the ship and the ship’s company,
and for the comfort and safety of the passengers
 Staff Captain
o responsible for safety related matters aboard the ship such as navigation, environment,
public health, and maintenance
 Passenger Services Director
o responsible for all hotel service and revenue areas for passengers and the ship’s
company and prepares all necessary documents, shipboard accounts, and financial
matters
 Chief Technical Officer (Chief Engineer)
o oversees all engineering, electrical and ventilation systems as well as vital connections
between the ship and land points all over the world
 Chief Medical Officer
o tends to the health of passengers and crew
 Chief Radio or Communication Officer
o oversees in-room satellite TV programming, ship-to-shore phone calls, internet
services, and all shipboard communication systems

 Hotel Manager/ Hotel Director

o responsibility includes guest satisfaction and comfort, human resources, security,
expenditures, and revenues; works closely and reports to the Captain about the state of
the ship, ensuring the quality of the ships environment is on par with the standards of
the cruise line
 Purser/ Chief Purser
 o administer day-to-day affairs such as management of passenger accounts, mail,
messages, printing, storing of valuables (safety boxes), immigration and customs
requirements, payroll, staff visas and passports, currency change
 Purser Staff
o trained and well versed in immigration and customs laws and responsible for the ship’s
documentation when traveling and they often deal with customer service, fielding
questions and complaints with sensitive financial issues
 Executive Chef
o responsible for nearly every aspect of food onboard the ship such as ordering, quality
control, disease and code regulations, cooking, and food preparation, overseeing
kitchen staff
 Food & Beverage Manager
o oversees the areas of the ship where food and beverages are served, ordering in bulk,
food budget, calculations and costs on a large scale, working closely with other
members of the kitchen staff
 Cabin Steward
o the housekeeper responsible for cleaning a certain number of rooms onboard the ship,
that includes changing sheets, windows, bathrooms, floors, etc.
 Chef De Partie
o must have a strong knowledge of fine cuisines and exotic foods and must be able to
organize menus for themed events and responsible for cooking and preparing these
meals
 Cruise Director
o coordinates all entertainment and informational activities that take place as part of the
cruise experience; presides passenger orientation and disembarkation meetings;
manages the musicians, entertainers, onboard lecturers, social hosts, health club staff,
photographers, shore excursion manager
 Maitre D’ Hotel
o offers the best quality dining service to passengers; trains the staff in correct serving
techniques and high serving standards; supervises the quality of the food and
beverages to ensure they are up to standard
 Sous Chef
o he/she is an integral part of any functioning kitchen and works closely the Executive
Chef and prepares the food and the kitchen for the respective meals onboard
 Receptionist
o check passengers in and out during arrival and departure; they settle accounts at the
end of the cruise and field questions and complaints so you need to be diplomatic and
have a strong back bone
 Spa Therapists
 the spa is mostly a concessionaire
 Housekeeping Staff
o it can even be called a custodial position and as a custodial you will generally assist
wherever needed with cleaning
 Restaurant Staff
o here you are most likely to begin as an Assistant Waiter and then work your way up
 Photographer
 Cruise Staff
o if you are an outgoing and bubbly personality, then this is a good job for you. You are
part of the entertainment team and will welcome guests to the shows, host bingo,
dance with the guests, etc.
 Casino Staff
o here you have various positions from dealers to cashiers etc.
 Child Care (also called Youth Staff)
o in this position you will deal with children of various ages and nationality, and additional
languages are always appreciated, and you will need the necessary certificates for
child care.
 Musicians
o there are various positions from duo acts to stage musicians. Most cruise lines hire
directly nowadays however, there are also agents that place acts on ships.
 Theatre Technicians
o from lighting to sound, all these positions are needed to run a good show. These are
usually in-house jobs, so you apply directly with the cruise line.
 Cooks
o there are truly a lot of various positions in the galley; these positions are in house and
need to be applied for directly; working in the galley or F&B (Food and Beverage) in
any form usually really limits the time you can go ashore
 Galley Utility
o this is a basic position that will generally be doing cleaning of the galley, washing the
dishes or any other duties required.
 Bar Staff
o most will start as Bar Waiters and work up to being Bartenders, Sommeliers, etc.
 Assistant Systems Manager
o if you have a strong IT background in both hardware and software, then you can look at
this. It is a high-pressure position and you need to have patience as you will deal with
guests and crew.
 Retail Staff
o the benefit of working in the shops is that they are closed when in port, so you can
really go out and see the places the ship docks. However, keep in mind that when at
sea the shops are open all day and stay open until late at night.
 Art Auctioneer Assistants
 Shore Excursions Staff
o you need a strong background in guest services and sales before you can even think of
applying for this position as well as a sound knowledge of the world and geography.
With this job you will need to go on tour with the guests.

 Printer
o This position is usually a very high-pressure role responsible for all printing materials
on board as well as maintaining and repairing the machines. Printing is done daily.
 Deck Cadets
 o if you have studied in the Maritime field and wish to pursue a career in the deck
department, then this is an option for you.

Shipboard Culture
The crew on board a mega-cruiser is likely to be diverse in terms of nationality and
culture. Leadership on cruise vessels is a very special issue, which covers a bundle of
differences compared to usual work environments. It is valid to claim that all branches differ
from one another, but the extent and intensity of specific issues in the cruise industry make it
indispensable to an understanding of leadership aboard a cruise vessel based on this very
specific context.

Staff on board spends months of full-time working and living together, separated from
the
usual social networks. Even though modern communication media might ease this isolation, the
effect is quite limited. These specific working conditions do not only affect employees but also
leaders up to the top of the hierarchical pyramid. A cruise ship represents nearly the full range
of differentiation in the global labour market, low paid staff from developing countries below
deck, up to quite highly paid officers on the bridge, which is not only a broad scope of
professions and skill levels, but represents a widespread multicultural arena.

Traditional work is based on the difference between work and private life. A full-time job
might require 40 hours out of the total 168 hours in a week, which is less than a quarter. The
traditional employer does not care about what an employee does in the time off duty or where
and with whom this time is spent. This split between professional and private life is linked with
specific roles, and the private part helps the individual to balance out challenges and possible
impositions of work. The situation aboard a cruise vessel is quite different. The employee is on
duty or very close to the workplace 168 hours per week; he or she will spend the time off duty
with colleagues, and even in the age of internet and satellite phone, social life with people
onshore is very limited.

Professional life and social life are blended, and as the professional life is the dominant
part, social life is a derivate of it. Lee-Ross ( 2008, p. 477) describes those “occupational
communities” as being “more acute on longer duration voyages” and recommends leaders to
pay attention to the formation and the development of those communities. This unbalanced
situation will be even more strained for those employees who are in direct customer contact,
due to individual needs to compensate the particular demands of work in the service sector.
Although there is a distinctive difference between working and taking a holiday n a cruise
vessel, some aspects, such as the isolation and the building of communities occur among the
passengers as well, and some studies report interesting interactive aspects between staff
communities and passenger communities. (Foster, 1986; Yarnal & Kerstetter, 2005)

The staff on cruise vessels typically comes from dozens of different cultures (Lane, 1996).
This creates additional demands on leaders to establish a working leadership relationship
overcoming cross-cultural misunderstandings. One way to reduce the complexity ensuing from
the multicultural composition of the crew could be to run the business with a “national accent”,
which could be an attempt to give some direction to the leadership culture of the company.
There could be a chance to establish something like a global leadership culture and to benefit
from intercultural diversity.

Leadership relationships in a multicultural setting will not have a broad basis of common
cultural norms and values and therefore tend towards a less person and more fact-oriented
style. This might help to reduce negative impacts of culturally based behavioural styles, but the
price to pay might be weaknesses regarding the loyalty of employees and the management of
fluctuation. This challenge is boosted even more by tough competition for qualified staff in a
fast-growing market. It may be critical for everyone to get along, to work as a team and to
accept cultural and individual differences. However, it is important to show common courtesy
towards each other.

The following are some tips to keep in mind to get along with your colleagues:
o have patience
o talk to people
o respect the various nationalities
o read the rules and understand them, ask questions if you are not sure
o be friendly and keep a positive attitude
o be receptive to new challenges and new responsibilities
o you can count on others helping you, you are not alone
o be disciplined and punctual

The Management of Hotel Services on Cruise

Everything to do with managing hotel services on a cruise ship tends to be a reflection of
the scale of the vessel and the labour intensity associated to product quality and service quality.
In addition, if the ship and the tradition related to the development of cruising as a nautical
enterprise are deemed to be a valuable marketing focus, the hotel services team is likely to be
led by the executive purser; otherwise, the senior role might be identified as passenger services
director or hotel director. On smaller ships the role could be designated as the hotel manager or
chief purser. Thereafter, hotel services tend to be line-managed by two or three senior
managers who may have the job title of deputy purser. These deputies focus on food and drink,
passenger
services (including accommodation) and finance.

Various cruise companies operate hotel services management to suit their strategic
needs. The provision and orchestration of food and drink and accommodation are demanding
from a human resource (HR) perspective. The effective performance of any cruise ship is
irrevocably underpinned by the quality of service provided by people such as waiters,
accommodation stewards, sommeliers and public service stewards. This presents a serious
challenge to cruise companies. In periods of growth, cruise companies are faced with
seemingly
mind-boggling HR requirements.

In the galley, the team is frequently configured using a variant of more traditional
approaches to the hôtellerie-style brigade of chefs. This revolves around the executive chef
supported by a team of sous chefs who control the hot plate (referred to as the ‘hot press’ on
some vessels), where service takes place in the galley. These sous chefs may also be required
for service to satellite restaurants, depending on the style of production and expectation for
standards of food. They can even be called on to provide entertainment to guests in the form of
cookery demonstrations.

The restaurants on larger ships operate using an overarching maître d’hôtel (maître d’),
who coordinates a team of restaurant managers. Each restaurant will employ a host to
welcome guests and facilitate their entry and seating in the restaurant. Head waiters are
allocated to sections of large restaurants (often up to 300 covers per section), where they have
an overview of waiters who work with an assistant or ‘busboy’ to serve 16–18 covers. These
types of large restaurants will frequently employ a head sommelier and a team of assistant
sommeliers to serve drinks and wine. Most mega-cruisers include a buffet-service area as well
as fast-food outlets such as pizza bars or burger bars. These are operated using a team of
assistant buffet stewards supervised by head waiters or assistant head waiters.

The bars manager on a vessel organizes a multi bar operation that can include a
dispense bar for restaurant drinks sales, show bars, cocktail bars, lounge bars, deck and pool
bars, champagne and caviar bars, crew bars and, in some cases, an officers’ mess bar. The
bars are coordinated by bars supervisors, who work with the individual bar stewards and their
assistants.

Food and beverage managers working with assistant managers/pursers liaise with the
various managers to coordinate operations. Stores managers receive, store and issue goods to
the relevant personnel working in the galley, bars, restaurants or point of requisition.

The following are hotel services provided on board a cruise ship:

o Food and drink: executive chef and kitchen brigade, including room service chefs;
bars manager, bars supervisors, bar stewards, assistant bar stewards; maître d’hôtel,
restaurant managers, head waiters, head sommelier, assistant sommeliers, waiters and
assistant waiters; crew and officers’ mess chefs and stewards and utility stewards
o Passenger services: accommodation manager, accommodation administration,
accommodation supervisors, public area supervisor (decks), public area supervisor
(lounges), utility stewards, cabin stewards, butlers, laundry master, assistant laundry
master and laundry assistants
o Administration and personnel: administration manager/assistant purser front office,
assistant administration manager, junior assistant pursers/ front office manager,
receptionists, crew assistant purser, shore excursion manager, shore excursion
assistant purser and junior assistant pursers
o Additional areas: shops, florist, print shop, administration stores, art auctions,
communication centre, casino, spa, beauty centre; photography may also be located
within the remit of the post holder
o Finance: accounts manager, revenue manager

Recruitment practices
Finding a job on a cruise ship can take some investigation. Some companies are in
business to act as a form of introductory agent, charging the applicant for the benefit of gaining
access to potential employers. Others are genuine agents who are intermediaries in the
recruitment process, often with offices located close to or within countries that are targets for
employment. Some agents are secondary companies established by the cruise company to
facilitate recruitment. Finally, some cruise companies employ directly.

Trade journals, for either shipping and nautical matters or hospitality and catering, can
be a useful source of information because major employers use these to gain access to a more
specialized and experienced applicant. Managers in the hotel department should have an
appropriate undergraduate or postgraduate higher education qualification, which may be
busines, hospitality or tourism based. Alternatively, many employers recognize professionals
who have experience of working and managing in the hospitality industry but who may not have
formal qualifications.

Applicants should think more than twice before parting with money to secure an
introduction or to get help with finding any type of job on a cruise ship. The best starting place
for many appropriately qualified applicants is with the cruise companies themselves. Finally,
applicants should remember that the work and lifestyle might not suit everybody. There are
many examples of potential crew members who were inappropriately prepared for their
experiences on board and who either had to be repatriated because they were unable to adjust
or adapt, or worked their way through but left at the first chance. It is not in the best interests of
a cruise company to be faced with serious HR retention problems, because it is costly from a
selection, recruitment and training point of view, potentially disruptive for other crew members
and can impact on service quality.

 The future of Filipino workforce in the cruise sector

In 2007 roughly one quarter of the total Filipino workforce was living outside the
Philippines. Of these 8.7 million Filipinos, 1.1 million were so-called labour migrants, Filipinos
moving back and forth from their home state to another state for the purpose of employment
(OSCE, IOM, ILO, 2006). Roughly half of them (480,000 Filipinos) were working in the Middle East
alone 240,000 in Saudi Arabia and 220,000 in Asia ( POEA, 2008). A relatively small number of
Filipino labour migrants worked in the cruise sector. If one deducts the number of officers and
ratings from the 48,000 Filipinos working on board cruise ships in 2007, roughly
36,000 Filipinos were passenger ship personnel (POEA, 2008). Most of them can be categorized
as low- to semi-skilled workers to be found mostly in lower ranked status and wage positions
(Chin, 2008, p. 114).

In an industry news, two statements were published: “The ship’s deck officers are
European, the social staff American and British, and the hotel staff, perhaps the line’s
greatest asset are Filipino” (Cruise Industry News, 2009). Cultural values define roles in a social
structure and shape work related attitudes of crew members ( Triandis, 1994). Interviewing
recruitment agents about the demand for Filipino crew, most of them highly appreciated
Filipinos as crew members due to their outstanding service-oriented attitude and praised their
cultural characteristics. The expert on cultural analysis, Geert Hofstede, ( 1984) categorized
cultural values in accordance with his so-called “cultural dimensions”. According to Hofstede,
Filipino culture is characterized by a high degree of collectivism which supports job motivation
and loyalty, as well as the willingness to co-operate with coworkers. Secondly, it is
characterized by high power distance which means that Filipinos accept and expect that power
is distributed unequally (Hofstede & Bond, 198). This again has a decisive influence on job
motivation and subordination and fits very well into the organizational culture of a cruise ship.

Filipino seafarers in general, and those working on cruise ships in particular, are the
‘preferred nationality’ of a ship’s workforce. The often cited ( e.g. ABS CBN News 2017; ABS CBN News
2016a; 2016b; 2016c; ANC 2016; Sbarsky 2014; Terry 2013; Milde 2009 ) narrative is that: Filipino seafarers
are ‘hardworking’, ‘flexible’, ‘subservient’, ‘family-oriented’, and ‘happy’ employees who earn
well whilst travelling the world ‘for free’ on-board cruise ships.

Filipinos have an excellent professional reputation partially based on their cultural

background. Even if there exists a high demand for Filipino labour migrants, Filipinos
increasingly have to compete with other nationals for employment on the cruise labour market.
Currently Filipinos are still a dominating nationality on cruise ships, however tendencies towards
changes in the distribution of nationalities must be anticipated. This could be attributed to the
fact that suitable Filipino workforce is difficult to access, or that other industries in other
countries offer better employment conditions, or that Filipinos are simply too costly. Whatever
reasons are valid, cruise corporations have to develop a long-term oriented recruitment policy
that can handle fluctuations on the cruise as well as global labour market and ensure a stable
pool of skilled personnel.
Week 6-7: Guest Services
Topics to be discussed: At the end of the discussion, the learners are
 Internal and external factors that expected to:
influence guest services  Classify the cruise passengers
 Guest service systems for cruise lines according to various segmentation.
 Profiles and specific needs of cruise  Analyze the factors affecting guest
guests service and behavior
 Manage guest care which is important
in the tourism related environment
such as in cruise industry.

There are challenges when providing consistent high-quality guest services, some of
which stem from the rather nebulous use of the word quality. The term ‘quality’ presents a
number of complexities. Quality can correlate to prestige, which in turn can relate to reputation,
admiration, luxury and, as a result, the price. Some authors suggest that quality refers to a
product or a service (or a combination of both) that is predictably uniform and reliable, suitable
for the market and made available at the lowest cost (Deming, 2000). Other theorists proclaim
that quality is more to do with the guest’s perception of what is fit for purpose (Juran, 1980) or
that quality can be to do with creating ‘zero defects’ and getting it right first time (Crosby, 1996).

The success of a cruise business, in terms of securing repeat customer and capturing
new business, is directly related to reputation. In turn, past and present guests and their
perception of service and product quality directly inform that reputation. It follows that cruise
companies who focus their attention on meeting and indeed exceeding guest expectations of
service and product quality will be in a stronger position to retain existing guests and attract
future guests. Companies invest time and money in order to prioritize their guest service
programmes so that both staff and guests recognize the importance of getting guest service
right.

There may be, however, a yawning chasm between promoting guest service initiatives
and delivering effective guest service initiatives, and it is certainly not easy to deliver consistent
high-level quality service. Disgruntled employees, unexpected events such as itinerary changes
and production problems resulting in interruptions to service delivery are among the potential
threats to maintaining service quality. The formula for a successful cruise is demanding.
Getting everything right and exceeding expectations means ensuring officers, managers, crew
and staff are trained, instinctively guest-oriented, empowered to help guests if there is a
problem, aware of expected quality standards and capable of exceeding those standards.

Guest services present serious challenges for managers at sea for several reasons.
Guests are demanding because we live in a media-rich society that highlights consumer rights
and advocates the benefits in complaining. However, it should also be recognized that being at
sea can create many positive guest service advantages. The interaction on board a cruise ship
is complex. Guests and crew are together forming relationships for several days. In this
situation,
guest service is ongoing and cumulative, and there are likely to be many occasions when crew
members can provide moments of pleasure that may be important to ensure an ordinary
vacation becomes special.

From a guest services perspective, there is much to be gained in predicting guest needs
and, while this approach is important throughout the cruise, there is evidence to suggest that
first and last impressions are important in setting a template for service perceptions and sealing
that
set of perceptions about service experiences (Office of Quality Management, 2005).

The human side of service quality

Guest service can be affected by personal factors related to life on board. Cruise ships
operate employment contracts for fixed terms. In some cases, the contracts can be six, eight or
ten months in duration. Crew work every day for these contracts and are expected to be
consistently effective. Some cruise companies have the reputation for operating more
‘enlightened’ employment policies than their competitors. Those with better reputations ensure
there is a fair and open approach to time off ashore, to covering for illness or unavoidable
absences from the work area and to maintaining a quality social environment for all on board. A
factor to consider, however, is that guest service can be at risk if the server is unhappy for
whatever reason and is in need of a break. The nature of a shipboard community is that it can
be a happy and almost sheltered environment where the people who work supportively together
are friends and companions. If there is a breakdown in that arrangement, it can be
uncomfortable and so it is not in the interest of the cruise company for staff to be unhappy in
either their social time or their work time.

Many cruise companies ensure that the crew elect or appoint a social club director to
work with paid employees to construct a programme of events and activities. Despite the
apparent monotony of having to work lengthy contracts, the reality for crew is invariably
different. The attraction of travel and the places that crew visit, coupled with the ‘package’ in
terms of food, inexpensive drink, use of phones and the Internet as a means of staying in touch,
entertainments and a lively social life can mean that life on board is frequently more attractive
than life at home. Many crew members report that after a month at home they are looking
forward to returning to work (Gibson, 2008).

Guest Care
Guest care recognizes the need to provide practical assistance and emotional support
during times of significant stress or crisis. CLIA encourages each of its members to develop
these capabilities in-house or by partnering with outside sources to provide for this assistance.

All CLIA cruise lines are encouraged to determine, as soon as possible after a traumatic
incident involving any guest, whether additional assistance or accommodation is needed from
the cruise line. Many of our lines have specified, trained, and organized care teams or company
designated personnel who are equipped to handle critical, unexpected incidents and provide the
assistance needed.
 This policy is intended to identify actions to be considered by all of CLIA’s members
when responding to a critical incident or implementing guest care response plans. CLIA does
not advocate a one-size-fits-all approach as varying levels of guest care support will be needed
depending upon each situation. CLIA cruise lines should develop their own detailed procedures,
and they will vary based on vessel size, passenger and crew demographics, itinerary, and other
factors.

CLIA believes the following practices should, whenever possible under the
circumstances, be considered in addition to any other assistance that may be appropriate.
o Initial responders
Ship’s officers and crew offer immediate assistance to guest and family/traveling
companions and determine the level of assistance that may be needed. Shore-based care
teams or company designated personnel and other land-based resources, as and when
appropriate, coordinate support and determine what is available and what is needed. Shore-
based care teams or designated personnel coordinate with ship’s crew and reach out to guest’s
shore-based relatives who are listed as an emergency contact, as appropriate.
o Guest assistance considerations
Depending upon the circumstances of each situation, the following considerations should be
evaluated:
 Provide immediate, complimentary communications to shore.
 Inquire about guests and family logistical needs (move to another stateroom, port of
departure, landing of remains, etc.)
 Provide family assistance support, such as providing a private dining area or conference
room, retrieving onboard portraits, and assisting with packing of personal belongings or
other practical support, as warranted.
 Determine if male or female Guest Services staff is appropriate to provide support.
 Assign care team or company designated personnel to join guest/family on ship or land,
as needed and taking visa restrictions into account.
 Determine whether any accompanying relative who disembarks after the loss of a loved
one requires assistance from the ship, port agent, care team and/or designated shore-
based personnel.
 Refer guest and family to assistance counseling (either onboard or telephonically)
depending upon the situation and need.
 Support guest and family/companions with travel insurance paperwork and other
documentation necessary to obtain available benefits.
 Serve as liaison with U.S. embassy or local governments, when appropriate.
o Post incident considerations
Following the immediate response, additional post incident considerations should be
evaluated on a case by case basis and dependent upon the guest’s and family’s wishes.
 Assess guest’s need for assistance with air, hotel, and transportation arrangements.
 Consider contacting guest/family once they have returned home to determine if they
require additional support.
 Consider whether guest’s name should be removed from marketing/promotional
communication lists.

INTERNATIONAL CRUISE LINE PASSENGER BILL OF RIGHTS

 The Members of the Cruise Lines International Association are dedicated to the comfort
and care of all passengers on oceangoing cruises throughout the world. To fulfill this
commitment, our Members have agreed to adopt the following set of passenger rights:

 The right to disembark a docked ship if essential provisions such as food, water,
restroom facilities and access to medical care cannot adequately be provided onboard,
subject only to the Master’s concern for passenger safety and security and customs and
immigration requirements of the port.
 The right to a full refund for a trip that is canceled due to mechanical failures, or a partial
refund for voyages that are terminated early due to those failures.
 The right to have available onboard ships operating beyond rivers or coastal waters full-
time, professional emergency medical attention, as needed until shore side medical care
becomes available.
 The right to timely information updates as to any adjustments in the itinerary of the ship
in the event of a mechanical failure or emergency, as well as timely updates of the status
of efforts to address mechanical failures.
 The right to a ship crew that is properly trained in emergency and evacuation
procedures.
 The right to an emergency power source in the case of a main generator failure.
 The right to transportation to the ship’s scheduled port of disembarkation or the
passenger’s home city in the event a cruise is terminated early due to mechanical
failures.
 The right to lodging if disembarkation and an overnight stay in an unscheduled port are
required when a cruise is terminated early due to mechanical failures.
 The right to have included on each cruise line’s website a toll-free phone line that can be
used for questions or information concerning any aspect of shipboard operations.
 The right to have this Cruise Line Passenger Bill of Rights published on each line’s
website.

Demography, profiles of cruise guests and specific needs

Cruise passengers are attracted by direct and targeted marketing. The product is
designed specifically with people in mind and the cruise brands are extremely focused on the
guests to whom they are selling. This creates excellent levels of knowledge about who is likely
to be on board, but within the typical profiles that emerge there are likely to be a broad range of
specific needs. Most of these specific needs can be predicted and catered for, but there are
always going to be unforeseen instances, such as individuals who bring something new in terms
of a need or requirement that adds an extra challenge to operational management.

Moreover, with Generation Z set to surpass millennials as the largest demographic

group in 2020, the future of the industry appears bright. Generation Z and Millennials will
comprise 32% and 31.5% respectively, of the U.S. population in 2020. That means two out of
three Americans is either a millennial or a generation Z.

Both generations share a common preference for “experiences” over material items and
are committed travelers. Both have approximately 70% plus positive feelings about the cruise
industry and have emerged as committed cruisers. The two groups represent a combined
spending power of roughly three trillion dollars and are poised to surpass baby boomers in the
next several years as the largest spending demographic group. The growing interest of
millennials and generation Z members in cruising is one of the factors that is driving the upgrade
of internet connectivity on cruise ships.

Additionally, cruise companies are adjusting to the changing demographics of cruise

passengers by increasing single occupancy cabins and single oriented activities. There are now
over a dozen cruise lines, led by Norwegian Cruise Lines, offering single traveler cabins.

(Source: CLIA Global Passenger Report 2018)

Interestingly, passenger age variation does not just differ according to cruise line, it
varies by destination as well. According to the CLIA 2018 Global Passenger Report, short and
close-to-home cruises are more likely to attract younger passengers, whereas cruises with
longer itineraries and exotic destinations tend to attract older cruisers. An exception, though, is
Canada and New England cruises, which are close to home for many U.S. cruise passengers
and tend to be relatively short, averaging at under ten days, but still, attract an older
demographic of cruise passenger.

Transatlantic and world cruises are particularly popular among an older crowd. This is
likely because retirees/pensioners have more time to spend on a long cruise. Family-friendly
destinations such as the Caribbean, the west coast of North America, Australia and the
Mediterranean have the lowest average ages and the shortest average voyage lengths. The rise
in popularity of short, close-to-home cruises has made cruising more affordable and accessible
than ever, even for families with limited resources which has resulted in lower average ages for
passengers on these itineraries.

In 2008, CLIA offered the following profile of the average cruise vacationer:

o Predominantly white/Caucasian (93%) person.

o Around 46 years old (down from 49 in 2006).
o Well-educated, with 65% of college graduates, and 24% of post-graduates.
o 83% are married.
o 58% work full-time.
o Average household income of around USD90,000.
o A cruise trip each three years among other three types of yearly vacations.

2019 Passenger Capacity Snapshot

CLIA Global Ocean Cruise Passengers (in Millions)
YEAR Percentage Rate
(%)
2009 17.8
2010 19.1
2011 20.5
2012 20.9
2013 21.3
 2014 22.34
2015 23.06
2016 25.2
2017 26.7
2018 28.2
2019 30

Ways to segment cruise market:

Where are the passenger coming from?

Country Passengers
in Millions
United States 11.9%
China 2.4%
Germany 2.19%
United Kingdom 1.93%
Australia 1.34%
Canada 0.92%
Italy 0.77%
Spain 0.51%
France 0.5%
(Source: https://cruising.org/news-and-research/-/media/CLIA/Research/CLIA-2019-State-of-the-Industry.pdf )

Cruise Segments:
• Explorer
- The segment we love to love. These folks take four or more vacations per year, have
disposable income, and take longer cruises, exotic cruises, and cultural learning cruises.
Education and social causes are important to them, and so are making friends and socializing.
It is a smaller and more saturated segment, but one that is lucrative and important to satisfy to
retain their business. This group also represents future opportunity, as more couples become
empty nesters and retired upscale boomers.
• Admirals
- These folks have selected their preferred cruise provider and seek a traditional experience.
They tend to ritualize their travel experience and do not usually experiment unless their favorites
start to become stale. Great cruise consumers, they tend to be older and a good, loyal
customer base but offer less opportunity for growth.
• Marines
- This desirable yet elusive segment is made up of upscale, motivated, and active young
professionals. They are most likely to snorkel, parasail, surf, and rock climb. Whether new or
experienced cruisers, they are always auditioning better ships. They are intellectually curious,
media-involved, and they perceive value in not only the appearance of being active but also the
reality of learning and being challenged. Cruise companies can grow well in this segment.
They are the logical target for active ship design strategies as well as expanding Internet
marketing.
• Little Mermaids
- This segment is made up of upper middle-class families. They are experiencing an increase
the pace of daily activity and a crunch for time. With every non-working moment devoted to
family errands, they are looking to maximize leisure activity as a family experience that includes
opportunities for real quality-bonding.
• Escapers
- This is a desirable segment and probably the core of the cruise market. They are just looking
to get away. All-inclusive is simply fine. No complications, no worries. From their point of
view, after having spent a hectic year in the rat race with traffic jams, bad tempered people and
an abundance of things that need to be done, they have earned the pleasures of doing nothing
but sitting by the pool, seeing a few sites and relaxing. They are somewhat price sensitive but
will always find the money for the trip they deserve.
• Souvenirs
- These folks have jobs (not careers) and lives (not lifestyles). Because the exact line is not as
much a priority for them as price, their cruise habits skew toward just taking a trip more than
specific destinations or activities. Lacking intense interest in the world outside they are primarily
focused the internalized experience of the moment. They tend to take a cruise vacation only
when there is a “really good deal” that everyone is talking about.
• Adrift
- There is a group of people in every society who are disconnected from travel commerce, not
curious about what is going on in the world and not likely to possess the disposable income.
This segment is a realistic target for the attention of breweries and bait shops, not cruise line
marketers.

The modern cruise tourism can be divided into three categories:

  The ‘budget’ segment: characterized by small companies (which may be operationally
smaller but may also be tied to other distribution chains such as agencies or
wholesalers) and the use of older ships.
 The ‘contemporary’ segment: manifested in most major cruise lines (e.g. Carnival,
Royal Caribbean, Disney, Star Cruises) and, as such, target ‘the hedonistic orientation
of the aging baby boomers’. Ships in use are generally larger and allow for significant
economies of scale, and are thus akin to being described as ‘floating destinations’ or
‘floating resorts’ (Teye & Leclerc, 1998: 155) because of the wide variety of amenities,
attractions and services on board.
 The ‘premium’ segment: not unlike the contemporary segment in terms of operations
(e.g. ships and perhaps price), but more or less targeted toward upscale markets (and
perhaps older demographics) and may feature specific destinations in line with the
demands of these markets.

Classifying cruise line companies and the products on offer is difficult because of the wide
range of products, destinations (ports of call), market access and size of ships. The Berlitz
Guide (www.berlitzpublishing.com; or internet search: Berlitz Guide), however, offers a
classification system that is recognized as an industry standard. In examining variables such as
the ship itself, the accommodation provided, the cuisine, the service and the programme
(itinerary plus on-board activities), Berlitz assigns a star rating system to cruises, and not
necessarily to actual ships or companies. The star system is not unlike standard
accommodation ranking systems such as those used in North America and Europe: 5 stars plus
represents the highest rating, with 1 star the lowest. Related to this is Berlitz's lifestyle
classification, which encompasses the following groups:
o Standard: generally, in the lower proportion of the price scale for cruises.
o Premium: the middle band of the price scale, featuring better amenities such as
accommodation and restaurants.
o Luxury: the upper echelon of the price scale where amenities are considered to be
excellent.

Cruise Passenger Attitudes and Behaviour

According to statistics published by CLIA, around 15% of the total US population has
cruised ever, and 7% to 8% have done so within the last three years. This means that 85% of
US citizens have never taken a cruise, which represents a remarkable upside potential for this
sector.

There are several sources with a variable influence on vacationers when considering the
idea of taking a cruise:
o Word of mouth
o Spouse’s desire
o Destination websites
o Long-considered idea of cruising

Once taken the decision, there are distinct information sources to be considered when
planning the vacation:
o Cruise websites
 o Internet advertisement
o Travel agents
o Travel magazines
o Magazine advertisements
o Direct mail

Reasons why people cruise:

o A Cruise Vacation Offers Great Value
Cruises offer great value for your vacation dollar because the fares include nearly everything
you will need for a fantastic trip: food, accommodations, daytime and evening entertainment and
transportation between destinations.
o See Multiple Destinations, Unpack Only Once
On a cruise, you unpack once and your floating hotel takes you from city to city or from
island to island and there’s no need to mess with train or ferry schedules, or lug your suitcase
along cobblestone streets.

o Cruise Ships Are Family Friendly

From tots to teens, grandparents to grandkids, cruises are fun for all ages.
o Cruise Ships Come in All Shapes and Sizes
The ideal cruise ship for one person may be a mega-ship outfitted with onboard rock-
climbing walls and outdoor movie theaters, while another will prefer an intimate ship with an
upscale ambience and someone else will want the seafaring experience of a masted tall sailing
ship.
o Ships Offer a Variety of Onboard Activities
Today's cruise ships are designed to keep everyone happy.
o Cruise Vacations Are Easy to Plan
Cruise vacations package together transportation and accommodations, they are easy to
plan, pick your ship, itinerary and cabin, and away you go no searching for hotels in your price
range, no coordinating travel between cities. You can even get your travel agent to arrange your
airfare for you -- or choose a departure port within driving distance to eliminate that extra
planning step.
o Ships Are Floating Cities
If you are concerned about being stranded in the middle of the ocean, relax. Cruise ships
are with Wi-Fi, cell service and satellite TV so you can stay in touch with the real world during
your cruise.
o Cruise Vacations Can Be Exotic
A cruise is one of the best ways to see the most exotic and foreign destinations in this world
in an easy way.
o Cruising Is Romantic
The wind in your hair, the vistas of endless ocean, the stars twinkling above all set the mood
for love may be clichés but they are real experiences onboard! Cruise lines also have special
packages for honeymoons, vow renewals and weddings onboard and onshore.
o Cruising Is Social
If you love to meet people from around the country and the world, cruising provides a
wonderful opportunity to make new friends.
(Source: https://www.cruisecritic.com/articles.cfm?ID=1106 )
Most common objections to cruising:
o Cruises are very expensive
o Cruises are only for senior citizens
o The shore excursions are too short
o The ship might not be safe
o You might gain so much weight
o The activities onboard are boring
o You can become seasick and/or experience claustrophobia
o You need to dress up for breakfast, lunch, and dinner
o The ship is too far from the airport
o You need to pay in advance
o Cruise activities are boring
o Susceptible to terrorism
o Regimentation
o Forced socializing
o Size of accommodation is small
o Feeling of confinement
When compared to a land vacation, cruising offers a number of benefits:
o You can tailor your experience based on your budget, selecting specific
accommodations, dining arrangements and even shore excursions. Most cruises already
include dining, entertainment, and gratuities, offering options for even the most cost-
conscious traveler.
o Additional expenses may include drinks, casino play, spa treatments, shore excursions
and shopping.
o For those looking to indulge a bit more, many cruises offer additional premium dining
options, entertainment, and even exclusive spaces, such as spas, pools, and
restaurants.
o A week onboard one cruise ship will offer you a chance to experience a number of
enticing destinations, across the globe. In one week, many ships sailing through the
Caribbean will bring guests to four exciting ports of call, whereas a land-based resort
only offers the same destination each day.
o A cruise experience offers you the ability to experience as much, or as little of the world
as you prefer. Cruises also offer the most flexibility in pricing, allowing all travelers the
opportunity to cruise with their preferred budget in mind.
o If you are looking to make the most of your next family vacation or adventure, contact
your CLIA Cruise Agent today to start exploring your cruise options.
o Find a Travel Agent
(Source: https://cruising.org/en/cruise-vacationer/why-cruise )
Week 8-9: Maritime Issues and Legislation
Topics to be discussed: At the end of the discussion, the learners are
 Legal environment expected to:
 Ship’s registration  Recall the legal aspects in the
 Safety of life at sea operation of a cruise ship.
 Maritime pollution and security  Identify the advantages and
disadvantages of open and closed
cruise registration.

Over the last three decades, the renaissance of cruising has been relentless and, for the
large cruise corporations, it has also been highly lucrative. Yet there remain a number of issues
that have a broader impact from a shipping point of view in terms of operational effectiveness,
fair trading, environmentalism and safety. The shipping industry is, according to Farthing and
Brownrigg (1997), the most international of all industries. This reflects the nature of trade in
transporting cargo or goods and people across seas and oceans internationally and the nature
of the ships and their crew, which are frequently multinational.

According to Cruise Market Watch, the total worldwide ocean cruise capacity at the end
of 2018 is 537,000 passengers and 314 ships. Annualized total passengers carried worldwide
will be 26.0 million, a 3.3% increase over 2017, led by the four largest cruise corporations which
are Carnival Corporation, RCCL, NCL and MSC. (https://cruisemarketwatch.com/capacity /)

Larger vessels bring greater revenues, provide more choice and variety for customers,
and allow for more economies of scale. On the other hand, smaller ships can be more
exclusive and enable discriminating customers to select cruise products that meet particular
needs while ensuring the itinerary is also unique and more accessible because of the ship’s
dimensions. Larger corporations have mixed portfolios of ships, including different brands
targeted at specific markets, but for all there is a bias towards the larger-scale vessels.

The spread of ownership may be consolidating, but there is still evidence that a diverse
range of ship management and ownership is practiced outside this group of owner managers
(Panaydes, 2001), including chartering, leasing and purchase of management services. This
complex pattern of ownership and management is fundamental for many operators involved in
the contemporary cruise industry. There has been an increase in construction in recent years,
with order books showing that 75 new ships will be constructed by 2025, adding 250,000 berths
to the world cruising fleet (Bond, 2017). Inevitably, older ships will be sold or leased to other
companies and those that are no longer functional will be sold for scrap.

The Legal Environment

According to Farthing and Brownrigg (1997), the notion of freedom of the seas stems
from principles that were set out in the United Nations Convention for the Law of the Sea
(UNCLOS) in 1982, which came into force in November 1994. This convention created an
umbrella approach for virtually all activities undertaken in, over and under the sea (includes
actions on and below the seabed). An important component of the legislation was the
recognition that states possess an Exclusive Economic Zone (EEZ) that extends 200 nautical
miles seawards. This convention allows freedom of navigation and/or rights of access or
passage to shipping on the high seas with certain provisions concerning access to the EEZ. The
regulation is an example of a collective international agreement that is established for the
benefit of all signatories to the UN in order to allow for free enterprise, open competition and
economic freedom (Guilfoyle, 2009).

The United Nations Convention on the Law of the Sea lays down a comprehensive
regime of law and order in the world's oceans and seas establishing rules governing all uses of
the oceans and their resources. It enshrines the notion that all problems of ocean space are
closely interrelated and need to be addressed as a whole.

The Convention was opened for signature on 10 December 1982 in Montego Bay,
Jamaica. This marked the culmination of more than 14 years of work involving participation by
more than 150 countries representing all regions of the world, all legal and political systems and
the spectrum of socio/economic development. At the time of its adoption, the Convention
embodied in one instrument traditional rules for the uses of the oceans and at the same time
introduced new legal concepts and regimes and addressed new concerns. The Convention also
provided the framework for further development of specific areas of the law of the sea.

The Convention (full text) comprises 320 articles and nine annexes, governing all
aspects of ocean space, such as delimitation, environmental control, marine scientific research,
economic and commercial activities, transfer of technology and the settlement of disputes
relating to ocean matters.

Some of the key features of the Convention are the following:

o Coastal States exercise sovereignty over their territorial sea which they have the right to
establish its breadth up to a limit not to exceed 12 nautical miles; foreign vessels are
allowed "innocent passage" through those waters.
o Ships and aircraft of all countries are allowed "transit passage" through straits used for
international navigation; States bordering the straits can regulate navigational and other
aspects of passage.
o Archipelagic States, made up of a group or groups of closely related islands and
interconnecting waters, have sovereignty over a sea area enclosed by straight lines
drawn between the outermost points of the islands; the waters between the islands are
declared archipelagic waters where States may establish sea lanes and air routes in
which all other States enjoy the right of archipelagic passage through such designated
sea lanes.
o Coastal States have sovereign rights in a 200-nautical mile exclusive economic zone
(EEZ) with respect to natural resources and certain economic activities, and exercise
jurisdiction over marine science research and environmental protection.
o All other States have freedom of navigation and overflight in the EEZ, as well as freedom
to lay submarine cables and pipelines.
o Land-locked and geographically disadvantaged States have the right to participate on an
equitable basis in exploitation of an appropriate part of the surplus of the living resources
of the EEZ's of coastal States of the same region or sub-region; highly migratory species
of fish and marine mammals are accorded special protection.
o Coastal States have sovereign rights over the continental shelf (the national area of the
seabed) for exploring and exploiting it; the shelf can extend at least 200 nautical miles
from the shore, and more under specified circumstances.
o Coastal States share with the international community part of the revenue derived from
exploiting resources from any part of their shelf beyond 200 miles.
o The Commission on the Limits of the Continental Shelf shall make recommendations to
States on the shelf's outer boundaries when it extends beyond 200 miles.
o All States enjoy the traditional freedoms of navigation, overflight, scientific research and
fishing on the high seas; they are obliged to adopt, or cooperate with other States in
adopting, measures to manage and conserve living resources.
o The limits of the territorial sea, the exclusive economic zone and continental shelf of
islands are determined in accordance with rules applicable to land territory, but rocks
which could not sustain human habitation or economic life of their own would have no
economic zone or continental shelf.
o States bordering enclosed or semi-enclosed seas are expected to cooperate in
managing living resources, environmental and research policies, and activities.
o Land-locked States have the right of access to and from the sea and enjoy freedom of
transit through the territory of transit States.
o States are bound to prevent and control marine pollution and are liable for damage
caused by violation of their international obligations to combat such pollution.
o All marine scientific research in the EEZ and on the continental shelf is subject to the
consent of the coastal State, but in most cases they are obliged to grant consent to other
States when the research is to be conducted for peaceful purposes and fulfils specified
criteria.
 o States are bound to promote the development and transfer of marine technology "on fair
and reasonable terms and conditions", with proper regard for all legitimate interests.
o States Parties are obliged to settle by peaceful means their disputes concerning the
interpretation or application of the Convention.
o Disputes can be submitted to the International Tribunal for the Law of the Sea
established under the Convention, to the International Court of Justice, or to arbitration.
Conciliation is also available and, in certain circumstances, submission to it would be
compulsory. The Tribunal has exclusive jurisdiction over deep seabed mining disputes.
( https://www.un.org/depts/los/convention_agreements/convention_overview_convention.htm )

Ship’s Registry, Nationality and Flag

When a ship is registered, it is recorded officially and is indicative that the ship
possesses a certain nationality. The registration sets in place the framework for the legal
consequences attributed to the ship’s owner, the ship’s managers, and the ship’s crew. In
public law, registration allocates the ship to a specific state together with the jurisdiction and
protection from that state, including the right to fly that state’s flag. The flag is symbolic and
flown at the ship’s stern as a
mark of identification, but otherwise the term ‘flag’ is shorthand for the nationality of a vessel
(Farthing & Brownrigg, 1997). The implications of nationality for a ship and its owner present
serious issues, apart from the legal aspects, which can impact on operational costs. Some
countries require that ships registered in that country be crewed either entirely by nationals or a
given percentage of nationals. Current manning regulations for US-flag vessels engaged in
coastwise trade mandate that all officers and pilots and 75% of other onboard personnel be US
citizens or residents. In addition, US-flag vessels engaged in coastwise trade must be owned by
US citizens and constructed in US shipyards. This construction requirement applies to the entire
hull and superstructure of the ship and most of all materials outfitting the vessel.
A cruise ship has many options for registration with states or countries that may be other
than the owner’s nationality. The reasons and benefits for this are many, including:
o Creates neutrality in the event of conflict
o Reduces the tax liability
o Leads to reduced registration fees
o Reduces crewing costs

Twenty years ago Panama, Liberia, Cyprus, the Bahamas and Malta were stated by
Farthing and Brownrigg (1997) to be five of the world’s largest fleets, which suggests that, at
that time, these states operated more liberal, economically attractive conditions and were seen
to be effective and efficient in supporting the needs of ship operators. According to the Institute
of Shipping Economics and Logistics (ISL) nearly half of the world cruise fleet is now attributable
to the Bahamas and Panama. The Bahamas, Panama and Liberia had previously dominated
the cruise shipping industry, but in 2003 there was a change of 19 vessels from Liberia to
Panama because of the unstable political situation in the West African country (ISL, 2003).

When registering a vessel for international travel, one must choose a nation under the
flag of which that vessel will sail. The term “flag of convenience” refers to registering a ship in
a sovereign state different from that of the ship's owners. For workers onboard, this can mean:
 o low wages
o poor on-board conditions
o inadequate food and clean drinking water
o long periods of work without proper rest, leading to stress and fatigue

Why register a flag of convenience?

Ships registered under flags of convenience can often reduce operating costs or avoid
the regulations of the owner's country. To do so, a vessel owner will find a nation with an open
registry, or a nation that allows registration of vessels owned by foreign entities. A ship operates
under the laws of its flag state.

By ‘flagging out’, ship owners can take advantage of:

o minimal/ reduced regulation
o cheap registration fees
o low or no taxes
o freedom to employ cheap labour from the global labour market
o lower administrative fees
o greater number of friendly ports

The modern practice of flagging ships in foreign countries began in the 1920s in the
United States after shipowners became frustrated with increased regulations and rising labor
costs and began registering their ships in other nations (originally Panama). As other nations
began to allow open registries a few nations became standouts in the flag of convenience
industry. In 1968, Liberia grew to surpass the United Kingdom as the world's largest shipping
register and, as of 2009, more than half of the world’s merchant ships were registered with open
registries, with Panama, Liberia, and Marshall Islands flags accounting for almost 40% of the
entire world fleet as calculated by tonnage.
Many nations with open registries are criticized for having substandard regulations. For
example, many shipowners are allowed to remain legally anonymous in open registry systems,
making it difficult to identify and prosecute legal actions (whether civil or criminal) against these
individuals. Some ships with flags of convenience have been found engaging in criminal
activity, offering substandard working conditions, and spewing pollution into the environment or
illegally fishing. As a result, ships flying under these flags are now targeted by other nations for
special enforcement when they make call in one of the host nation's ports.

What is "Flag State"?

"Flag State" is the ship's registration country under whose laws it is registered/licensed.
Just like any marine vessel, a passenger ship operates under its flag state laws (also used if the
ship is involved in an admiralty case). Flag states have the authority and responsibility for a
ship, exercising control over the ships. They inspect the ships regularly, certify equipment and
crew, issue safety and pollution-related documents, etc. Each of the flag states has its own ship
register where all ships sailing under its flag need to be registered. Some countries even have
more than one ship register.

Top 10 flag states:

 Flag States Gross tonnage Deadweight Vessel count
tonnage
Panama 225,002,749 333,442,374 9,367
Liberia 171,472,522 270,181,504 4,027
Marshall Islands 162,694,278 261,236,163 4,163
Hong Kong 128,080,233 202,679,275 2,707
Singapore 97,816,315 145,871,414 4,962
Malta 80,706,544 115,614,647 2,637
Bahamas 65,445,388 80,190,369 1,512
China 58,261,571 87,463,456 4,881
Greece 40,320,446 70,047,642 1,545
Japan 29,697,186 44,799,445 3,846
Source: https://lloydslist.maritimeintelligence.informa.com/LL1129840/Top-10-flag-states-2019

Cruise ship flags of convenience vs national flag

The flag of convenience helps ship owners to evade their home nation's "inconvenient"
rules/regulations, and often for reasons that are not so good. The negative impact is solely on
the crew/staff who works on such ships. Lower standards of working conditions due to lesser
regulations. The crew on such ships often work under stress, or under dangerous conditions,
and often without compensation. The crew is deprived of basic rights, such as the right to
form/join trade unions, and the right to demand proper pay/working conditions.

A ship under the flag of convenience is under its flag state's jurisdiction, but ship records
and other documents can be easily manipulated in cases of illegal trade like smuggling. Crew
members could be charged for a criminal activity they were not even a part of. Generally, ships
sailing under the flag of convenience offer lower salaries or pay crew/staff later than required.
Insufficient or no compensation in cases of onboard accidents. Such ships have the right to
refuse to pay compensation to a crew member and/or his/her family. Busy work schedule
without the necessary rest time between assignments (compared to the standard).
Uncertainty/stress - working on a flag of convenience ship can endanger your career, resulting
in sickness, physical and mental impairments, and even bad work record if you decide to seek
justice.

What is the difference between closed and open registries?

For a cruise ship owner, making a choice between using the fiscal advantages of
registering ships in the open registry (under "Flag of Convenience") and registration in a
national/close registry means making a choice between good business and not so good
business.
"Open Registries" are organizations that will register foreign-owned ships. One of the first open
registries is the Liberian and Panamanian registries, followed by the Bahamian and Bermudian,
and more recently those of Malta and Portugal.

"Closed (national) Registries" require that a cruise ship be owned and constructed by
national interests and to be fully or partially crewed by its citizens. This usually increases the
ship's construction and operating costs. Italy and the Netherlands are two of the national
registries featuring big cruise ships owned by some of the world's biggest cruise companies, like
Holland America, Costa, and AIDA. Cruise ships registry choices are made by cruise lines (or
ship operators when the vessel is on charter).

The main factors determining their decision are:

o flag-state's capabilities to deliver the services the company needs

o flag's reputation in the worldwide community of major international shipping companies
o flag-state's performance (how a cruise ship is prioritized by port states)
o seafarers pool (officers and crew) able to meet the flag's needs
o the number of fees (charges) and taxes (country's tax rates).
o In summation, because the cruise ship owner immediately becomes subject to all
safety/labor/environmental laws of the flag-state, the majority of nations with the
most popular open registries tend to be countries with the laxest
safety/labor/environmental codes, low tax rates, very cheap port fees.

Marine Pollution
The International Convention for the Prevention of Pollution from Ships (MARPOL) was
adopted on 2 November 1973 following a conference at the London headquarters of the
International Maritime Organization, the United Nations agency responsible for the safety of
shipping and the prevention of marine pollution. The International Convention for the Prevention
of Pollution from Ships (MARPOL) is the main international convention covering prevention of
pollution of the marine environment by ships from operational or accidental causes.

The convention adopted in 1973 covered pollution by oil, chemicals, harmful substances
in packaged form, sewage, and garbage. The adoption of MARPOL was clearly a significant
move. As the London-based Oil Companies International Marine Forum (OCIMF) wrote in 1974:
"The 1973 Convention represents an historic and major step forward in the prevention of
pollution from ships. It extends the existing restrictions upon operational pollution by oil
and requires both equipment and design features in tankers and other ships, while also
introducing controls against other forms of pollution from ships." It began to look as
though the Convention might never enter into force, despite its importance.

The Protocol of 1978 was adopted in response to a spate of tanker accidents in 1976-
1977. As the 1973 MARPOL Convention had not yet entered into force, the 1978 MARPOL
Protocol absorbed the parent Convention. The combined instrument entered into force on 2
October 1983. In 1997, a Protocol was adopted to amend the Convention and a new Annex VI
was added which entered into force on 19 May 2005. MARPOL has been updated by
amendments through the years. MARPOL remains a living document and is amended when
necessary. More importantly, IMO is also concentrating its efforts on full implementation of
MARPOL requirements by all Flag States and Port States. The Convention includes regulations
aimed at preventing and minimizing pollution from ships both accidental pollution and that from
routine operations and currently includes six technical Annexes.

Annex I Regulations for the Prevention of Pollution by Oil (entered into force 2 October
1983)
Covers prevention of pollution by oil from operational measures as well as from accidental
discharges
Annex II Regulations for the Control of Pollution by Noxious Liquid Substances in Bulk
(entered into force 2 October 1983)
Details the discharge criteria and measures for the control of pollution by noxious liquid
substances carried in bulk
Annex III Prevention of Pollution by Harmful Substances Carried by Sea in Packaged
Form (entered into force 1 July 1992)
Contains general requirements for the issuing of detailed standards on packing, marking,
labelling, documentation, stowage, quantity limitations, exceptions, and notifications.
Annex IV Prevention of Pollution by Sewage from Ships (entered into force 27 September
2003)
Contains requirements to control pollution of the sea by sewage; the discharge of sewage into
the sea is prohibited, except when the ship has in operation an approved sewage treatment
plant or when the ship is discharging comminuted and disinfected sewage using an approved
system at a distance of more than three nautical miles from the nearest land; sewage which is
not comminuted or disinfected has to be discharged at a distance of more than 12 nautical miles
from the nearest land.
Annex V Prevention of Pollution by Garbage from Ships (entered into force 31 December
1988)
Deals with different types of garbage and specifies the distances from land and the manner in
which they may be disposed of; the most important feature of the Annex is the complete ban
imposed on the disposal into the sea of all forms of plastics.
Annex VI Prevention of Air Pollution from Ships (entered into force 19 May 2005)
Sets limits on sulphur oxide and nitrogen oxide emissions from ship exhausts and prohibits
deliberate emissions of ozone depleting substances; designated emission control areas set
more stringent standards for SOx, NOx and particulate matter.

Safety of Life at Sea

The SOLAS Convention in its successive forms is generally regarded as the most
important of all international treaties concerning the safety of merchant ships. The first
version was adopted in 1914, in response to the Titanic disaster, the second in 1929, the third in
1948, and the fourth in 1960. The 1974 version includes the tacit acceptance procedure which
provides that an amendment shall enter into force on a specified date unless, before that date,
objections to the amendment are received from an agreed number of Parties.

As a result, the 1974 Convention has been updated and amended on numerous
occasions. The Convention in force today is sometimes referred to as SOLAS, 1974. The main
objective of the SOLAS Convention is to specify minimum standards for the
construction, equipment, and operation of ships, compatible with their safety. Flag States
are responsible for ensuring that ships under their flag comply with its requirements, and a
number of certificates are prescribed in the Convention as proof that this has been done.
Control provisions also allow Contracting Governments to inspect ships of other Contracting
States if there are clear grounds for believing that the ship and its equipment do not
substantially comply with the requirements of the Convention, this procedure is known as port
State control.

Chapter I - General Provisions

Includes regulations concerning the survey of the various types of ships and the issuing of
documents signifying that the ship meets the requirements of the Convention.
Chapter II-1 - Construction - Subdivision and stability, machinery and electrical installations
Requirements covering machinery and electrical installations are designed to ensure that
services which are essential for the safety of the ship, passengers and crew are maintained
under various emergency conditions.
Chapter II-2 - Fire protection, fire detection and fire extinction
Include detailed fire safety provisions for all ships and specific measures for passenger ships,
cargo ships and tankers.
Chapter III - Life-saving appliances and arrangements
The Chapter includes requirements for life-saving appliances and arrangements, including
requirements for lifeboats, rescue boats and life jackets according to type of ship.
Chapter IV - Radiocommunications
The Chapter incorporates the Global Maritime Distress and Safety System (GMDSS).
Chapter V - Safety of navigation
Chapter V identifies certain navigation safety services which should be provided by Contracting
Governments and sets forth provisions of an operational nature applicable in general to all ships
on all voyages.
Chapter VI - Carriage of Cargoes
The Chapter covers all types of cargo (except liquids and gases in bulk) "which, owing to their
particular hazards to ships or persons on board, may require special precautions".
Chapter VII - Carriage of dangerous goods
Chapter VIII - Nuclear ships
Gives basic requirements for nuclear-powered ships and is particularly concerned with radiation
hazards.
Chapter IX - Management for the Safe Operation of Ships
The Chapter makes mandatory the International Safety Management (ISM) Code, which
requires a safety management system to be established by the shipowner or any person who
has assumed responsibility for the ship
Chapter X - Safety measures for high-speed craft
The Chapter makes mandatory the International Code of Safety for High-Speed Craft (HSC
Code).

Chapter XI-1 - Special measures to enhance maritime safety

The Chapter clarifies requirements relating to authorization of recognized organizations
(responsible for carrying out surveys and inspections on Administrations' behalves); enhanced
surveys; ship identification number scheme; and port State control on operational requirements.
Chapter XI-2 - Special measures to enhance maritime security
Regulation XI-2/3 of the chapter enshrines the International Ship and Port Facilities Security
Code (ISPS Code). Part A of the Code is mandatory and part B contains guidance as to how
best to comply with the mandatory requirements. Regulation XI-2/8 confirms the role of the
Master in exercising his professional judgement over decisions necessary to maintain the
security of the ship. It says he shall not be constrained by the Company, the charterer, or any
other person in this respect. Regulation XI-2/5 requires all ships to be provided with a ship
security alert system. ,Regulation XI-2/6 covers requirements for port facilities, providing among
other things for Contracting Governments to ensure that port facility security assessments are
carried out and that port facility security plans are developed, implemented and reviewed in
accordance with the ISPS Code.
Chapter XII - Additional safety measures for bulk carriers
The Chapter includes structural requirements for bulk carriers over 150 metres in length.
Chapter XIII - Verification of compliance
Makes mandatory from 1 January 2016 the IMO Member State Audit Scheme.
Chapter XIV - Safety measures for ships operating in polar waters
The chapter makes mandatory, from 1 January 2017, the Introduction and part I-A of the
International Code for Ships Operating in Polar Waters (the Polar Code).

Week 10: MIDTERM EXAMINATION

Week 11-13: Management on Passenger’s Health, Safety and Security

Topics to be discussed: At the end of the discussion, the learners are
 Passenger safety expected to:
 Operational safety  Provide an effective response during
 Shipboard security an emergency.
 Fire protection  Establish and maintain effective
 Environmental protection communications.
 Waste management  Observe proper waste management
to protect the environment.
 Cruise ship travel presents a unique combination of health concerns. Travelers from
diverse regions brought together in the often crowded, semi-enclosed environments onboard
ships can facilitate the spread of person-to-person, foodborne, or waterborne diseases.
Outbreaks on ships can be sustained for multiple voyages by transmission among crew
members who remain onboard or by persistent environmental contamination. Port visits can
expose travelers to local vectorborne diseases. The remote location of the travelers at sea
means that they may need to rely on the medical capabilities and supplies available onboard the
ship for extended periods of time, and cruise travelers and their physicians should be aware of
ships’ medical limitations and prepare accordingly. Certain groups, such as pregnant women,
the elderly, or those with chronic health conditions or who are immunocompromised, require
special consideration when considering cruise travel.

The VSP plays a significant role in helping to make cruise ships safe and hygienic
(USPHS, 2017a, 2017b). This organization promotes good practice, provides information and
training, and identifies potential hazards that could lead to the emergence of risk for
passengers and crew. Security on board is paramount. The cruise industry has expanded
and become more successful by presenting itself as a secure option for a vacation. The
International Maritime Organization (IMO) has taken the lead in aiming to provide an
international framework to ensure that safety and security remain appropriately centre stage.
The introduction of the International Ship and Port Facility Security (ISPS) code was a move
to react to the heightened tensions relating to potential threats for shipping in general.
.
The CDC introduced the VSP in the early 1970s because of several disease outbreaks
on cruise ships. The VSP primarily targets gastrointestinal illnesses so as to protect the health
of passengers and crew. Over the years, the CDC’s relationship with the cruise industry has
matured and, although it is still seen as a powerful agency in terms of control and regulation, it
has evolved to provide assistance and training in order to achieve best practice ( USPHS, 2017b).
The CDC is best known for its sanitation inspections, which result in cruise ships being
graded with scores out of 100. Ships that score an 85 or lower are therefore declared to have
an unsatisfactory sanitation level and will be re-inspected, usually within 30–45 days to
determine if conditions have improved.

Why does the Vessel Sanitation Program (VSP) conduct operational sanitation
inspections?
VSP inspectors conduct operational sanitation inspections to determine how well ships
are operating and maintaining sanitation standards in accordance with the current VSP
Operations Manual. Inspectors provide public health guidance to cruise ship staff when
standards are out of compliance. At the end of inspections, inspectors write a report describing
inspection findings and recommendations. Inspections are unannounced, and they are done
while a ship is in a U.S. port.
What do VSP inspectors do during a periodic sanitation inspection?
Depending on the size of the ship, one to four inspectors examine the ship to see if it
complies with the public health standards found in the current VSP Operations Manual.
Inspections usually take 8-10 hours, depending on the number of inspectors, ship size, and
issues identified during the inspection.
VSP inspects eight major areas on ships:
Major Areas VSP Inspects on a Ship Inspectors Look At
 Medical facilities -Documentation for gastrointestinal illness
surveillance
-Medical logs
 Potable water systems -Procedures from water source to storage
until use
-Water distribution
-Protection and any cross-connections
-Disinfection process
 Swimming pools and whirlpool spas -Filtration
-Disinfection
-General maintenance
-Safety
 Galleys and dining rooms -Food protection during sourcing,
provisioning, storage, preparation, and
service
-Employee health and personal hygiene
-Facility equipment maintenance and
dishwashing
 Child activity centers -Properly equipped diaper changing
stations,
toilets, and handwashing stations
-Facility disinfection
-Infection control for ill children
 Hotel accommodations -Routine cleaning sequences and infection
control procedures during outbreaks of
gastrointestinal illness, including the use of
appropriate disinfectants and outbreak
policies
 Ventilation systems -System maintenance
-System cleaning
 Common areas of the ship -Integrated pest management strategies
-General cleanliness
-Maintenance
At the end of each inspection, VSP inspectors meet with ship management to discuss
inspection violations and give them a draft inspection report. Within 2 weeks of the inspection,
VSP sends a final copy of the inspection report to the ship’s cruise line.

Cruise Industry Regulations

The cruise industry is one of the most heavily regulated industries with robust, clearly
defined standards. The average ship undergoes dozens of announced and unannounced safety
inspections per year, involving hundreds of man-hours and the implementation of thousands of
specific requirements set by the International Maritime Organization (IMO) and other authorities.
 The cruise industry has a long history of ongoing review and improvement, with Cruise
Lines International Association (CLIA)’s policies often exceeding requirements of international
law. Providing for the safety of passengers and crew is, at all times, the industry’s top priority.
Dedicated to the promotion of a safe and secure cruise ship environment, CLIA Members have
no higher priority than the safety of guests and crew. With the advice and consent of its
membership, CLIA advances policies intended to enhance shipboard safety, security, and
environmental stewardship, in some cases calling for best practices in excess of existing legal
requirements.

Regulatory Authorities
Cruise operations are tightly regulated with rigorous enforcement by outside authorities.
These regulatory authorities set comprehensive standards for safety, security,
crewmember protections, health, and environmental performance. International regulators
include the IMO, International Labour Organization (ILO), and the World Health
Organization (WHO). Also, agencies such as the U.S Coast Guard, the Centers for Disease
Control and Prevention (CDC) and the Environmental Protection Agency (EPA) have full
authority to regulate and enforce compliance for ships entering or departing from U.S. ports
Inspection and Enforcement
Cruise ships are subject to three robust layers of inspection and enforcement of international
law and other requirements:
o Port States: Any country whose ports or waters are visited by a cruise ship has full
authority to make sure that it follows international, national, and local regulations.
Specifically, Port States inspect and enforce compliance with applicable international
and domestic laws and regulations.
o Countries of Registration: The country or Flag State where a cruise ship is registered
must make certain that registered ships meet all international requirements. Flag States
also inspect ships on a regular basis to ensure compliance with both international and
national requirements.
o Classification Societies: Independent agencies, called classification societies, conduct
inspections on behalf of Flag States, cruise ship owners, insurers and other members of
the maritime community to ensure that ships are in compliance with applicable standards
and managed responsibly. These societies also set strict safety and environmental
guidelines for design, construction, and operation.
International regulations are reviewed and updated to implement improvements.
Specifically, the IMO reviews regulations on an ongoing basis through committee and
subcommittee meetings, general sessions, and extraordinary sessions when warranted.
 Regimes on board cruise ships are directed towards prevention, surveillance, and
response. The onboard plan is based on isolation, containment, disinfection, investigation, and
information/education.
o Isolation: this is interpreted as confining the infected person to quarters for three days
after the symptoms have ended. Care is recommended in terms of locating the person
in relation to other people who may share the accommodation. Full instructions should
be provided to the infected person about personal hygiene.
o Containment: the area that may be affected should be dealt with by a specially trained,
equipped and prepared ‘hit squad’. Access to the area should be carefully restricted.
Infected people should be treated by medical or care staff wearing universal precaution
protocols (gown, gloves and mask). It is recommended that passengers are not charged
for this care.
o Disinfection: disinfectants such as CDC recommended virucidal agents and bleach can
be used to eradicate the virus in a specific location. Areas and objects that are likely to
receive a significant amount of touching by hand should be targeted – for example,
railings, banisters, handles, pens, pencils, tables and counters chips in the casino; the
list is endless. Indoor and outdoor facilities and all public areas such as lounges or bars,
toilets, buffets, and restaurants may be affected.
o Investigation: a full history should be taken to identify potential causes.
o Information/education: this involves informing the crew and passengers about any
outbreak, telling them what the outbreak is and what it means. Give advice about how to
deal with the situation, reporting problems and taking precautions, even the seemingly
mundane task of washing hands carefully and effectively to help to prevent the spread of
the virus requires attention. The crew should be fully trained to understand the issues
before commencing work, either through an induction event or a training programme
(Gibson, 2007).

Environmental Stewardship
While cruise ships comprise far less than 1 percent of the global maritime community, [1]
cruise lines are at the forefront in developing responsible environmental practices and
innovative technologies that lead in environmental stewardship.
o Air:
Cruise lines work with scientists and engineers to develop cutting edge, sustainable
environmental innovations, and practices, investing $1 billion in new technologies and cleaner
fuels. Among these advancements, the industry designed and installed exhaust gas cleaning
systems (EGCS) on ships to reduce emissions by as much as 98 percent the level of sulfur
oxides in a ship's exhaust. In addition, cruise lines have announced plans to build ships
powered by liquefied natural gas (LNG), a clean source of fuel, with the first one expected in
service in 2019. Cruise lines will also implement Ship Energy Management Plans for route
planning and maintenance to reduce fuel consumption and carbon emissions. Energy efficient
design standards will reduce CO2 emissions by 30 percent by 2025.
o Energy:
Cruise lines place a high priority on energy efficiency as part of their environmental
protection programs. Innovative investments include energy-efficient engines and hull coatings
that reduce friction and fuel consumption, as well as energy-saving LED lights and higher
efficiency appliances. Cruise lines recycle hot water to heat passenger cabins and use special
evaporators to distill the water used to cool engines into fresh water for shipboard air
conditioning systems – while special window coatings keep cabins and passageways cool with
less air conditioning. By switching to low-energy LED lights, newer cruise ships can improve
lighting energy efficiency by nearly 80 percent.
o Ocean Planning:
The cruise industry participates in regional ocean planning efforts with maritime
stakeholders and provides direct input and feedback to address ocean management challenges
and the sustainable use of oceans.
o Transparency:
Each cruise ship receives dozens of inspections each year from the ports they visit,
countries where they are registered and other independent agencies including checks of
equipment and practices for waste management, emission reduction and water treatment. In
U.S. waters, the Environmental Protection Agency (EPA) and the U.S. Coast Guard enforce
rigorous requirements on air, water, power, and waste, including provisions of the Clean Water
Act. The cruise industry also participates in International Maritime Organization (IMO) working
groups and committees to develop global regulations to protect the environment. Environmental
performance information is widely available on government websites, and CLIA Member Cruise
Lines routinely post online sustainability reports with environmental performance and goals.
o Waste Management:
Cruise lines carefully follow waste management and recycling practices to prevent waste
in oceans. Due to the efforts of highly trained waste management professionals onboard, some
cruise ships repurpose 100 percent of the waste generated onboard — by reducing, reusing,
donating, recycling and converting waste into energy. Cruise ship waste management
professionals recycle 60 percent more waste per person than the average person recycles on
shore each day. Cruise lines recycle 80,000 tons of paper, plastic, aluminum and glass each
year.

CLIA has joined these efforts by partnering with two collaborative bodies committed to
ending the illegal wildlife trade:
 United for Wildlife: a collaboration between seven of the largest field based
international conservation organizations and The Royal Foundation of The Duke and
Duchess of Cambridge and Prince Harry to combat wildlife trafficking.
 U.S. Wildlife Trafficking Alliance: a voluntary coalition of non-profit organizations,
companies, foundations, and media interests that work closely with the U.S. government
in a collaboration to reduce the purchase and sale of illegal wildlife products in the
United States. Cruise lines are also making commitments as well. Both Royal
Caribbean Cruises, Ltd. and Carnival Corporation have made robust commitments to
guide and train their employees, educate travelers through ads and printed materials,
and champion creative campaigns to raise awareness of the crucial role consumers play
in ending this trade.
Safety At Sea
For Cruise Lines International Association (CLIA) and its Cruise Line Members, the
safety of guests and crew is the highest priority and is fundamental to their operations. Even
with an increase in cruise capacity, cruise lines have maintained an exceptional safety record
making cruising one of the safest ways to travel. In fact, cruise travel is safer than virtually every
other form of travel. A study by GP Wild analyzing cruise ship operational incidents shows that
while worldwide cruise ship capacity grew by more than 55 percent from 2009 to 2018, over that
same period the number of operational incidents has trended down 37 percent, making cruise
lines' safety record ahead of other modes of leisure transportation.

Ensuring Safety at Sea

o Crewmember Training: Crewmembers receive robust training in safety, security and
first
aid to prevent and respond to potential emergency situations.
o Heavily Scrutiny: Cruise ships are among the most scrutinized vessels at sea. With
oversight beginning at design and construction, the International Maritime Organization (IMO),
flag and port state authorities, and classification societies provide strict safety standards and
oversight throughout a ship’s operations.
o Constant Improvement: CLIA and its Cruise Line Members constantly work to improve
safety by reviewing operational procedures to improve safety processes and technology. With
new polices implemented and continual meetings with an Independent Panel of Experts
comprised of top maritime and transportation professions to provide advice on measures to
enhance safety, the cruise industry is always looking to improve.
o Precautions: Every cruise ship must be equipped with enough survival craft, including
life
boats and life rafts, to accommodate at least 125 percent of the number of persons on board. In
addition, all survival craft must be tested and meet rigorous international guidelines.

Cruise ships today are the safest that have ever sailed, thanks to the rules, regulations,
and technological innovations that govern their design.

Security At Sea
Cruise ships are one of the safest vacation options in the world, with rates of
serious crimes that are exceedingly lower than those on land. Data from the FBI supports this
fact, and due to multiple layers of security, allegations of major crimes on cruise ships are
extremely rare.

o Comprehensive Security: The cruise industry follows comprehensive security

protocols,
both prior to departure and at sea. Passengers, crew, and baggage must pass through rigorous
security checkpoints before boarding. In addition to video surveillance and around-the-clock
onboard emergency contacts, cruise ships keep an official manifest that lists everyone onboard.
Proof of identity is required to access a cruise ship, and only crew, ticketed passengers and
those on a pre-approved list may enter.
o Highly Trained Security Personnel: Exceptionally trained ship security personnel are
on
call 24/7. Major cruise lines have sophisticated security departments run by former federal, state
and military law enforcement officials and are staffed by competent, qualified security personnel.
Every ship sailing to or from the U.S. must have at least one crewmember onboard specifically
trained in crime prevention, detection, and reporting.

o Transparency in Crime Reporting: The cruise industry is deeply committed to

transparency in crime reporting. Cruise Lines International Association (CLIA) Cruise Line's
voluntarily report any serious crime allegation involving an American on oceangoing voyages
worldwide, regardless of the ship’s location and flag. For alleged crimes involving foreign
citizens outside of U.S. waters, the victim’s home country has the full authority to investigate, as
well as local law enforcement and the country where the ship is registered.
o Sample Prohibited Items List: The Sample Prohibited Items List includes items that the
security professionals of CLIA’s members have identified as potentially being dangerous or
posing a risk to the crew, passengers, or ship. Possession by passengers or crew of these
items is generally not permissible without a valid reason, unless required in direct support of
ship operations, as part of a crew member’s official duties, and with consent of a duly authorized
ship representative.

Public Health and Medical

Cruise lines go to great lengths to support the health and wellness of all onboard. From
cleaning practices to passenger screening and public health inspections, cruise lines work
vigorously to keep passengers and crew healthy.
 Ensuring Health at Sea
 Sanitation
Crewmembers regularly clean and sanitize the ship’s facilities, including:
o Cabins cleaned at least once daily.
o Restaurants and snack areas cleaned regularly.
o Common areas such as pools and elevators cleaned throughout the day.

At the end of every cruise, crewmembers clean the ship from top to bottom using designated
cleaning supplies and sanitation procedures.

 Screening
Pre-boarding health screenings help identify ill passengers or crewmembers prior to
boarding. The most common health screening protocol is a health questionnaire.
Passengers indicate if they or their traveling companions have had any recent symptoms of
illness. Passengers and crewmembers who may be ill are assessed by medical staff before they
interact with other guests.

 Medical Facilities
Cruise Lines International Association (CLIA) Cruise Line Members collaborated with the
American College of Emergency Physicians (ACEP) to develop and implement guidelines on
cruise ship medical facilities. These guidelines, which are mandatory for CLIA oceangoing
Cruise Line Members, specify that cruise ships must have at least one qualified medical
professional available 24/7 for medical bay visits or cabin “house calls.” Also, cruise ships
must have an examination room, an intensive care room and equipment for processing labs,
monitoring vital signs, and administering medications. Patients requiring more comprehensive
facilities or treatment are typically referred to a shore side medical facility.

 Inspected for Health

Passenger and crewmember health is protected by a robust system of oversight and
enforcement. Public health authorities worldwide inspect cruise ships and enforce health
requirements. Cruise ships calling on U.S. ports, for example, receive at least two
unannounced health inspections every year. In addition, cruise ships undergo three or more
formal internal public health inspections each year.

 Crewmember Training
Onboard staff must be trained in first aid and public health practices. No matter their
job onboard, crew must be trained in safety and first aid procedures, such as emergency
procedures, signals and alarms; evacuation procedures; and fire prevention and fire safety.
Cruise Ship Accessibility for Persons with Disabilities
CLIA member lines have no higher priority than the safety of all guests and crew. The
International Convention for the Safety of Life at Sea (SOLAS) provides requirements for
passenger ships engaged on international voyages, including provisions for design,
construction and operation of cruise ships. Given the international nature of the industry,
cruise ships are required to comply with applicable international requirements in SOLAS and
other treaties. In this context, certain national guidelines on accessibility could create conflicts
with international requirements in SOLAS.

The cruise industry has long been proactive in accommodating passengers with
disabilities. Since 1975, CLIA has worked closely with the International Maritime Organization, a
specialized agency of the United Nations and global standard-setting authority for the safety,
security, and environmental performance of international shipping to create a regulatory
framework for the shipping industry that is fair and effective. This includes work in 1996 on
developing international standards for the design and operation of passenger ships with
respect to accommodation of persons with disabilities.

In 2010, the United States Department of Transportation (USDOT) published regulations

that provide for practices and procedures for transportation of individuals with disabilities on
passenger vessels in the United States, including non-U.S. flagged cruise ships that embark or
disembark passengers in a U.S. port. The U.S. Architectural and Compliance Access Board
(Access Board) is currently developing guidelines on construction and equipment standards for
passenger vessels in the United Sates. CLIA and its member lines have been involved in this
regulatory process since 1998.

Cruise Ship Medical Capabilities

Medical facilities on cruise ships can vary widely depending on ship size, itinerary, length
of cruise, and passenger demographics. Generally, shipboard medical centers can provide
medical care comparable to that of ambulatory care centers; some can provide hospitalization
services. Although no agency officially regulates medical practice aboard cruise ships,
consensus-based guidelines for cruise ship medical facilities were published by the American
College of Emergency Physicians (ACEP) in 1995 and most recently updated in 2013. ACEP
guidelines, which are followed by most major cruise lines, state that the cruise ship medical
facilities should maintain the following minimum capabilities:
o Provide emergency medical care for passengers and crew
o Stabilize patients and initiate reasonable diagnostic and therapeutic interventions
o Facilitate the evacuation of seriously ill or injured patients

Illnesses and Injury Aboard Cruise Ships

Cruise ship medical centers deal with a wide variety of illnesses and injuries.
Approximately 3%–11% of conditions reported to cruise ship medical centers are urgent or an
emergency. Approximately 95% of illnesses are treated or managed onboard, and 5% require
evacuation and shoreside consultation for medical, surgical, or dental problems. Roughly half of
passengers who seek medical care are older than 65 years of age. Most medical center visits
are due to acute illnesses, of which respiratory illnesses (19%–29%); seasickness (10%–25%);
injuries from slips, trips, or falls (12%–18%); and gastrointestinal (GI) illness (9%–10%) are the
most frequently reported diagnoses. Death rates for cruise ship passengers, most often from
cardiovascular events, range from 0.6 to 9.8 deaths per million passenger-nights.

The most frequently reported cruise ship outbreaks involve respiratory infections, GI
infections (such as norovirus), and vaccine-preventable diseases other than influenza, such as
varicella (chickenpox). To reduce the risk of onboard introduction of communicable diseases by
embarking passengers, ships may conduct medical screening during embarkation to identify ill
passengers, preventing them from boarding or requiring isolation if they are allowed to board.

The following measures should be encouraged to limit the introduction and spread of
communicable diseases on cruise ships:

o Passengers and their clinicians should consult CDC’s Travelers’ Health website
(www.cdc.gov/travel) before travel for updates on outbreaks and travel health notices.
o Passengers ill with communicable diseases before a voyage should delay travel until
they are no longer contagious. When booking a cruise, travelers should check to see
what the trip cancellation policies are, as well as consider purchasing trip cancellation
insurance.
 o Passengers who become ill during the voyage should seek care in the ship’s medical
center to receive clinical management, facilitate infection-control measures, and
maximize reporting of potential public health events.
Preventive Measures for Cruise Ship Travelers
Cruise ship travelers often have complex itineraries due to multiple short port visits.
Although most of these port visits do not include overnight stays off the cruise ship, some trips
have options for travelers to venture off the ship for ≥1 night. Therefore, cruise ship travelers
may be uncertain about potential exposures and which antimicrobial prophylaxis,
immunizations, and preventive measures should be considered. Box 8-02 summarizes
recommendations for cruise travelers and clinicians advising cruise travelers in pretravel
preparation and healthy behaviors during travel.

Travelers with special medical needs, such as wheelchairs, oxygen tanks, or dialysis,
should inform their cruise line before traveling. Travelers with health conditions should carry a
written summary of essential health information (electrocardiogram; chest radiograph, if
abnormal; blood type; chronic conditions; allergies; treating physician contact information; and
medication list) that would facilitate their care during a medical emergency.

In addition, all prospective cruise travelers should verify coverage with their health
insurance carriers and, if not included, consider purchasing additional insurance to cover
medical evacuation and health services in foreign countries.

CRUISE INDUSTRY POLICIES:

 Operational Safety
o Securing Heavy Objects: CLIA’s oceangoing members have adopted a policy to
incorporate procedures into their Safety Management Systems to help ensure the
securing of heavy objects either permanently, when not in use, or during
heavy/severe weather, as appropriate. Integral to the procedures is a list of identified
objects which have a significant potential to cause injury.
o Location of Lifejacket Stowage: Under this policy, a number of lifejackets equal to
or greater than the number required onboard under the relevant international and
flag State regulations, are to be stowed in close proximity to either muster stations or
lifeboat embarkation points, and be readily available for use in case of emergency.
o Harmonization of Bridge Procedures: CLIA's oceangoing members have adopted
a policy that bridge operating procedures are to be harmonized as much as possible,
both within individual companies and among brands within a commonly owned and
operated fleet.
o Recording the Nationality of Passengers: The International Convention for the
Safety of Life at Sea (SOLAS), Chapter III, Regulation 27 requires that all persons on
board be counted prior to departure; details of those who have declared a need for
special care or assistance in an emergency be recorded and communicated to the
Master prior to departure; names and gender of all persons on board, distinguishing
between adults, children and infants be recorded for search and rescue purposes;
and that all of this information be kept ashore and made readily available to search
and rescue services when needed.
o Common Elements of Musters and Emergency Instructions
 o Excess Lifejackets: The International Convention for the Safety of Life at Sea
(SOLAS), as well as flag State regulations, requires that passenger ships on
international voyages carry an approved lifejacket (Personal Flotation Device–PFD)
for every person onboard the ship. SOLAS requires that lifejackets suitable for
children must also be carried in a number equal to 10% of the number of passengers
onboard, provided that the number of children's lifejackets carried must not be less
than the number of children onboard. Lifejackets must also be carried for the persons
on watch and must be stored on the bridge, in the engine control room and at any
other manned watch station. An additional number of lifejackets equal to 5% of the
persons onboard must also be carried and stored in conspicuous places on deck or
at muster stations. Under certain circumstances, additional lifejackets must also be
carried, and stored at muster stations or in public spaces, when it is likely that
persons may not be able to return to their staterooms to retrieve the lifejacket stored
there.
o Passage Planning: Under this policy, applicable to oceangoing ships, each
passage plan is to be thoroughly briefed to all bridge team members who will be
involved in execution of the plan well in advance of its implementation.
o Bridge Access: CLIA’s oceangoing members have adopted a policy that bridge
access is to be limited to those with operationally related functions during these
periods.
o Passenger Muster: This practice exceeds existing legal requirements and has been
adopted by CLIA’s membership as a formal policy to help ensure that any mandatory
musters or briefings are conducted for the benefit of all newly embarked passengers
at the earliest practical opportunity.
o Lifeboat Loading for Training Purposes: Under this policy, for safety
considerations, the loading of lifeboats for training purposes is to be performed only
while the boat is water borne and the boat should be lowered and raised with only
the lifeboat crew onboard. Lifejackets should be worn. All lifeboat crew and
embarkation/boarding station crew are to be required to attend the lifeboat loading
drill. If not placed inside the lifeboat, those crew members are to observe the filling of
the lifeboat to its certified number of people.
 Shipboard Security
o Reporting of Crimes and Missing Persons: CLIA’s Members have also adopted a
policy, applicable world-wide, that serious incidents such as homicide, suspicious
deaths, missing persons, kidnapping, assault with serious bodily injury, sexual
assault, firing or tampering with a vessel, or theft of money or property in excess of
$10,000 are to be reported to local law enforcement, depending on the specific
circumstances, including the location of the ship when an alleged incident occurred.
o Safeguarding Children in Youth Activity Centers: CLIA cruise lines should be
committed to adopting practices for their youth activities centers that promote a safe
environment for children.
o Security Incidents: This Policy is intended to identify steps to be considered in
response to a security incident.
 Fire Protection
o Fire Protection Measures for Covered Mooring Decks
o Local Sounding Smoke Alarms
 o Water Mist Fire Suppression System
 Environmental Protection
 Health
o Medical Facilities: The guidelines are generally intended to foster the following
goals:
 To provide reasonable emergency medical care for passengers and crew aboard
cruise vessels
 To stabilize patients and/or initiate reasonable diagnostic and therapeutic
intervention
 To facilitate the evacuation of seriously ill or injured patients when deemed
necessary by a shipboard physician
o Public Health: All embarking persons are to receive pre-boarding health screening,
to assist in preventing the spread of communicable diseases. In light of recent
developments related to COVID-19 the policy has been amended with preventative
measures applicable to crew and others that board ships while passenger services
are suspended. These measures are under constant review. Additional measures
applicable to passengers will be considered as the industry approaches resuming
passenger operations.
Week 14-15: Crowd Management
Topics to be discussed: At the end of the discussion, the learners are
 Crowd control expected to:
 Crowd safety  Identify the different kinds of
 Emergency emergency.
 Communication  Be familiar with essential safety and
emergency equipment on board.
 Have a know-how on the ship’s safety
and emergency procedures.
 Communicate effectively with people
during an emergency.

International Convention on Standards of Training, Certification and Watchkeeping

for Seafarers, (STCW) 1978 was adopted on 7 July 1978 and entered into force on 28 April
1984. The main purpose of the Convention is to promote safety of life and property at sea
and the protection of the marine environment by establishing in common agreement
international standards of training, certification and watchkeeping for seafarers. STCW
Basic Safety Training, as it is known today is required by all seafarers who are working onboard
commercial ships or Superyachts.

The STCW Crowd Management training is mandatory for Masters, officers, qualified
ratings, and other personnel designated on muster lists to assist passengers in emergencies on
the boards of passenger ships. This training is also mandatory for all personnel providing direct
services to passengers in passenger spaces on board of passenger ships. This course
provides guidance on assisting passengers in an emergency, how to deal with large crowds
whilst ensuring their safe movement and discusses human behaviour in an emergency.

Crowd control management is a specific training program that all individuals of a ship’s
crew need to learn. Crowd safety is not just about trying to merely control the crowd, it
involves using the right kind of communication and effectuating the perfect leadership
skills to manage the crowd. This is why, the crowd control safety program has been
recommended by the STCW stipulations. Crowd management is defined as the intelligent
and disciplined application of practical skills to control and direct a crowd in an
emergency.

Emergencies, in principle, occur due to some kind of accident that occurs either while
the ship is at sea or while it is at anchor. During an emergency on a passenger vessel,
passenger safety is of the utmost importance. When a passenger ship faces an emergency, in
order to protect the lives of all aboard via their appropriate evacuation of the ship, the crew
needs to conduct accurate crowd management of the passengers. Conducting such precise
crowd management is very difficult. 　Regardless of difficulty, however, it remains an absolute
requirement. “Emergencies” are referred to those situations in which a passenger ship
faces a situation that places the lives of those aboard in danger”.
　　
When such an emergency does occur, the crew and passengers will potentially face the
following conditions:
Crew Conditions
o Unable to obtain accurate information.
o Lines of communication become confused.
o Unable to make appropriate decisions.
o Chain of command becomes confused.
o As a result, the crew become unable to provide passengers with accurate
instructions in order to evacuate the ship.
Passenger Conditions
o Individuals start to panic.
o This ultimately leads to mass panic.
o The situation goes out of control.

During an emergency, crowds are often confused and unsure about who is in charge,
which slows movement down even more. As member of the crew, you must be clear about:
o Who has the responsibility for making decisions?
o What your own emergency roles and responsibilities are?
o The rules which go along with your role.

In normal situation, your role as a crew is to serve or getting order when the passenger
is giving orders. However, during an emergency, the role of the crew is to tell a passenger very
firmly what to do. As a crew, you have to lead and prevent further injury or even death.

Psychology and Actions of People in an Emergency

In the Case of Individuals
Characteristics of Individual Psychology:
o Feelings of risk to life and fear occur.
o Feelings of “just wanting to save oneself” arise.
o Impulse to “escape from this place as quickly as possible” or “hide in a safe place”
arises.
o Not knowing what to do, confusion arises.
Characteristics of Individual Actions:
o People take actions such as “milling about in confusion” or “moving around blindly”.
o Instinct for self-preservation leads to people trying to escape or trying to hide without
thinking of others
o People take selfish actions based on self-centered decisions (often the wrong
decisions).
o People blindly follows the actions of others
In the Case of Crowds
Characteristics of Crowd Psychology:
 o In a crowd, even if the information is correct to start with, there is a high potential that it
will lose its accuracy as it is transmitted.
o Rather than good, positive information, such as “this is what you can do to survive”, the
worst or most despairing information, such as “we can’t be saved!” tends to be
transmitted and spread more easily
o Once thinking in a crowd becomes fixed, it is a lot harder to change than it is in
individuals.
Characteristics of Crowd Actions:
o Unable to act in a unified manner in accordance with instructions, people’s actions are
scattered and directionless. In some cases, a number of small groups may form that all
act independently.
o Agitation, shouts, screams and other factors create a situation in which instructions, aid,
etc. from the outside cannot be received, and accurate discussion or communication
within the crowd also becomes impossible.
o A single trigger can cause the crowd to suddenly all move in a single, bad direction, and
stopping this can be very difficult.

Individuals are comparatively easy to control while crowds are difficult to control and
know-how is needed to exercise control. 　When an emergency occurs, the first response is
vital. The crew need to be able to take the lead and give instructions to passengers and crew.
In other words, leadership skills are needed. At least the following abilities are required:

o To set an example for others during an emergency.

o Be able to focus on decisions that are required, in order to allow for quick actions to be
taken during the emergency.
o To provide passengers and crew with motivation (heighten their feelings and guide
them), courage (encouragement), and aid.
o Confidence in your own ability and colleagues
o Lead passengers to entrance points to assembly
o Keep the station clear
o Reassure separated family groups
o Maintain your position when in charge
o Avoid aggressiveness

Establishment and Maintenance of Effective Communication During an Emergency

 It is vital that instructions and reports are given clearly and concisely.
 It is necessary to promote exchange of information with passengers and other crew
members and obtain feedback from them.
 During an emergency, the ability to impart information to passengers and other crew
members is required, such as letting them know about waves hitting the deck.
 The languages spoken by the passengers and other crew members need to be known,
or an appropriate language needs to be known.
 When verbal communication is not possible, it may be necessary to communicate for the
period of the emergency using various other means, including demonstrations, hand
 signals, and directions to places were written instructions are kept, gathering locations,
lifesaving methods and evacuation routes.
 Language will be required during the emergency for emergency broadcasts, giving
instructions and saving passengers.

Basic Knowledge for Crowd Control

 Know the movements of the passengers, where they are, and when, etc.
 Know that if the ship is listing, passengers generally have a tendency to move to the
higher part.
 Know the plan, procedures, and instructions to be given when leading an evacuation.
 Know the equipment that can be used when leading an evacuation and the equipment
that is useful.
 Have immediate access to the passenger list in order to check gatherings of
passengers, and to know emergency instructions for gathering passengers.
Specific Skills:
o To be able to give instructions clearly while imparting a sense of reassurance.
o To be able to lead passengers down corridors, flights of stairs and passenger corridors.
o During an escape or evacuation, to know the locations of everything that may impede
that progress and clear them in order to ensure successful escape or evacuation.
o To have a complete understanding of places in which passengers may be, including
passenger rooms and common spaces, and to be able to search them effectively.
o To pay special attention to disabled passengers or others who require special assistance
and enable them to get off the ship or be evacuated safely.
o To be able to perform the following in regard to gathering of passengers.
 Give continuous instructions.
 Use procedures to reduce or avoid panic.
 Appropriately confirm the numbers being evacuated.
 As far as possible, wear clothing suited to leading the evacuation of passengers.
 Be able to check whether the passengers are correctly wearing their life jackets.

When an emergency occurs, initially the most important thing is the first message
made to the passengers by the captain. It is no exaggeration to say that if this can be
performed correctly then the crowd can be kept calm, and the occurrence of mass panic can be
almost completely avoided. This message should take the following points into consideration:
be concise, be clear, and impart a sense of reassurance.

What is PANIC?
o A feeling of extreme fear or alarm
o A loss of self-control and group belonging
o When people become impulsive and misled
o An irrational, potentially dangerous behavior, which may become very contagious
 Panic reaction is LESS when CRISIS COMPETENCE is HIGH

Response when Mass Panic Does Occur:

 Gather as many of the crew as possible, and use loudspeakers, etc. to repeatedly
provide slow, clear instructions, etc. (Caution: Using threats, intimidation, or heavy-
 handed instructions will increase the stress among the crew, and only worsen the state
of panic felt by the passengers).
 Depending on circumstances, it may be necessary to make a loud noise in order to
catch the attention of the crowd and then use that opportunity to quell the panic.
 The person-in-charge must make himself prominent by elevating one’ self by standing
on a chair or table to catch their attention by any means available.
 Wearing of uniform of highly visible clothing.
 Sets an example during emergency situations.
 Takes immediate control.
 Remain calm.
 Must be decisive.
 Must be dependable and gains the respect of other members of the group.

Passenger Responses in an Emergency Situation

o Attention is not paid to announcements, written instruction and familiarization with the
area.
o Passengers believe that disasters will never happen to them
o Disbelief is even the most obvious sign of danger
o Passengers are afraid of being seen as foolish by drawing attention to themselves when
reaching to a very apparent danger
o Continued results of no response
o Passengers are reluctant to issue warning for fear of starting a panic.
o Passengers will try to find some way of confirming that the warning is correct rather than
making an escape.

People may panic and behave abnormally because:

o Panic involves not only anxiety but genuine fear.
o Fear is not irrational but well sounded.
o There is a perception that action must take place immediately and people leaves as
quickly as possible to an escape route.
o It also involves escapes without concerned for others.
o Panic may also occur when people make decisions or false information.
o As the mind is focused only on escape, often in unfamiliar surroundings direction by
personnel broadcasts are ignored.

CONFLICTS IN AN EMERGENCY SITUATION:

Concerns Orders
o Lose the vessel/equipment or Your main objective is to save lives
lose passenger/colleagues
o Help and save colleagues instead Save as many lives as possible
of passengers
o Save and rescue family and friends Regardless of relationships, save as many
instead of passengers and lives as possible
colleagues
o Leave your duties and look for Never leave your duties. If you
 your family and friends do not see them, they are taken care of by
your colleague who is equally capable as
you

EMERGENCY CODES
 words that are used to hide the real nature of the emergency when spoken over the
public address system (announced 3 times over the public address system followed by
exact location of the emergency)

Code Meaning
CODE ALPHA MEDICAL EMERGENCY
alert for ship’s doctor, stretcher team and safety officer
CODE BRAVO FIRE
alert for firefighting team, medical team, bridge and engine
room on stand
CODE OSCAR MAN OVERBOARD
alert for rescue team
CODE PAPA PIRATE ATTACK
all crew on standby
CODE RED BOMB THREAT
alert for sea teams, passengers prepared for evacuation
CODE BLACK OIL SPILL
oil pollution prevention team mobilized
BRIGHTSTAR LIFE THREATENING SITUATION FOR GUEST OR
CREWMEMBER
alert for hotel manager, medical department, stretcher
team and security
DACOTEAM STRUCTURAL DAMAGE
alert for deck and engine repair crew

Other Codes and its meaning: (codes vary from one cruise line to another cruise line)
30 – 30 – Clean up required (Or PVI see below or combination of both)
Charlie, Charlie, Charlie – security threat.
Code Adam – missing child (named after Adam Walsh)
Code Baby Ruth – faeces in the baby pool
Code Delta – damage to the ship – and might have detail to follow and teams
called
Code Orange – Colours are used for illness outbreak – so, orange is early
stages of norovirus infection
Code Red – illness has broken out, normally norovirus
Code Yellow – is a lesser illness alert.
Code Sierra – medical emergency needing a stretcher
Code Winnie – feces in the pool (Disney)
Echo – the ship is drifting, often caused by strong winds
Fallen Star – death
Kilo – all personnel to report to their emergency posts
Mr Mob – some use to indicate a passenger or crew member has fallen
overboard
Operation Rising Star – a passenger has died onboard
PVI – public vomiting incident
Red Parties – Potential fire onboard

COMMUNICATION On Board the Cruise

As the crowd gets larger, communication slows down and becomes more difficult
because
there are simply more people to communicate with. Those at the back might not hear what is
being said at the front. Make sure information given is loud enough for them all to hear or is
easy to pass on quickly. A simple communication with enough detail will help them understand
the situation and it will be clear to them what they should do and need to know and why they
should be doing it.

In terms of movement, as the crowd gets larger, it takes longer for them to get ready to
move towards safety, and once they are moving, it takes longer to get them stop to change
direction. In an emergency, passengers are advised over the public address system. As a
member of the crew, you can help by repeating the information to the passengers as soon as
possible, thinking ahead and acting early to direct the passengers, and making sure passengers
understand and obey instructions throughout the emergency.

There is often a reduced ability to understand complicated messages in stressful

situations so they must be kept simple and as concise as possible. The voice pitch can rise and
speed up leading to more confusion. Passengers will always be requesting for more
information, and they need to be informed and if possible, in their native language. Prominence
is essential when controlling group of persons in an elevated location. Concern is raised when
passengers do not know what is going on. Announcements, therefore, need to be calm,
informative and the degree of response required should be upgraded if the emergency begins to
deteriorate.

Four (4) modes of behavior when communicating with others:

 Passive behavior is displayed by a person who fails to express his thoughts, feelings,
and does not stand up for the nights being violated.
 Assertive behavior is standing up for own rights and expressing own thoughts and
feelings in a direct appropriate way does not violate rights of others.
 Aggressive behavior id expressing ones’ thoughts and feelings and depending his
rights in a way that is usually inappropriate and often violates the rights of others.
 Responsive behavior is a sensitivity for expressing others’ thoughts, standing up for
their rights and feelings in a direct appropriate way that does not violate the rights of
others.

CROWD MANAGEMENT FRAMEWORK

Guideline which makes you to decide:
o Who and what are dealing with?
o What do you want them to do?
o How can you get the to do it?
 o How should you tell them or ask them?
o What or who do you have to help you?

Stages of Crowd Management:

 Stage 1 Gathering Information
o Who am I dealing with?
o What am I dealing with?
o What are they doing?
o Where are they going?

 Stage 2 What can you do?

Objective: What it is that you want a person, or group of people, to do at that very moment?
Getting them to stop what they are doing and listen to you?
Power: Helps you to influence the passengers to get them to do what you want them to do. It
is
Important to decide what kind of power you have, and which one will help you influence
the passengers

Kinds of Power:
o Coercion power - this is based on using fear or force to get passengers to do
something; this should be used with care as it could make the
passengers panic
o Connection power - this is based on your connection with important people, such as
the Captain
o Expert power - this is based on your skill and ability to do something that other
people might find difficult
o Information power - this is based on your knowing something that other do not know,
such as how the emergency is developing
o Position power - this is based on the rank or authority you have
o Personal power - this is based on your relationship with the passenger, you might be
someone they know well, like or admire
o Reward power - this is based on your ability to get others to see things in a positive way
and can be useful even in difficult situations

Style: choosing a way of communicating with people you think is right for them, the situation
you
are in, and the power base you are using
Types of Style:
 “X” style - this is the hard way of communicating with people; if you think it is right to use
this style, then you will be telling them what to do
 “Y” style - this is the soft way of communicating with people; when using this style, you
will be asking them to do something
 “X/Y style - this is a style of communication that is somewhere between the X and Y
styles

Leadership style required autocratic, dictatorial, and directive. Leadership includes

directing and guiding the activities of team members, stimulating personnel to work together,
and providing feedback regarding performance. A ship’s leadership must successfully exercise
command authority to overcome or contain problems as well as generate an atmosphere of
good order and confidence among crew members and passengers and facilitate problem
solution. Application of sound leadership skills is key to overcoming and containing difficulties
in an emergency.
Which style are you going to use will depend on:
o How serious the situation is?
o Who are you dealing with?
o What do you want them to do?
o How much time do you have?
o The power base you are using.

Tools: your tools might include things such as…

o A uniform, brightly colored hat, tunic or a badge
o Placards and signs
o Megaphones, whistles, and torches
o Other ship’s staff and passengers

 Stage 3 Implementation - is practically applying the resources that have been chosen:
power, style, and tools in order to meet the objective

 Stage 4 Verification - is checking if the implementation of the crowd management skills

had been effective. If is not, then it might be necessary to change the power base,
style or tools that was used
Five (5) major factors for successful handling of an emergency situation:
o technology - relevant equipment must be designed for its intended purpose, useable by
operators and tested to ensure operability
o procedures - emergency response procedures should be realistic, fit on board
technology and be routinely evaluated and verified
o personal characteristics - problem solving capabilities and former experiences with
emergency situations have significant effect on crew response to critical
conditions
o cohesion - the degree of comradeship, loyalty and understanding between

members of a crisis management team as well as loyalty and respect

for the ship’s leadership will effect emergency response
o training - personnel and teams evidencing the best performance in accident

analysis have had a relatively high level of overcome inherent

personal shortcomings. Drills and exercises are primary means for
providing relevant shipboard training

Emergency Scenarios:
o Fire (in port/at sea)
o Grounding
 o Collision (in port/at sea)
o Bomb threat
o Terrorist activities
o Extreme weather
o Epidemic
o Pollution
o Emergency assistance to other ships
o Damage to ship
o Personnel activities

The safety concept of shipboard emergency procedures is consisting of:

 Prevention – includes all actions taken to prevent unwanted situations to develop
including situations where there is a risk of losing control.
 Preparedness – includes all preventive and damage minimizing actions planned for its
prevention fails and the situation develops towards a crisis.

Emergency Preparedness = Organization Instructions Human Factor + Action Plans

Safety Instructions to Passengers

The following information should be provided to passengers:
 How the signal for an emergency will be given.
 How to proceed after hearing the emergency signal.
 How assistance will be provided to disabled persons in an emergency.
 How to recognize a crew member and follow instructions.
 How abandon-ship procedures will be carried out including moving to assembly stations,
embarkation stations, and survival craft. Encourage passengers to look for the
assembly station so they can learn that the point where they came aboard via the
gangway is not necessarily the place to go in an emergency.
Clear, concise instructions and response:
o Speak slowly and clearly
o Do not attempt to give too much information
o Only tell passengers what you know
o Do not invent information or pass on rumor
o Be attentive to their needs and delegate other personnel to give extra assistance if
required
o Answer their questions appropriately
o If the request is relevant and important, tell them that you will obtain the information
o Bear in mind that passengers will continually ask what is happening so keep the
occupied
Week 16: Selling Cruises and Cruises Products
Topics to be discussed: At the end of the discussion, the learners are
 Cruise products expected to:
 How to market cruise products  Compare cruise products from other
tourism products.
 Recommend the best marketing
strategy to sell cruise package.

The cruise market can be further defined, according to common interpretations, in three
ways: product focused; need satisfaction; or relating to passenger identity (Evans et al., 2003).
‘Product focused’ companies have advantages in terms of developing economies of scale,
although they may fail to take account of changes that occur within their target market
incrementally over time. ‘Need satisfaction’ companies are good at understanding their
customers but can have problems in making a strategic decision to identify specific focus.
‘Passenger identity’ companies can target specific groups of passengers. Evans et al. (2003)
note that most companies combine definitions in order to derive strength from each of the three
approaches.

Cruise companies target specific markets, and as a result they tailor their products and
services to meet passenger needs (Knowles et al., 2004). Getting the marketing mix right is, for
marketers in the cruise business, a case of building on the traditional four Ps of: price, product,
place and promotion, to include the three additional service-oriented components: people,
physical evidence and process (Aaker, 2001).

Cruise Operators
Cruise operators or brands dominate the cruise market. ( Berger, 2004; Lemmetyinen, 2017).
They either own or lease cruise ships and produce the planned itinerary and cruise product to
target specific market segments. Cruise operators can be seen as wholesalers, while travel
agents are retailers or brokers (Dickinson & Vladimir, 1997). However, in common with many
wholesale operations, better profit margins or more attractive lower selling prices may be
achieved if the product can be sold directly to the consumer. Therefore, the majority of cruise
operators also sell their products directly to the public, acting as both cruise wholesalers and
retailers.

Over the years, and in response to a growing preference for clients to use online
purchasing methods, there has been a relentless growth in direct sales using the cruise lines’
own online booking engines or alternatively by sales made by online travel companies ( Pantelidis,
2017). While it is difficult to identify the percentage of direct sales ( EMarketer, 2013), Travel Weekly
(2011) commented that RCCL achieves approximately 10% and that other brands achieve
between 6% and 20% of sales depending on the variables of customer types, their nationality,
the cruise line and the cruise itself. More recently, the CLIA (2017a) published data on travel
agent usage and reported that while 60% of new-to-cruising guests utilize a travel agent, only
8% of regular cruisers took this option. Some cruise brands, especially at the top end of the
market, rely more heavily on traditional travel agents than others.

The products developed are an amalgam of services and facilities, some of which
generate revenue, while others are included in the price of the cruise. This means that most
cruises have fixed costs relating to some elements, such as transportation (fuel), food, labour,
port administration and customs, and variable costs relating to other elements such as
beverages or shore excursions. The cruise operator aims to reduce costs as much as possible
without impacting negatively on quality. Traditionally, cruise companies have always printed
large quantities of glossy brochures which were then sent to travel agents or directly to potential
clients to make an early connection in the sales process. With the rise of the Internet and online
sales, the value and purpose of the brochure has changed. The printed page and glossy
brochure is still important as a communication device, but the customer is now empowered to
make decisions about where to find their information and, as a result, the cruise company must
provide alternative channels, such as using social media and the company’s own website
(Pantelidis, 2017; Reino & Hay, 2011).
 The Internet is used predominantly as a primary distribution tool. In this format it can be
a point where information is presented to potential and actual customers to help them find out
more about the cruise package in a way that brochures can never achieve ( Berger, 2004; Vogel,
Papathanassis, & Wolber, 2012). The Internet can also be used to enable clients to book online and
in this mode the customer assists the cruise operator by providing data in a format that can be
easily manipulated, thereby cutting out the costs associated with booking through a travel agent
or sales assistant. The Internet can also be used to capture data for immigration purposes and
for financial control, thus saving on potential administration costs. In a recent study the CLIA
(2017a) reported that websites dominated in terms of influencing cruise vacationers, followed by
word of mouth, then published non-online sources. The industry recognizes the importance of
what is known as the ‘wave season’ (Li, Miao, & Wang, 2014; Mancini, 2003 ). This period of time
normally between January and March is when the market is more likely to book a vacation
because the temperature is colder in North America, the United Kingdom and Europe, and the
potential of visiting warmer climates gains traction.

Travel Agents
Travel agents’ core purpose is selling tourism products for commission. Most travel
agents belong to professional associations that guarantee client protection if the travel agent
has serious financial problems. However, the high-street travel agent is changing (Hatton, 2004;
Webb, 2016). Faced with ever increasing competition from Internet intermediaries or online
agencies, travel agents are finding themselves operating in a volatile marketplace.

In response, Hatton highlights the need for agents to accept the changing realities and to
work closely with travel companies, to develop in-depth product knowledge and to retain
customer loyalty by being efficient at what they do. Some travel agents specialize in the cruise
industry, forming alliances with cruise brands to focus on selling their product. In these
circumstances, travel agents receive high levels of support from the cruise operators, who
provide specialist sales
events, training for the sales agents (including orientation cruises) and customized marketing
materials. CLIA operates such schemes across the world with the primary objective of
increasing sales via accredited retail travel agents through customized product training and
dissemination of information (CLIA, 2016). Cruise operators may form strategic marketing
alliances with other service providers to create synergies and/or provide customers with
incentives for remaining loyal.

The Cruise Product

The cruise product is not one single service but a series of complementary services that
when taken together form the cruise experience. It is a defined package that may include travel
to the port of embarkation, an itinerary spanning a defined period of time, an element of
inclusive services and facilities (such as meals, entertainment and leisure areas),
accommodation to a specified standard and various other services that are available at an extra
charge. The inclusive nature of the package will depend on the pricing strategy of the cruise
operator. Some operators offer cruise-and-stay or cruise-and-tour packages that include an
additional element at the beginning or end of the cruise in the form of a defined period of nights
staying in a hotel in a resort or touring in the area. Ultimately the complexity of the ever-
changing guest experience means that cruise brands have developed a sophisticated network
to support operations.
  Accommodation
Some cruise companies refer to the accommodation as cabins, but terms such as
staterooms,
mini suites and suites are frequently used to replace or complement this nautical term. Cabins
are compact versions of the equivalent hotel bedroom accommodation. The storage areas are
carefully designed to maximize the use of space, while providing protection of the stored items
against possible movement, to create an impression of a facility with high specification.

Identification of cabin location by deck plans:

o Inside cabins or staterooms: these cabins lack natural light, although the use of
ventilation, air conditioning, mirrors and artificial light frequently disguises this
fact. Inside cabins tend to be the least expensive accommodation on offer.
o Outside cabins or staterooms: these will have a porthole or a window. Most
modern cabins tend to have larger picture windows.
o Outside cabins or staterooms with veranda or balcony: as cruising develops,
more accommodation is being produced to include private verandas or balconies
with extra private space
o Penthouse suites or suites, with or without a veranda or balcony: these tend to
be the most expensive accommodation on offer
o Cabins or staterooms with additional beds (berths)
o Cabins or staterooms with interconnecting doors
o Cabins or staterooms or suites with facilities that are appropriate for people with
disabilities
o Cabins or staterooms with either shower or bath
o The proximity to facilities, lifts and location compared to other decks and cabins
o The proximity to safety equipment such as lifeboats, which may obscure the view
from a picture window

 Dining onboard
The archetypal view of a cruise ship being a place to indulge in good food, good wine and
good company is as true today as it was in the heyday of the traditional liners. Food is perceived
to be a significant element of the cruise product. For most passengers the cost of eating on
board is included in the price of the holiday.

Most cruise brands aim to differentiate what they do through the provision of food and dining
options. They can create opportunities to define the product and to differentiate the brand, by
constructing menus with a particular focus on style of cuisine and by designing restaurant and
dining areas with a particular decor and atmosphere in mind.

 Bars
Bars generate revenue, so although the busy times are from around 2200 onwards, there
are
Numerous opportunities for passengers to purchase drinks
 Entertainment
The entertainment staff work for the cruise director, who in turn reports to the hotel services
or passenger services director. This element of the cruise product does not generally create
additional revenue, although indirectly sales can be made that arise from entertainment
activities.
 Shore excursion
Shore excursions are sold before and during the cruise. They are revenue generating but
designed to add value to the cruise experience. Because of the constraint on time, shore
excursions or tours ashore are configured to maximize the experience for passengers so they
can get the most out of their time ashore
 Wellness including spa, beauty therapy and haircare
This area is also revenue generating. Some cruise brands contract the service as a
concession (an arrangement where the operator comes to a financial agreement with the cruise
company to operate on board) while others employ their own staff directly.
 Shops
Shops on board provide a welcome indulgence for passengers seeking to top up on their
routine of retail therapy. Just because they are at sea does not mean they can’t browse and pick
up items of interest or, in some cases, necessity. Indeed, there is an added benefit to attract
shoppers in that goods are sold duty free.
 Photography
The ship’s photographers are kept busy in the endless cycle of capturing magic moments.
The opportunities to record important events occur from the point of embarkation right through
to departure from the last port of call. This ensures that passengers can purchase posed,
professional pictures in special presentation packs and have something special to remember
 Casinos
Casinos on board seem to meet the expectations of some guests to gamble. NCL describes
casinos as venues for ‘action and excitement’, while Carnival promises ‘You’ll have the time of
your life’, and Royal Caribbean says ‘There’s nothing like the excitement of a winning hand at
poker or a slot machine paying off’. Cruise ships aim to emulate the glitz and glamour of a Las
Vegas-style casino. Gambling is a pastime for winners, and the cruise vacation, as a result,
becomes synonymous with success.

Cashless ships are becoming commonplace in the cruise industry. Guests receive a card
that allows them to purchase goods on board and credit that to their account. Casinos also use
this mode of purchase and sell tokens for slot machines or chips for gambling.
 Weddings, renewals of vows and celebratory items
While on board, passengers can elect to celebrate special occasions, and on some vessels
couples can get married. The facility to perform weddings is not offered on all ships because of
the national laws that exist for the various ships and their flags or registration. However, where
the law allows, the ship’s captain can perform a marriage ceremony. This creates a unique
opportunity for passengers, and, in response, cruise companies have developed a selection of
inclusive packages to cater for these celebrations and to coordinate the entire event. The
package can include champagne, photographs, a wedding reception, flowers, the ceremony,
wedding cake and souvenir items.

Passengers may also purchase a package to renew their vows. Again, the captain presides
over the event and the package can be customized to include spa treatments, champagne, and
a formal renewal of vows ceremony. Honeymoons, anniversaries, birthday, and other special
celebrations can all be catered for as part of a package.
Week 17: Leadership in the Cruise Industry
Topics to be discussed: At the end of the discussion, the learners are
Different maritime organizations and expected to:
associations  Identify the different national and
 IMO international maritime organizations.
 CLIA  Differentiate their functions and
 ILO responsibilities.
 WHO  Recognize the organizations’ role in
 CDC the cruising industry.
 EPA
 MARINA
 PPA

International Maritime Organization (IMO)

In 1948 an international conference in Geneva adopted a convention formally

establishing IMO (the original name was the Inter-Governmental Maritime Consultative
Organization, or IMCO, but the name was changed in 1982 to IMO). The IMO Convention
entered into force in 1958 and the new Organization met for the first time the following year.

The purposes of the Organization, as summarized by Article 1(a) of the Convention, are
"to provide machinery for cooperation among Governments in the field of governmental
regulation and practices relating to technical matters of all kinds affecting shipping engaged in
international trade; to encourage and facilitate the general adoption of the highest practicable
standards in matters concerning maritime safety, efficiency of navigation and prevention and
control of marine pollution from ships". The Organization is also empowered to deal with
administrative and legal matters related to these purposes.

The International Maritime Organization is the United Nations specialized agency with
responsibility and authority for the global standard-setting for the safety and security of shipping
and the prevention of marine and atmospheric pollution by ships. Its main role is to create a
regulatory framework for the shipping industry that is fair and effective, universally adopted and
universally implemented.

Its role is to create a level playing field so that ship operators cannot address their
financial issues by simply cutting corners and compromising on safety, security, and
environmental performance. This approach also encourages innovation and efficiency. IMO
measures cover all aspects of international shipping including ship design, construction,
equipment, manning, operation, and disposal to ensure that this vital sector for remains safe,
environmentally sound, energy efficient and secure.

As part of the United Nations family, IMO is actively working towards the 2030 Agenda
for Sustainable Development and the associated SDGs. Indeed, most of the elements of the
2030 Agenda will only be realized with a sustainable transport sector supporting world trade and
facilitating global economy. IMO’s Technical Cooperation Committee has formally approved
linkages between the Organization’s technical assistance work and the SDGs. While the oceans
goal, SDG 14, is central to IMO, aspects of the Organization's work can be linked to all
individual SDGs.

Energy efficiency, new technology and innovation, maritime education and training,
maritime security, maritime traffic management and the development of the maritime
infrastructure: the development and implementation, through IMO, of global standards covering
these and other issues will underpin IMO's commitment to provide the institutional framework
necessary for a green and sustainable global maritime transportation system.

IMO's mission statement:

"The mission of the International Maritime Organization (IMO) as a United Nations specialized
agency is to promote safe, secure, environmentally sound, efficient and sustainable shipping
through cooperation. This will be accomplished by adopting the highest practicable standards of
maritime safety and security, efficiency of navigation and prevention and control of pollution
from ships, as well as through consideration of the related legal matters and effective
implementation of IMO’s instruments with a view to their universal and uniform application."

Cruise Lines International Association (CLIA)

Established in 1975, Cruise Lines International Association (CLIA) is the world’s largest
cruise industry trade association, providing a unified voice and leading authority of the global
cruise community. CLIA supports policies and practices that foster a safe, secure, healthy, and
sustainable cruise ship environment and is dedicated to promoting the cruise travel experience.

CLIA’s Mission:
 CLIA is the global organization that fosters our members' success by advocating,
educating, and promoting the common interests of the cruise community.
 CLIA represents the interests of the cruise industry community.
 50+ Cruise Lines – From ocean to specialty cruise ships, CLIA lines represent more than
95 percent of global cruise capacity.
 340+ Executive Partner Members – As key suppliers and partners to the cruise lines,
executive partners play a major role in the successful operation of cruising, including
ports & destinations, ship development, suppliers and business services.
 15,000 Global Travel Agency and 25,000 Travel Agent Members – Our travel agency
members include the largest agencies, hosts, franchises and consortia in the world.
 CLIA Cruise Lines serve more than 24 million passengers annually.

International Labor Organization (ILO)

The ILO was founded in 1919, in the wake of a destructive war, to pursue a vision based
on the premise that universal, lasting peace can be established only if it is based on social
justice. The ILO became the first specialized agency of the UN in 1946. The Constitution of the
ILO was drafted in early 1919 by the Labour Commission, chaired by Samuel Gompers, head of
the American Federation of Labour (AFL) in the United States. It was composed of
representatives from nine countries: Belgium, Cuba, Czechoslovakia, France, Italy, Japan,
Poland, the United Kingdom, and the United States. The process resulted in a tripartite
organization, the only one of its kind, bringing together representatives of governments,
employers, and workers in its executive bodies.
The driving forces for the ILO's creation arose from security, humanitarian, political and
economic considerations. The founders of the ILO recognized the importance of social justice in
securing peace, against a background of the exploitation of workers in the industrializing nations
of that time. There was also increasing understanding of the world's economic interdependence
and the need for cooperation to obtain similarity of working conditions in countries competing for
markets.

Mission and impact of the ILO: Promoting jobs, Protecting people

The International Labour Organization (ILO) is devoted to promoting social justice and
internationally recognized human and labour rights, pursuing its founding mission that social
justice is essential to universal and lasting peace. ILO brings together governments, employers,
and workers representatives of 187 member States to set labour standards, develop policies
and devise programmes promoting decent work for all women and men.

Today, the ILO's Decent Work agenda helps advance the economic and working
conditions that give all workers, employers, and governments a stake in lasting peace,
prosperity, and progress.

Four strategic objectives at the heart of the Decent Work agenda

o Set and promote standards and fundamental principles and rights at work
o Create greater opportunities for women and men to decent employment and income
o Enhance the coverage and effectiveness of social protection for all
o Strengthen tripartism and social dialogue

Environmental Protection Agency (EPA)

Born in the wake of elevated concern about environmental pollution, EPA was
established on December 2, 1970 to consolidate in one agency a variety of federal research,
monitoring, standard-setting and enforcement activities to ensure environmental protection.
Since its inception, EPA has been working for a cleaner, healthier environment for the American
people.
Mission: Our mission is to protect human health and the environment.

Centers for Disease Control and Prevention (CDC)

CDC is one of the major operating components of the Department of Health and Human
Services.
Mission:
CDC works 24/7 to protect America from health, safety, and security threats, both
foreign and in the U.S. Whether diseases start at home or abroad, are chronic or acute, curable,
or preventable, human error or deliberate attack, CDC fights disease and supports communities
and citizens to do the same.

CDC increases the health security of our nation. As the nation’s health protection
agency, CDC saves lives and protects people from health threats. To accomplish our mission,
CDC conducts critical science and provides health information that protects our nation against
expensive and dangerous health threats and responds when these arise.

World Health Organization (WHO)

Our values, our DNA
WHO, as the directing and coordinating authority on international health within the
United Nations system, adheres to the UN values of integrity, professionalism and respect for
diversity.

The values of the WHO workforce furthermore reflect the principles of human rights,
universality and equity established in WHO’s Constitution as well as the ethical standards of the
Organization.

These values are inspired by the WHO vision of a world in which all peoples attain the
highest possible level of health, and our mission to promote health, keep the world safe and
serve the vulnerable, with measurable impact for people at country level. We are individually
and collectively committed to put these values into practice.

Philippine Ports Authority (PPA)

Prior to the creation of PPA, port administration in the Philippines was merged with the
traditional function of revenue collection of the Bureau of Customs (BOC). Port and harbor
maintenance was the responsibility of the Bureau of Public Works (BPW). In the early 1970's,
there were already 591 national and municipal ports plus 200 private ports scattered all over the
country necessitating the need for long-range planning and rationalization of port development.

The PPA was subsequently removed from under the jurisdiction of the MPWH (DPWH)
and attached to what is now the Department of Transportation and Communications (DOTC) for
policy and program coordination. Subsequently, by virtue of Executive Order No. 159, which
was issued in 1987, the PPA is now vested with the function of undertaking all port construction
projects under its port system, relieving DPWH of this responsibility. The executive order also
granted PPA financial autonomy.
Mission:
 Provide reliable and responsive services in ports, sustain development of communities
and the environment, and be a model corporate agency of the government.
 Establish a mutually beneficial, equitable, and fair relationship with partners and service
providers.
 Provide meaningful and gainful employment while creating a nurturing environment that
promotes continuous learning and improvement.
 Establish a world-class port operation that is globally competitive adding value to the
country's image and reputation
Vision:
"By 2020, PPA shall have provided port services of global standards"

Maritime Industry Authority (MARINA)

The Maritime Industry Authority (MARINA) was created on 01 June 1974 as an attached
Agency to the Office of the President (OP) with the issuance of Presidential Decree No. 474,
otherwise known as the Maritime Industry Decree of 1974, to integrate the development,
promotion and regulation of the maritime industry in the country. With the creation of the
Ministry (now Department) of Transportation and Communications (DOTC) by virtue of
Executive Order No. 546, the MARINA was attached to the DOTC for policy and program
coordination on 23 July 1979.

Mission Statement: To lead a progressive maritime administration for safer people, safer
ships,
and cleaner environment
Vision Statement: A globally competitive Philippine maritime industry
By virtue of Executive Order No. 63

Strengthened the authority of MARINA as the Single Maritime Administration for the
Purpose of Implementing the STCW Convention through a majority membership in the
Technical Panel on Maritime Education (TPME) and lead role in the evaluation and monitoring
of Bachelor of Science in Marine Transportation and Marine Engineering and other higher
education programs with Commission on Higher Education (CHED), as well as the
establishment of medical standards for issuance of certificates to and relevant control
procedures governing Filipino seafarers with the Department of Health (DOH) and the Philippine
Coast Guard (PCG).

Vessel Sanitation Program (VSP)

The Vessel Sanitation Program (VSP) at the Centers for Disease Control and Prevention
(CDC) assists the cruise ship industry to prevent and control the introduction, transmission, and
spread of gastrointestinal (GI) illnesses on cruise ships. VSP operates under the authority of the
Public Health Service Act (42 U.S.C. Section 264 Quarantine and Inspection Regulations to
Control Communicable Diseases). VSP is part of the National Center for Environmental
Health’s Division of Environmental Health Science and Practice.

We accomplish our mission by:

o Inspecting cruise ships in periodic, unannounced operational sanitation inspections.

o Monitoring gastrointestinal illnesses and investigating or responding to outbreaks.
o Training cruise ship employees on public health practices.
o Providing health education and reliable and current public health information to the
cruise ship industry, the traveling public, public health professionals, state and local
health authorities, and the media.

Week 18: FINAL EXAMINATION

“Education’s purpose is to replace an empty mind with an open mind”

(Malcolm Forbes)
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