GRI & Performance Tables

About This Report

This year we have organized our report into four main sections and evolved it into a dynamic web platform that best conveys our approach to sustainability. The three main sections – How We Operate, Where We Operate and Who We Are – highlight our most compelling stories that exemplify our drive to innovate and think beyond the here and now. Each of these sections is supported with in-depth background information. The fourth section is organized by the Global Reporting Initiative (GRI) G4 Index and includes additional information on our most significant achievements and challenges in 2016, with many links to more information on our corporate site. While the format for this report has evolved, the scope, boundary and measurement methods used in this report have not changed from 2013.

We are committed to reporting our ongoing progress online and invite you to visit periodically for updates.


This report represents Royal Caribbean Cruises Ltd.’s global operations as of FYE 2016. Unless noted, goals and other data within the report reflect the following three brands: Royal Caribbean International, Celebrity Cruises and Azamara Club Cruises. Our environmental performance also includes the energy emissions for Pullmantur Cruises, CDF Croisières de France and those attributable to our 50% ownership interest in TUI Cruises. This report was published in May 2017 and reflects our activities and performance for FY 2016.

*This report contains forward-looking statements, and actual results could differ materially. Past performance does not guarantee future results. Risk factors that could affect Royal Caribbean’s results are included in our filings with the Securities and Exchange Commission, including our most recent reports on Form 10-Q and Form 10-K and earnings release.

Strategy and Governance

Our vision is to generate superior returns for our shareholders by empowering and enabling our employees to deliver the best vacation experiences and enhancing the well-being of our communities.

Common threads emerge in how we execute on our vision and principal operating strategies:

Above and Beyond Compliance

By following strict company policies and practices and using innovative technologies, we strive to conduct our business Above and Beyond Compliance with existing laws and regulations. We use management systems that meet voluntary international standards, including ISO 9001:2000 quality and ISO 14001:2004 environmental standards.

Safety, Quality and Environmental Management

Our strict adherence to company principles is written into our comprehensive, company-wide Safety, Quality and Environmental Management system (SQM), which helps to ensure that ships follow safe, standardized and consistent operations that protect our employees, our guests and the environment.


We maintain a corporate policy that emphasizes the Safety of Life and Safety of the Ship and sustains a company-wide culture where focus on prevention of safety and security incidents is a way of life. We strive to maintain a work environment that reinforces collaboration, and believe that maintaining our vibrant and distinctive culture is critical to the growth of our business. We also strive to use natural resources efficiently and responsibly, and incorporate sustainability into design and development projects.


Our commitment to the environment and communities extends throughout our organization, from senior management to our newest crew members onboard our ships. We strive to inspire our guests to share our commitment.

Continuous Improvement

We implement practices and programs that promote our Company’s commitment to continuously improve. Innovation is encouraged and rewarded.

Enterprise Risk Management

We engage cross-functionally and across brands to manage potential enterprise risks, such as global pandemics, climate change, resource scarcity and data privacy breaches.

To deliver this we must manage and balance a series of economic, environmental and social considerations in the decisions we make and how we operate every day.

Our Methodology

In order to identify the most important corporate responsibility issues that should be discussed in our reporting, we identified key stakeholders and a set of more than 40 topics to evaluate across the following categories: Economic, Environmental, Labor Practices, Human Rights, Society and Product Responsibility.

We then conducted an internal assessment where, together with company leadership, we considered the degree of both our actual and potential economic, social and environmental impacts; in addition to the level of stakeholder concern for the topics identified. Additionally, we engaged with external stakeholders to validate the preliminary findings from our internal assessments. This included surveying sample groups of our guests and employees; and conducting stakeholder interviews with non-governmental organizations, industry peers, suppliers and representatives from our destination communities. Based on the findings of the sustainability materiality matrix, we have structured the report to include disclosures on our management approach for topics of at least medium impact or concern.

Download Methodology Matrix

Stakeholder Engagement

At RCL, we serve a varied group of stakeholders, which include shareholders, guests, employees, suppliers, destination communities, policy makers, shoreside communities, travel agents, industry associations, nongovernmental organizations and research institutions. We prioritize and engage with our stakeholders in consideration of our respective economic, environmental and social impacts and dependencies. We utilize a variety of mechanisms to solicit feedback and respond to key topics and concerns from our stakeholders.

Download Stakeholder Engagement

Reporting Standards

This report was developed in accordance with the Global Reporting Initiative G4 Guidelines which we recognize as the most credible standard for reporting on environmental, social and governance performance most important to our business and stakeholders.