45 ships. While Stimpson acknowledges the need for solutions, she cautions that the cumulative effect of seemingly small levies could be detrimental to the longterm growth of destinations. “Tourism taxes and cruise levies need to be considered as part of the whole picture,” she says. “Cruise lines are mobile businesses, and policymakers should carefully consider the wider consequences of making destinations less attractive to cruise ships. Any levy should have a clear purpose and address the issue it is intended to solve. The loss of cruise calls can have significant economic consequences for local communities – there are many financial benefits to cruise ship visits and guest spending.” Where levies are introduced, funds must be used meaningfully, says Stimpson. “If they are transparently reinvested into local infrastructure, visitor management and community projects, they can create a better experience for residents and visitors alike. But blanket levies on cruise calls, particularly when the same charges aren’t applied to land-based tourism, aren’t likely to be the best solution.” Instead, Stimpson calls for greater collaboration between cruise lines, ports and destinations. “Sustainable growth in cruise tourism can only be achieved through partnership,” she says. “Cruise lines, ports, destinations, local businesses and communities all have a role to play, and when one succeeds, we all benefit.” Noting that the strongest partnerships are those “built on long-term relationships rather than short-term gains”, Stimpson adds: “As cruise lines, we have a duty to work closely with destinations to ensure there is an understanding of what works best for local communities and how we can all benefit.” Fred. Olsen’s commitment to destination partnerships extends beyond cruise operations and into community initiatives. In 2026, for example, the brand has participated in an ecological restoration project in Madeira, hosted an event for healthcare professionals from Hospice Malta onboard Bolette, funded a public defibrillator in Rosyth, and started working on multiple initiatives in cooperation with Liverpool Cruise Port. “As a cruise line, we should create value for the destinations we visit through tourism spend, supporting local businesses and delivering memorable experiences that encourage guests to return,” says Stimpson. “However, if guests don’t enjoy their time ashore, they are less likely to return to the destination and it could impact their future cruising considerations. That’s why investment in infrastructure, accessible facilities, local attractions and community engagement is so important.” Strong destination relationships will remain central to Fred. Olsen’s experience-led cruise strategy. “Guests are increasingly looking for meaningful and immersive travel experiences, smaller ships and a more personal onboard atmosphere, and that plays directly to our strengths,” says Stimpson. “We’re fortunate to be operating at a time when demand for our holidays remains incredibly strong, with ships sailing full and guest satisfaction scores among the highest we’ve ever achieved. “Our focus is on continually improving the guest experience – whether that’s through our entertainment partnership with RWS Global, investment in our onboard product, our award-winning cuisine, or the incredible commitment of our crew. For us, growth is about much more than adding capacity; it’s about continuing to deliver exceptional experiences that keep guests choosing Fred. Olsen time and again.” Eidfjord in Norway is one of the many destinations Fred. Olsen visits around the world
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