161 and the availability of low-impact shore excursions all now factor into route decisions. “These factors are becoming increasingly important for our operations and itinerary planning,” Naigur says. “We consider regulatory requirements, shore power availability, operational efficiency, environmental performance and the quality of guest experiences. Sustainability is not evaluated in isolation; it is balanced alongside guest demand, destination appeal, operational reliability and commercial considerations.” Itinerary planners are required to carefully navigate this balance to create voyages that deliver logistically, financially and safely, as well as on sustainability. “Safety and operational reliability are nonnegotiable requirements,” says Naigur. “But we are open to collaborations with destinations that strive to expand their environmental stewardship, responsible resource management and a commitment to supporting sustainable tourism. While infrastructure maturity varies globally, we support ports that actively invest in environmental improvements and collaborate with industry stakeholders as this will position us all to support future growth.” Naigur advises destinations hoping to stay attractive to cruise lines to invest in shore power, waste management infrastructure, environmental monitoring and community engagement, suggesting they deliver the most meaningful returns for sustainable cruising. “We encourage destinations to develop approaches that protect natural assets while supporting local economic opportunities and are looking for ways to increase collaborations,” she says. “We have seen strong examples from destinations that view sustainability as a long-term partnership between tourism, government, communities and industry rather than a stand-alone initiative.” Nowhere is this approach more crucial than in destinations grappling with overtourism – a growing concern in many of the world’s most popular cruise ports where passenger numbers continue to climb. “We recognise that successful cruise tourism depends on healthy communities and ecosystems,” says Naigur. “We work with destinations and local partners to support experiences that showcase local culture, natural environments and community benefits while helping to distribute tourism opportunities responsibly.” When asked what single change would accelerate progress fastest, Naigur points to the need for information-sharing. “I would accelerate collaboration and data sharing across our cruise industry,” she says. “Whether the focus is emissions reduction, biodiversity protection, infrastructure investment or destination stewardship, progress happens faster when cruise lines, ports, governments, researchers and local communities work from a shared understanding of challenges and opportunities.” Naigur cites one small-scale example of the model in action as an art project in Juneau, Alaska, that emerged from the ‘Keep Bears Wild’ initiative NCLH runs in partnership with the Alaska Department of Fish and Game. The project turned newly built bearresistant trash enclosures across the city’s waterfront into a public contest for local artists. “This project illustrates how strong partnerships can create shared value for residents and visitors alike,” she says. “The same collaborative model can help advance environmental goals by aligning industry, communities and destinations around common priorities.” FEATURE A crew member collecting water samples as part of Norwegian Cruise Line’s eDNA biodiversity monitoring programme “ We support ports that actively invest in environmental improvements” Photo: Norwegian Cruise Line
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