Cruising is reaching new heights, with passenger numbers projected to rise to 42 million by 2028, according to Bud Darr, president and CEO of Cruise Lines International Association (CLIA). Ships are bigger, itineraries more complex and passengers more curious than ever to visit new destinations. At the same time, destinations are dealing with tourism management and rising expectations for sustainable travel. As cruise lines expand their global footprint, they are placing greater emphasis on fostering responsible connections with communities, without compromising operational resilience or safety. We asked Darr how the industry is managing this balancing act.
As cruise scales up and itineraries grow more complex, how can the industry preserve authentic connections with local communities while addressing concerns around tourism management?
Cruise lines plan itineraries two to three years in advance, giving communities clarity on when ships will arrive and how many visitors to expect, so they can prepare infrastructure and services. That level of predictability isn’t typical of air or land tourism. Cruise is associated with tourism volume due to its visibility, but in cities such as Barcelona, Spain, and Venice, Italy, it represents less than five per cent of overall visitor numbers. Still, we recognise the need to manage tourism and work closely with destinations on mitigation plans, such as our memorandum of understanding with Dubrovnik in Croatia, which includes measures like staggered arrivals, developing tours beyond the Old Town, and supporting programmes that educate visitors on respectful behaviour.
CLIA president and CEO Bud Darr (centre) visits Australia for Cruise360 and meetings with cruise line leaders, government representatives and local stakeholders, along with Joel Katz, CLIA’s executive director of Australasia (left) and Niels Wammen-J
High-profile ports like Sydney in Australia offer huge opportunity but come with high costs and regulatory complexity. What lessons can cruise lines and local authorities take from these destinations, and how can collaboration ensure long-term viability?
Sydney is in strong demand – 1.3 million cruise passengers visit Sydney per year in a country of 27 million – but providing capacity is another matter. Cruise lines must weigh cost competitiveness, regulatory certainty and operational feasibility when deciding long-term deployment.
High operating costs and complex regulations aren’t unique to Australia though; ports like Santos in Brazil face similar challenges, where multiple agencies and unclear requirements can affect competitiveness.
Collaboration between cruise lines and local or national authorities is key. Sharing a clear vision, transparent costs and benchmarking against comparable ports helps ensure destinations remain viable. Port costs – including navigation fees, pilotage, dockage and local taxes – can be a cruise line’s largest operational expense, often higher than crew or fuel. The CLIA 2024 economic impact study shows why this matters: cruise contributes almost $200 billion globally.
What makes cruising strategically important in travel, and how does it open up destinations that traditional tourism can’t easily reach?
Cruise is one of the most resilient and dynamic sectors in tourism, with nearly $80 billion committed to building new ships and passenger numbers projected to grow from 38 million in 2025 to 42 million by 2028. Cruises offer experiences that can’t be replicated on land, visiting multiple destinations with dining and entertainment included. In Alaska, for example, a seven-day cruise provides access and scenery impossible to match by land. The model also brings travellers to hard-to-reach regions, such as Antarctica, giving small ports and emerging destinations a way to participate in tourism while offering exceptional value compared with other holiday options.
Bud Darr (left) and Mike Corrigan, CEO of Interferry, signed a MOU for ongoing collaboration at CLIA’s Pacific Northwest Symposium
Cruise leaders stress the need for “zero compromise on safety” wherever in the world they are sailing. How are cruise lines improving safety, security and operational adaptability at sea?
Safety in cruising is a continuous journey, there’s no perfect level, but the industry has proven leadership in travel safety. It’s the core of operations, from training and safety culture to predictive maintenance and remote monitoring. Modern ship design enhances safety not just through hardware, but also by integrating human factors, maintenance and operational performance Collaboration is key: initiatives like the Cruise Safety and Sustainability Forum bring the industry together to share best practices and strengthen safety standards globally. For guests, these innovations ensure security and operational adaptability at sea, quietly underpinning the cruise experience.
As cruising becomes more digital, how is the industry preparing its workforce and engaging the next generation of talent?
The industry has long been an early adopter of technology, but always with purpose. Digital tools are not deployed just because they’re interesting but to help crew work more effectively. With over 300,000 seafarers and more than 75 nationalities aboard large ships, attracting, training and retaining talent is key. Upskilling ensures crew can operate next-generation, digitalised ships efficiently. The industry also leads in diversity, with 90 per cent of female seafarers working in cruise and many in leadership roles. Investing in people with the right skills is essential to support digitalisation and make cruising a long-term, rewarding career for new talent.
Darr at the European Maritime Safety Conference with representatives from the University of the Aegean, SEA Europe and the Ministry of Maritime Affairs and Insular Policy in Greece
How does the cruise industry maintain resilience and turn operational flexibility into a strategic advantage for its members?
While cruise lines plan itineraries two to three years in advance, flexibility is essential when issues related to safety, weather, geopolitics or civil unrest arise. Ships can be redeployed based on customer demand, port costs or operational feasibility, allowing a mix of high-demand and lesser-known destinations. Private destinations like MSC Cruises’ Ocean Cay MSC Marine Reserve or Royal Caribbean International’s Perfect Day at CocoCay provide operational control and additional flexibility while delivering unique guest experiences. CLIA supports members by engaging governments, authorities and communities to protect operational viability and ensure passengers and crew feel welcome. This collaborative approach enables cruise lines to turn operational flexibility into a strategic advantage, balancing safety, guest satisfaction and economic impact.
Discover more insights like this in the Spring/Summer 2026 issue of Cruise & Ferry Review. Don’t miss out – subscribe for FREE and get the next issue delivered straight to your inbox.