17 “We never want to compete on the environment,” says Weinstein. “The only way the cruise industry will find feasible decarbonisation solutions is by working together and sharing our expertise. There are already many examples of decarbonisation solutions that work well on land, but it’s a massive challenge to get them to work effectively on cruise ships sailing at sea – everything has to be miniaturised and compartmentalised. We’re collaborating with shipyards, suppliers, vendors and other entrepreneurs to refine these solutions for use at sea, and we’re always open to discussing new ideas, technologies and partnerships.” Carnival Corporation will also continue collaborating with organisations like the Cruise Lines International Association (CLIA) to help it overcome other issues that may hinder its growth, such as increasingly strict regulations, rising fuel prices and overtourism. “The cruise industry represents a tiny proportion of the global travel sector, so it can be difficult for individual cruise operators to solve problems on their own,” says Weinstein. “CLIA provides a unified voice for the industry, helping us to align on priorities that will benefit the entire industry, our guests, the communities we visit and the environment. As they say, a rising sea lifts all ships.” In January 2026, Weinstein began a two-year tenure as chair of CLIA’s Global Executive Committee (GEC), succeeding Jason Liberty, chairman and CEO of Royal Caribbean Group. In this role, he will collaborate with other members of the GEC to shape CLIA’s strategies and develop initiatives to enable the cruise industry to accomplish its shared priorities. “I’ve had the privilege of being on the GEC for four years and working with the leaders of other major cruise brands to advance the industry, so I’m honoured to now serve as chair,” he says. “Delivering extraordinary cruise experiences depends on a sustained focus on safe, reliable operations and effective coordination across the sector. As we build for the future, CLIA will help the industry continue to demonstrate its commitment to responsible growth, achieving our GHG reduction short-term and longterm ambitions, deepening relationships with our ports and destination partners, prioritising workforce development, and contributing positively to the communities we serve.” Four years into Weinstein’s time as CEO of Carnival Corporation, the cruise industry is still contending with a challenging operating environment. From rising fuel prices to negative media headlines about a rare outbreak of hantavirus, the US-Iran war trapping ships in the Strait of Hormuz and anti-cruise sentiment from destinations expressing concerns about overtourism – the list of hurdles may seem insurmountable to some. Yet, just as he was confident in Carnival Corporation’s ability to excel after the pandemic, Weinstein is certain the cruise industry will have a prosperous future. “We’ve had virus outbreaks, geopolitical unrest, extreme weather events, natural disaster and other incidents in the past, and they’ll happen again in future,” says Weinstein. “No industry is immune to these incidents. However, the cruise industry is very resilient and, because we’re small in comparison to other segments of the travel sector, we have a tremendous opportunity to keep growing. More people are recognising that we provide remarkable vacation experiences for great value, so cruising has become more popular and mainstream than ever. Carnival Corporation’s brands are committed to continually improving and finding new and innovative ways to fulfil our core purpose of making our guests happy.” Josh Weinstein believes Carnival Corporation has an “untouchable strategic advantage” in Alaska, where it offers multiple sailings and has an expansive network of lodges for guests to stay in
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