Sustainability 2013


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Our mission is to create once-in-a-lifetime experiences by achieving excellence across our operations, and we view our commitment to doing business responsibly as critical to our success. Shaped by our values, this commitment guides both our actions and our long-term vision, enabling us to deliver the highest level of quality and service today while ensuring our company and our industry can continue to thrive tomorrow.

We’ve chosen to focus our corporate responsibility initiatives on four priority areas where we have the greatest potential to make a positive impact:

The safety, security, and health of our guests The sustainability of our global environment
The vibrancy of the communities where we operate The well-being of our workforce


Click on the Infographic Below to Explore Our 2013 Cornerstones

Leadership Memo


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Memo from the Executive Office
photo of Stein Kruse, President and Chief Executive Officer

At Holland America Line, the foundation of our success is a commitment to doing business responsibly — ensuring the well-being of our guests and employees, enriching our office and port communities, and managing the environmental aspects of our operations. This commitment dates back to our founding 140 years ago, a milestone we were proud to celebrate in 2013.

In keeping with our core values, we firmly believe in setting high standards for corporate responsibility and openly sharing our performance. In this report we’ve outlined our progress since 2010, highlighting major initiatives, achievements and areas of opportunity. We’ll actively leverage these insights as we navigate the course ahead, maintaining our resource investments and striving for continuous improvement.

I want to thank our employees, guests and partners for collaborating with us to explore innovative solutions and work toward our goals. I look forward to seeing what we can accomplish together to support the sustainability of our business and industry in the future. Here’s to the next 140 years.

Sincerely,
Stein Kruse

Stein Kruse, Chief Executive Office, Holland America Group | Holland America Line

Chief Executive Officer, Holland America Group

Our Corporate Responsibility Story


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Holland America Line’s corporate responsibility story began more than 140 years ago, when we first raised anchor as a cargo and passenger carrier under the name Netherlands-American Steamship Company. In 1895, Rotterdam II sailed the first Holland America Line leisure cruise, a round-trip summer voyage between Rotterdam, the Netherlands, and Copenhagen, Denmark. Since the beginning, we’ve taken care to provide world-class travel service that prioritizes the well-being of our employees and guests — as well as the environment and the hundreds of port communities we visit. Our commitment to these priorities has helped us evolve into a global leader in the vacation cruise industry, providing guests with unique access to natural beauty and cultural richness.

Starting five years ago, we began making extensive systemic improvements to our company’s performance tracking. In collaboration with our parent company, Carnival Corporation & plc, we established a working framework for important measurements and sought material areas for improvement. We released this data as the beginning of an ongoing conversation with our stakeholders via our first corporate responsibility report, continuing with an updated 2012 report that follows up on initial findings and provides baseline information for our performance.

The reports detail our efforts to strengthen management systems and performance in alignment with a multiyear corporate restructuring designed to increase operational efficiency. Through 2012 we executed a number of organizational restructuring initiatives and acquisitions including transferring our WorldWide Shore Services operations to Holland America Line N.V.; closing our reservation center in Williston, N.D.; initiating the transfer of our Westmark hotel properties to Holland America — Princess Alaska Tours; assuming management responsibility for the luxury cruise line Seabourn; and opening a dedicated sales office in Sydney, Australia, focusing on the growing international market.

In April 2013 we marked our 140th anniversary with a series of celebrations that showcased more than a century’s worth of evolution. Our business continued to grow as we acquired the McKinley Chalets Hotel at Denali National Park from Aramark Sports and Entertainment Services later that year. Amidst the reorganization, Holland America Line president & CEO Stein Kruse was named CEO of Holland America Group in November 2013, an expanded role that includes the oversight of Holland America – Princess Alaska, Seabourn, Princess Cruises and P&O Australia.

As our company has grown, we’ve made operational adjustments to accommodate the shifting business climate. The fluctuating global economy, rising fuel prices, political volatility in some of the regions where we operate and regulatory changes continued to pose challenges during this reporting period. We’re proud to have addressed these challenges while continuing to drive improvement. Namely, we maintained our already excellent track record for safety and continued improving in critical indicators like fuel efficiency, greenhouse gas emissions and recycling. In addition, we’ve found new ways to expand the impact of our employee development, community giving and volunteerism efforts.

Still, we know there’s much more left to accomplish. We continuously work to improve our performance, and we strive to reduce our safety, security and health incidents to zero. We remain focused on conserving energy and water, reducing emissions and waste, and protecting biodiversity. We’re also exploring new ways to support community causes and empower our employees.

Building from the insights of our previous reports, this 2013 report will help us to measure against existing goals and position us for continued success. We appreciate your interest in our efforts. If you have any questions or ideas you’d like to share with us, please contact us at sustainability@hollandamerica.com.

Report Parameters


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Reporting Scope

ms Rotterdam in Eidfjord, Norway

Information shared in this report is representative of our global operations as illustrated in the 2013 snapshot.

In 2010, we made a commitment to expand our transparency by publicly disclosing the environmental, social and governance performance of our Company, using the internationally recognized Global Reporting Initiative (GRI) Framework.

We work closely with all other operating lines under Carnival Corporation & plc. Together with key stakeholders we address sustainability issues in the cruise industry, in the broader maritime industry and with companies in other industries.

This Sustainability Report covers and prioritizes information on the basis of materiality, sustainability context and stakeholder inclusiveness. It includes entities that meet the criteria of being subject to Holland America Line’s operational control. The information in this Sustainability Report includes significant actions or events in the reporting period, and it does not intentionally exclude relevant information that would influence or inform stakeholder assessments or decisions or that would reflect significant economic, environmental or social impacts.

As greenhouse gas (GHG) emissions represent one of our main operational impacts, we include purchases of shipboard and shoreside energy (fuel and electricity).

There are no changes from last year’s reporting period in the scope, boundary or measurement methods applied in the Sustainability Report for the economic and social indicators. Even though we have increased the size of our fleet, we have normalized the majority of our indicators to take into account this growth, as well as changes in itineraries and guest capacity.

This report addresses Holland America Line’s commitment to the safety, security and health of our passengers; the sustainability of our natural environment; the vibrancy of the communities where we do business; and the well-being of our workforce. It specifically focuses on fiscal years 2010–2013 (December 1, 2009–November 30, 2013) unless otherwise noted.

All references to currency are in U.S. dollars unless otherwise noted.

We used the Global Reporting Initiative’s (GRI) G3.1 Guidelines as a framework for this report. We’ve shared performance information related to 77 indicators that we selected in collaboration with our parent company, Carnival Corporation & plc. Our index can be found here.


Reporting History & Cadence


Our first corporate responsibility report, which focused on fiscal years 2007 to 2009 (December 1, 2006–November 30, 2009), was released in 2010. Our second corporate responsibility report, which focused on fiscal years 2010 to 2012 (December 1, 2010–November 30, 2012).

Beginning with 2014, our goal is to report on our corporate responsibility performance on an annual basis.


Information Integrity


Information provided in this report was compiled in management systems, extracted from databases and verified by Holland America Line management for accuracy. We believe this information fairly represents our corporate responsibility activities and performance results for the reporting period.

Lloyd’s Register Quality Assurance Inc. (LRQA), an affiliate of Lloyd’s Register North America, Inc., was commissioned by Carnival to assure its Greenhouse Gas (GHG) Emissions Inventory and GHG Assertion for the fiscal year (FY) 2013 (December 1, 2012 to November 30, 2013). FY2013 Carnival Corporation & plc sustainability report (page 94-95)

Throughout the report we’ve included links to helpful information that is available on Holland America Line and Carnival Corporation & plc websites, as well as third-party websites.


Terminology


In this report we attempt to avoid the use of industry jargon and provide definitions for terms that aren’t commonly used outside of our industry. Select definitions can be found in the glossary.


Regulatory Landscape


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We adhere to all international, national and state regulations applicable to our vessel operations. Our safety, security, health and environmental practices are based in international convention as established through the International Maritime Organization (IMO) and the International Labour Organization (ILO).

IMO’s Convention for the Safety of Life at Sea (SOLAS) specifies minimum standards for the construction, equipment and operation of ships. Under SOLAS, the International Safety Management (ISM) Code requires that all ships implement a safety management system (SMS), and the International Ship and Port Facility Security (ISPS) Code prescribes measures to enhance the security of ships and port facilities.

IMO also introduced the Convention for the Prevention of Pollution from Ships, more commonly known as MARPOL, to protect the maritime environment from pollution that is either accidental or the result of routine operations. IMO amended MARPOL in 2010, designating the North American Emission Control Area (ECA) to reduce emissions from ships. In compliance with ECA guidelines, we’ve invested in new initiatives that will help minimize our air quality impacts.

Other core international conventions include IMO’s Convention on Standards of Training, Certification, and Watchkeeping for Seafarers (STCW), which establishes consistent minimum requirements across borders, and ILO’s Maritime Labour Convention 2006 (MLC 2006), which aims to protect seafarers’ rights and to secure economic interests through fair competition.

Entered into force in 2013, MLC 2006 was designed to become the fourth pillar of the international regulatory regime for quality shipping alongside SOLAS, STCW and MARPOL. MLC 2006 establishes standards for seafarers' rights to decent conditions of work and helps to create conditions of fair competition for ship owners. Holland America Line complied with all MLC 2006 requirements prior to the convention’s enforcement.

As a long-standing member of the Cruise Lines International Association (CLIA), FY2013 Carnival Corporation & plc sustainability report (page 64) we adhere to a corresponding set of stringent standards that are designed to keep our guests and employees safe, secure and healthy while protecting the environment and providing an industry-leading workplace.

Our ships are registered in the Netherlands, giving the country ultimate authority and responsibility to enforce laws and regulations pertaining to our fleet operations. Additionally, governments in all of the port locations we visit have authority to inspect our ships, including the U.S. Coast Guard when our ships call on U.S. ports.

All ships that call on U.S. ports are also subject to the Cruise Vessel Security and Safety Act (CVSSA), which was passed into law in 2010. We undertook significant efforts to meet CVSSA requirements. FY2013 Carnival Corporation & plc sustainability report (page 88)

In collaboration with our parent company, Carnival Corporation & plc, we continue to develop and implement policies and procedures that exceed regulatory requirements. We are constantly working to reduce our air emissions and to improve air quality by evaluating new and established technological solutions. This began in November 2006, the Puget Sound Clean Air Agency (PSCAA) received a grant from the United States Environmental Protection Agency (USEPA) to evaluate whether this technology could be successfully designed, installed and operated within the tight confines of Holland America Line cruise ship, the ms Zaandam. Further information about the maritime regulatory landscape can be found in the FY2013 Carnival Corporation & plc sustainability report on pages 78–92.

Glossary


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Audit
Systematic, documented, periodic and objective assessment of an organization’s performance, management systems and process.

Advanced Waste Water Purification Systems (AWWPS)
Onboard sewage (black water and gray water) treatment equipment that uses filtration, biological digestion, ultrafiltration and ultraviolet light to remove constituents of concern from the wastewater prior to overboard discharge. These systems typically achieve a higher standard of treatment than municipal wastewater systems.

Available Lower Berth (ALB)
Total number of passenger beds available on a cruise ship, assuming two people occupy each stateroom.

Ballast Water
Seawater that is taken on board a ship to optimize propeller immersion, steering and vessel trim and draft.

Bilge Water
Water that collects in the lowest part of the ship from equipment washing and minor equipment leaks.

Biodiversity
The variation, interdependence and health of life forms in a particular ecosystem.

Black Water
Wastewater containing fecal matter and urine, also known as sewage. Black water on cruise ships is collected from toilets, urinals and medical sinks.

Bunkered Water
Potable water that is purchased from a municipal system at a port and stored on board in tanks.

Career Roadmap
Holland America Line's performance appraisal and management system which illustrates key education and skill sets required for each position.

Carnival Corporation & plc
The world's largest cruise operator, comprising 11 cruise brands including Holland America Line. Carnival has headquarters in Carnival Place in Doral, Fla., and in Southampton, England.

CFC-11e
A measure used to compare various substances based on their relative ozone depletion potential.

Chlorofluorocarbons (CFCs)
Commonly known by the trade name “Freon,” used primarily as a refrigerant in air-conditioning and refrigeration systems and equipment. CFCs are known to have destructive effects on the ozone layer. For this reason their use has now been banned by legislation.

CO2e
A measure used to compare the emissions from various greenhouse gases (GHGs) based on their global warming potential (GWP). The CO2 equivalent for a gas is derived by multiplying the tonnes of the gas by the associated GWP.

Direct Emissions
Emissions from sources that are owned or controlled by the reporting organization. For example, direct emissions related to combustion would arise from burning fuel for energy within the reporting organization’s boundaries.

Condensate
Water that is collected from the condensation on our air conditioning units. Condensate is used as "technical water," primarily for cleaning purposes.

Cruise Lines International Association (CLIA)
A trade association that advocates industry positions to key domestic and international regulatory organizations, policymakers and other industry partners; actively monitors international shipping policy; and develops recommendations to its membership on a wide variety of issues. Holland America Line is a CLIA member.

Environmental Aspect
Element of Company activities that may have a significant impact on the environment directly and/or indirectly.

Environmental Impact
How an environmental aspect may affect the environment.

Environmental Management System (EMS)
Our ISO 14001 certified system that provides our ships with global policies and procedures that apply on the high seas and in all of the ports upon which we call, ensuring a set of standards that meets the most stringent international regulations and ensures that we efficiently manage our environmental aspects.

Footprint
The amount of environmental impact related to a specific resource.

Galley
Kitchens and other areas for food preparation on a ship.

Global Reporting Initiative (GRI)
The world's most widely used standard for sustainability reporting. The GRI seeks to make sustainability reporting by all organizations as routine as, and comparable to, financial reporting.

Global Warming Potential (GWP)
A relative measure of how much heat a greenhouse gas traps in the atmosphere. It compares the amount of the heat trapped by a certain mass of the gas in question to the amount of the heat trapped by a similar mass of carbon dioxide. A GWP is calculated over a specific time interval, commonly 20, 100 or 500 years.

Gray Water
Wastewater that is generated from activities such as laundry, dishwashing and bathing.

Greenhouse Gas (GHG)
A gas in the atmosphere that absorbs and emits radiation within the thermal infrared range. This process is the fundamental cause of the greenhouse effect, which many believe is the cause of global warming. The primary greenhouse gases in Earth’s atmosphere are water vapor, carbon dioxide, methane, nitrous oxide and ozone. Greenhouse gases greatly affect the temperature of the Earth; without them, Earth’s surface would be on average about 33 degrees C (59 degrees F) colder than at present. The greenhouse gases thought to be major contributors to global warming are carbon dioxide (CO2); methane and biomethane emissions (CH4); nitrogen oxide (N2O) and chlorofluorocarbons (CFC).

Guest Satisfaction Survey (GSS)
A survey we ask our guests to submit one day prior to the end of each voyage. Guests rank their experience based on a range of factors including services, facilities, food and beverages, entertainment and excursions.

Heating, Ventilation and Cooling (HVAC) System
The technology of indoor environmental climate control.

Heavy Fuel Oil (HFO)
A type of blended oil used in our engines and made from the residues of various refinery distillation and cracking processes.

Housekeeping
Function of our marine hotel department that cleans and refreshes staterooms and public spaces on our ships.

Hull
The watertight external shell of a ship.

Incinerator Ash
What remains after we burn select solid waste in our onboard incinerators.

Indicator
A metric used to identify impacts from specific aspects of operations.

Indirect Emissions
Emissions that result from the activities of the reporting organization but that are generated at sources owned or controlled by another organization. In the context of this indicator, indirect emissions refer to greenhouse gas emissions from the generation of electricity, heat or steam that is imported and consumed by the reporting organization.

Indirect Energy
Energy produced outside the reporting organization’s boundary that is consumed to supply energy for the organization’s energy needs (e.g., electricity, or for heating and cooling). The most common example is fuel consumed outside the reporting organization’s boundary in order to generate electricity to be used inside the organization’s boundary.

International Association of Antarctic Tour Operators (IAATO)
An association whose primary goal is to promote safe and environmentally responsible travel in Antarctica.

International Labor Organization (ILO)
The United Nations' specialized agency that seeks the promotion of social justice and internationally recognized human and labor rights.

International Maritime Organization (IMO)
The United Nations' specialized agency responsible for improving maritime safety and preventing pollution from ships.

International Organization for Standardization (ISO)
An international standard-setting body composed of representatives from various national standards organizations. An ISO Standard is an international specification that establishes a common framework of reference or a common technical language between suppliers and customers, thus facilitating trade and transfer of technology.

International Safety Management Code (ISM)
An international standard for the safe management and operation of ships and the prevention of pollution.

International Ship and Port Security (ISPS) Code
A part of SOLAS that prescribes responsibilities of governments, shipping companies, shipboard personnel and port/facility personnel to "detect security threats and take preventative measures against security incidents affecting ships or port facilities used in international trade."

ISO 14001
Global standards for environmental management systems developed by the International Organization for Standardization.

Learning Management System (LMS)
Our computer-based-training delivery system that delivers identical training across our fleet and enables real-time recordkeeping.

Lloyd's Register (LR)
Our classification society. LR establishes and maintains rules for the construction and maintenance of our ships.

Marine Sanitation Devices (MSDs)
Traditionally, MSDs employ filtration, maceration and chlorination technologies to treat black water. Black water treated through a traditional MSD (as opposed to an AWWPS) is discharged from the ship when it is more than 12 nautical miles from land and travelling at a speed greater than six knots.

MARPOL
Short for "Marine Pollution" and also known as the International Convention for the Prevention of Pollution from Ships, MARPOL was designed to minimize pollution of the seas from solid waste, oil and exhaust. It's one of the most important international marine environmental conventions.

Materiality
Indicates the importance or significance of an amount or discrepancy.

MLC 2006
The International Labour Organisation (ILO) has adopted the Maritime Labour Convention, 2006 (MLC, 2006). A Maritime Labour Certificate (MLC) and a Declaration of Maritime Labour Compliance (DMLC) are required to ensure compliance with the Convention for all ships above 500 tons in international trade.

No Discharge Zone
A marine sanctuary classified by a government agency where no waste or wastewater is released from the ship.

NOx
Oxides of nitrogen are a family of gases released from the combustion of fuel.

Ozone Depleting Potential (ODP)
The relative potential of various gases to deplete the ozone in the atmosphere.

Ozone-Depleting Substances (ODS)
Any substance with an ozone depletion potential greater that zero that can deplete the stratospheric ozone layer. Most ozone-depleting substances are regulated under the Montréal Protocol and its amendments and include CFCs, HCFCs, halons and methyl bromide.

Passenger Berth Day (PBD)
Each day that a passenger occupies a berth on our ships.

Personnel Excellence Program
A comprehensive approach to enriching every aspect of our shipboard employees' lives including health, personal development, finances, recreation, entertainment, spirituality, community support and commuting.

Primary Source
The initial form of energy consumed to satisfy the reporting organization’s energy demand. This energy is used either to provide final energy services (e.g., space heating, transport) or to produce intermediate forms of energy, such as electricity and heat.

Produced Water
Water that is created from our onboard evaporation equipment.

Protected Areas
A geographically defined area that is designated, regulated or managed to achieve specific conservation objectives.

Refrigerants
Gases that are used in our air-conditioning and refrigeration systems on board.

Safety Management System (SMS)
Our ISM code-certified system that informs our employees how to perform their duties in accordance with all safety and environmental laws.

Safety of Life at Sea (SOLAS) Convention
The most important international maritime safety treaty. It ensures that ships flagged by signatory States comply with minimum safety standards in construction, equipment and operation.

Solid Waste
All used and discarded material produced on board by guests or ship operations. This includes solid waste disposed ashore, waste recycled ashore, materials that are incinerated on board, food waste and ground glass disposed at sea, and hazardous waste disposed and/or recycled ashore.

SOx
Oxides of sulfur are a family of gases released from the combustion of fuel that contains sulfur. The quantity of oxides of sulfur is proportional to the quantity of sulfur in the fuel.

Stakeholder
A person, group, organization or system that affects or can be affected by our organization's actions.

STCW
The 1978 International Convention on Standards of Training, Certification, and Watchkeeping for Seafarers (STCW), which established qualification standards for masters, officers and watch personnel on seagoing merchant ships.

Toxicity
The degree to which a substance can cause damage to an exposed organism.

Turnover
The rate at which an organization gains and loses staff.

GRI Index


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G3.1 Performance Disclosures & Indicators

KEY:
full circle Full Circle: Fully Reported
half circle Half Circle: Partially Reported
empty circle Empty Circle: No Information Available


Standard Disclosures Part I: Profile Disclosures


Information Reported (2013)


Location


Strategy and Analysis (1)

1.1

Statement from the senior decision-maker of the organization

full circle

Leadership Memo

1.2

Description of key impacts, risks and opportunities

full circle

About Us


Organizational Profile (2)

2.1

Name of the organization

full circle

About Us

2.2

Primary brands, products, and/or services

full circle

Our Corporate Responsibility Story; About Us

2.3

Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures

full circle

Our Corporate Responsibility Story; About Us

2.4

Location of organization's headquarters

full circle

Our Company Profile

2.5

Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report

full circle

Our Corporate Responsibility Story; Our Company Profile; Employees; Environment

2.6

Nature of ownership and legal form

full circle

Our Corporate Responsibility Story; Carnival Corporation & plc Investor Relations: Governance

2.7

Markets served

full circle

Our Company Profile; Community

2.8

Scale of the reporting organization

full circle

Our Corporate Responsibility Story; Our Company Profile; Employees: Workforce Snapshot; Carnival Corporation & plc 2013 Annual Report (page 36)

2.9

Significant changes during the reporting period regarding size, structure, or ownership

full circle

About Us

2.10

Awards received in the reporting period

full circle

Awards and Accolades


Report Parameters (3)

3.1

Reporting period

full circle

Report Parameters

3.2

Date of most recent previous report

full circle

About Us; Report Parameters

3.3

Reporting cycle

full circle

Report Parameters

3.4

Contact point for questions regarding the report or its contents

full circle

About Us

3.5

Process for defining report content

full circle

Report Parameters

3.6

Boundary of the report

full circle

Our Company Profile; Report Parameters

3.7

State any specific limitations on the scope or boundary of the report

full circle

Report Parameters

3.8

Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and other entities that can significantly affect comparability from period to period and/or between organizations

full circle

About Us; Employees

3.9

Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols

full circle

Report Parameters

3.10

Explanation of the effect of any re-statements of information provided in earlier reports and the reasons for such re-statement

full circle

Report Parameters

3.11

Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report

full circle

Report Parameters

3.12

Table identifying the location of the Standard Disclosures in the report

full circle

GRI Index

3.13

Policy and current practice with regard to seeking external assurance for the report

full circle

Carnival Corporation & plc 2013 Sustainability Report (pages 94 – 95)


Governance, Commitments, and Engagement (4)

4.1

Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight

full circle

Carnival Corporation & plc Corporate Governance

4.2

Indicate whether the chair of the highest governance body is also an executive officer

full circle

Executive TeamCarnival Corporation & plc Corporate Governance

4.3

For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members

full circle

Carnival Corporation & plc 2013 Sustainability Report (page 20)

4.4

Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body

full circle

Carnival Corporation & plc Corporate Governance: Communicating with the Board

4.5

Linkage between compensation for members of the highest governance body, senior managers and executives and the organization's performance

full circle

Carnival Corporation & plc 2013 Sustainability Report (page 21)

4.6

Processes in place for the highest governance body to ensure conflicts of interest are avoided

full circle

Carnival Corporation & plc Corporate Governance: Business Conduct and Ethics (page 10)

4.7

Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental and social topics

full circle

Carnival Corporation & plc 2013 Sustainability Report (page 21); Carnival Corporation & plc Corporate Governance: Governance Guidelines

4.8

Internally developed statements of mission or values, codes of conduct and principles relevant to economic, environmental and social performance and the status of their implementation

full circle

About Us; Mission & Values

 

4.9

Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles

full circle

Carnival Corporation & plc 2013 Sustainability Report (page 21)

 

4.10

Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance

full circle

Carnival Corporation & plc Corporate Governance: Governance Guidelines

4.11

Explanation of whether and how the precautionary approach or principle is addressed by the organization

full circle

Report Parameters; Carnival Corporation & plc 2013 Sustainability Report (page 30)

4.12

Externally developed economic, environmental and social charters, principles or other initiatives to which the organization subscribes or endorses

full circle

Regulatory Landscape; Safety, Security & Health; Environment; Employees; Carnival Corporation & plc 2013 Sustainability Report (pages 78–92)

4.13

Memberships in associations and/or national/international advocacy organizations in which the organization: Has positions in governance bodies; Participates in projects or committees; Provides substantive funding beyond routine membership dues; or Views membership as strategic

full circle

Carnival Corporation & plc 2013 Sustainability Report (page 24)

 

 

4.14

List of stakeholder groups engaged by the organization

full circle

About Us; Employees; Community; Board Participation; Carnival Corporation & plc 2013 Sustainability Report (page 24)

4.15

Basis for identification and selection of stakeholders with whom to engage

full circle

Community; Carnival Corporation & plc 2013 Sustainability Report (page 24)

4.16

Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group

full circle

Community; Carnival Corporation & plc 2013 Sustainability Report (page 24)

4.17

Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting

full circle

Community; Carnival Corporation & plc 2013 Sustainability Report (pages 24–25)


Standard Disclosures Part III: Performance Indicators


Economic Performance

EC1

Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings and payments to capital providers and governments

full circle

Our Company Profile; Community; Carnival Corporation & plc 2013 Sustainability Report (page 61); Carnival Corporation & plc 2013 Annual Report (page 36)

 


Environmental Performance

EN3

Direct energy consumption by primary energy source

full circle

Environment: Energy & Emissions

EN4

Indirect energy consumption by primary source

full circle

Environment: Energy & Emissions

EN6

Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives

full circle

Environment: Energy & Emissions

EN8

Total water withdrawal by source

full circle

Environment: Water

EN13

Habitats protected or restored

full circle

Community: Giving and Volunteerism; Environment: Biodiversity

EN16

Total direct and indirect greenhouse gas emissions by weight

full circle

Environment: Energy & Emissions

EN18

Initiatives to reduce greenhouse gas emissions and reductions achieved

full circle

Environment: Energy & Emissions

EN19

Emissions of ozone-depleting substances by weight

full circle

Environment: Energy & Emissions

EN20

NOx, SOx, and other significant air emissions by type and weight

full circle

Environment: Energy & Emissions

EN21

Total water discharge by quality and destination

full circle

Environment: Water

EN22

Total weight of waste by type and disposal method

full circle

Environment: Solid Waste

EN23

Total number and volume of significant spills

full circle

Environment: Water

EN26

Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation

full circle

Environment: Energy & Emissions; Environment: Water; Environment: Biodiversity

 

EN28

Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations

full circle

Environment: Water

 


Social: Labor Practices and Decent Work

LA1

Total workforce by employment type, employment contract and region

full circle

Employees: Workforce Snapshot

LA2

Total number and rate of employee turnover by age group, gender, and region

half circle

Employees: Retention

LA4

Percentage of employees covered by collective bargaining agreements

full circle

Employees: Labor Relations & Fair Employment

LA5

Minimum notice period regarding operation changes

half circle

Employees: Workforce Snapshot

LA6

Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs

full circle

Safety, Security & Health: Employee Training; Carnival Corporation & plc 2013 Sustainability Report (page 33)

 

 

LA7

Rates of injury, occupational diseases, lost days and absenteeism, and number of work-related fatalities by region

half circle

Safety, Security & Health: Employee Training; Carnival Corporation & plc 2013 Sustainability Report (pages 76–77)

 

LA10

Average hours of training per year per employee by employee category

full circle

Employees: Training & Development

LA12

Percentage of employees receiving regular performance and career development reviews

full circle

Employees: Recruitment & Retention


Social: Human Rights

HR4

Incidents of discrimination

full circle

Employees: Labor Relations & Fair Employment; Carnival Corporation & plc 2013 Sustainability Report (pages 66–67)

 

HR5

Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights

half circle

Employees: Labor Relations & Fair Employment; Carnival Corporation & plc 2013 Sustainability Report (page 71)

 

HR6

Operations and significant suppliers identified as having significant risk for incidents of child labor

half circle

Employees: Labor Relations & Fair Employment; Carnival Corporation & plc 2013 Sustainability Report (page 71)

HR7

Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor

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Employees: Labor Relations & Fair Employment; Carnival Corporation & plc 2013 Sustainability Report (Page 71-72)

 


Social: Society

SO1

Nature, scope and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating and exiting

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Community: Our Communities & Giving and Volunteerism

SO3

Percentage of employees trained in organization's anti-corruption policies and procedures

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Carnival Corporation &; plc 2013 Sustainability Report (pages 25, 67 & 69)

SO5

Public policy positions and participation in public policy development and lobbying

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Carnival Corporation & plc 2013 Sustainability Report (page 64–65)

SO8

Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws, and regulations

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Carnival Corporation & plc 2013 Sustainability Report (page 24)


Social: Product Responsibility

PR1

Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures

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Carnival Corporation & plc 2013 Sustainability Report (pages 32–33, 35–39)

PR2

Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes

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Safety, Security, & Health: Health

PR5

Practices related to customer satisfaction, including results of surveys measuring customer satisfaction

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Our Corporate Responsibility Story (landing page – guest satisfaction survey)

PR8

Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data

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Safety, Security & Health: Security; Carnival Corporation & plc 2013 Sustainability Report (pages 25 & 73)




Safety, Security & Health


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At Holland America Line we have a great responsibility to safeguard the well-being of our guests and crew members. Ongoing training and adherence to rigorous standards are vital components of our safety, security and health strategies. As is the case in all areas of our operations, we closely monitor our performance and continuously strive for improvement, aiming to exceed regulatory requirements. In collaboration with our parent company, Carnival Corporation & plc, we update our policies and procedures on an ongoing basis to leverage new insights and innovations. We also share best practices among our shipboard and shoreside employees, our peers and other stakeholders to strengthen the impact of our efforts.

Learn about our Regulatory Landscape.

Safety


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Safety

An uncompromising commitment to safety is core to our company values. It applies to all areas of our operations, from ship design and maintenance to employee training programs and emergency preparedness. We’re proud to maintain an excellent safety record.


Management System:


The Holland America Line Safety Management System (SMS) is core to our company operations. It goes beyond the requirements of the International Safety Management (ISM) Code to address broader considerations such as compliance with the Maritime Labour Convention 2006 (MLC 2006), workplace safety, resource conservation and our dedication to high quality and performance. It’s also subject to ongoing internal and external audits and inspections to ensure the effectiveness of our policies, procedures and continuous improvement initiatives.

We’re currently in the process of adapting our SMS to align with a comprehensive management system formalized by Carnival Corporation & plc in 2013. This system, known internally as our Health, Environment, Safety and Security (HESS) management system, aims to ensure the consistent application of best practices across all corporate lines. As the HESS system evolves, the Holland America Line SMS will be updated accordingly.


Ship Design:


Construction of the ms Koningsdam

Lloyd’s Register, our maritime classification society, establishes and maintains guidelines for the construction and maintenance of our ships. Adherence to these guidelines is monitored in part through the implementation of regulatory surveys such as the passenger ship safety survey, which is administered by Lloyd’s Register on an annual basis.

To ensure structural integrity, our ships have double tanks and a cofferdam and are constructed with a collision bulkhead near the bow. Subdivided into multiple watertight compartments, our ships can sustain flooding in up to two adjacent compartments and still remain afloat. As part of our everyday operations, we leverage computerized stability systems to support ship safety. We also have contracts with partners who can provide stability expertise from the shore on an as-needed basis.

Our ships are equipped with automated fire detection and suppression systems in all staterooms, galleys, control rooms, mooring decks and public areas. Galley exhaust, water mist and CO2 suppression systems on our ships are specially designed to isolate, contain and extinguish fires. We continue to invest in adding new fire safety systems and improving existing systems, leveraging proven technologies such as infrared detectors and infrared handheld cameras.

Additionally, advanced navigational, weather monitoring and communication technologies are critical components of our ship design. For example, in the event of inclement weather, our ship performance optimization system enables the captain to adjust route calculations based on forecast information and the ship’s specific characteristics. We’ve also invested in a fleet-wide satellite phone system to ensure constant global coverage.


Employee Training:


Accident prevention at Holland America Line is built on a solid workplace safety program that uses job hazard analyses and toolbox discussions to evaluate and manage risk. We foster a strong safety culture that allows our officers and crew members to learn from accidents when they do occur, reducing the likelihood of recurrences.

Our commitment to safety is reflected throughout our training and development programs. Shaped in accordance with the Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW), these programs also address emergency preparedness, security, health and sanitation, ethics, company policies and procedures, regulatory requirements and job-specific skills. In addition, our employee-led Safety Committee is focused on sharing best practices to drive continuous improvement. For more information, view the Employee Training & Development section.

A significant portion of our employee training program content is dedicated to the prevention of shipboard accidents. Any injury sustained by a shipboard employee or contractor must be reported according to our guidelines, whether it occurs during working or rest hours, on board the ship or during shore excursions. In 2013, a total of 74 incidents were reported among our shipboard employees, impacting less than 1 percent of our workforce. We continue to strive for improvement in this area, and we won’t be satisfied until incidents are reduced to zero.


Emergency Preparedness:


life jacket demonstration

Our contingency plans are designed to handle shipboard emergencies with immediate and effective support. In case of an actual emergency, our ships are equipped with life jackets, lifeboats and emergency supplies for every guest and every crew member on board. And all of our ships are equipped with emergency location lighting and broadcast communication equipment, including the Global Maritime Distress Safety System (GMDSS).

Since 2010 we’ve implemented mandatory shipboard safety briefings for all of our guests prior to the start of each voyage. Upon boarding our ships, guests also receive written safety instructions in their preferred language. If more than 30 percent of our guests primarily speak a language other than English, we conduct the live safety briefings in multiple languages. We provide written safety information and a copy of the lifeboat drill safety speech to our guests who are deaf or hard of hearing.

In 2013 we opened a state-of-the-art emergency response center at our headquarters office in Seattle, Wash. Periodic announced and unannounced drills are conducted at the center to ensure shoreside teams are fully prepared to assist ships in cases of severe weather or emergency.



Security


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As is the case with our safety programs, we’ve developed security standards that go beyond regulatory requirements to protect our guests and employees.

screening luggage

Shipboard Security Teams


Our ships are staffed with dedicated security teams responsible for managing systems and enforcing policies around the clock. Led by officers who have extensive experience in law enforcement and maritime security as well as specialized training in investigations and emergency planning, our shipboard security teams are fully certified in accordance with the provisions of STCW, the Maritime Transportation Security Act (MTSA), the International Ship and Port Facility Security (ISPS) Code and the Cruise Vessel Security and Safety Act (CVSSA).

In addition to the specialized training we provide for security teams, we require each and every shipboard employee to participate in security training in accordance with the provisions of STCW and ISPS. We also conduct regular security drills and exercises in coordination with government agencies.


Technology & Tools


We regularly upgrade our shipboard screening and surveillance systems to leverage technology advancements. These systems enable us to effectively monitor and control ship access and screen both passengers and luggage.

We also ensure all ships are equipped with the necessary tools for internal and external communication in the event of a security incident.


Privacy


We respect the privacy of our guests and crew, and we have implemented policies and procedures designed to safeguard their personal information. Holland America Line is compliant with U.S. and European Union requirements, including standards for protecting information relating to the acceptance of credit and debit cards for payment. We also take steps to assure the privacy of our hollandamerica.com website users. Our website privacy policy discloses how we collect, protect, use and share information gathered on our website.



Health


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Health

Our public health program is built around worldwide public health and sanitation regulations and best practices. The program and its implementation are monitored internally by public health specialists and externally by national and port health authorities.

For example, in the U.S. we voluntarily work with the Centers for Disease Control and Prevention (CDC), an agency of the U.S. Department of Health and Human Services which oversees health and sanitation conditions on commercial vessels visiting U.S. ports. The CDC provides guidelines, reviews plans and conducts onsite inspections during all new ship builds or renovations. We continue to work with the CDC throughout a ship’s life, maintaining regular inspections and conducting employee training and guest education. In addition, our employee-led Health and Sanitation Committee is focused on sharing best practices to drive continuous improvement.

Vessel Sanitation


All Holland America Line ships that call on U.S. ports voluntarily participate in unannounced, twice-yearly inspections by the CDC’s Vessel Sanitation Program (VSP), which aims to prevent and control the introduction, transmission and spread of illnesses on cruise ships. Areas of inspection include medical facilities, potable water systems, swimming pools and whirlpool spas, galleys and dining rooms, child activity centers, hotel accommodations, ventilation systems and common spaces. In order to pass inspections, ships must score a minimum of 86 out of 100 points.

In 2013, 14 of our ships participated in inspections, with four scoring 100 points, 10 scoring 86–99 points and none scoring less than 86 points. If a ship receives a less than satisfactory score, we take immediate corrective action.

We proactively share our experience and knowledge in this area by contributing to the CDC’s periodic VSP operations manual updates, the most recent of which was released in 2011. Whereas VSP is voluntary and focused on ships that call on U.S. ports, similar inspections by the Public Health Agency of Canada (PHAC) are required by law for all ships that call on Canadian ports. Additionally, our ships may be inspected by health agencies in any of the countries we visit outside of North America.

Food Sourcing

Food Sourcing

Whenever possible, we source food supplies in accordance with ISO 22000, the International Organization for Standardization’s guidelines for food safety, and Hazard Analysis and Critical Control Points (HACCP), a preventative approach to food safety hazards. To ensure the freshness of fruits, vegetables and other perishables, in some cases we’re required to purchase food supplies in regions that are not covered by these standards.

Hand Washing Pilot


To assist with prevention and control of the spread of common viruses on board, in 2010 we introduced a new hand-washing pilot program. This began on the ms Veendam with the addition of easy-access hand-washing stations. Since the installation was completed in 2011, during the first year, reportable acute gastrointestinal illness cases have decreased by 44 percent. Based on the success of this pilot project, we retrofitted a second ship, the ms Zaandam, in 2013. In the future we plan to equip all new Holland America Line ships with easy-access hand-washing stations.

Education


We believe education is one of the most important components of illness prevention on our ships. From the first day guests and crew members arrive on board, we provide guidance on hand washing, food and water consumption and other health measures as part of mandatory preparedness drills. We dispatch three public health officers who serve as traveling trainers, ensuring our employees are adhering to current standards.

We also provide health information in our guests’ staterooms via television programming and special notices delivered prior to visiting ports of call where there is increased risk for contracting an illness. Additionally, we offer guests easy access to a hand sanitizing product that has been specially formulated to combat norovirus. In the event that guests or crew members require medical attention, they are asked to remain in their staterooms, and we have trained personnel present on all of our ships to assist.



Environment


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At Holland America Line we’re deeply committed to sustainability. It’s our duty as a corporate citizen to manage the environmental aspects of our operations, and it’s one of the most important actions we can take to ensure our business and our industry will continue to thrive in the years to come. We’re partnering with our employees, suppliers, peers and other stakeholders across our value chain to develop innovative solutions and share best practices that will enable us to collectively conserve energy and water, reduce waste and atmospheric emissions, and protect biodiversity.

Management System


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Sustainability: Management System

We manage the environmental aspects of our operations through our Environmental Management System (EMS), which was recertified under the ISO 14001 standard by Lloyd’s Register Quality Assurance in 2012.

We’re currently in the process of adapting our EMS to align with a comprehensive management system being formalized by our parent company, Carnival Corporation & plc. This system, known internally as the Health, Environment, Safety and Security (HESS) Management System, aims to ensure the consistent application of best practices across all corporate lines. As HESS evolves, the Holland America Line EMS will be updated accordingly.

We’re working to integrate sustainability into all areas of our business, with a strategic focus on optimizing our operations to maximize efficiency; exploring new ideas and technology to improve performance; and strengthening our data collection, analysis and management processes.

We established the following environmental goals for 2013:

2013 Target Against 2012 Performance

2013 Performance

Reduce fuel consumption by 2 percent

3.2 percent reduction – exceeded goal

Reduce refrigerant releases by 5 percent

5 percent reduction – met goal

Reduce water consumption by 2 percent

1.5 percent reduction – did not meet goal

Increase recycling by 5 percent

2.8 percent increase – did not meet goal



All of our shipboard employees have environmental responsibilities incorporated into their duties. They receive environmental training during their first day on board and are supported on an ongoing basis by our shoreside employees who develop policies and procedures and facilitate communication across the fleet. In addition, each ship in our fleet has a full-time Safety, Environment & Health Officer who oversees environmental compliance and implementation of procedures. Officers report to ship captains and have a direct line of communication to our shoreside environmental management team. Despite the many miles that separate our employees, we share common goals and embrace opportunities for continuous improvement through our internal award-winning quarterly HESS Newsletter.

In 2010 we were named the World’s Leading Green Cruise Line by the World Travel Awards and the Marine Environmental Business of the Year by the Port of Seattle. In 2012 we received our second Rear Admiral William M. Benkert Gold Environmental Protection Award from the U.S. Coast Guard and a platinum-level Green Gateway Award from the Port of Seattle. And in 2013 we received the Sustainable Tourism Award from HSMAI (Hospitality Sales and Marketing Association International) and National Geographic Traveler, as well as the Ocean Stewardship and Sustainability Award from the Alaska SeaLife Center. See our full list of awards and accolades.

We adhere to local, national and international environmental laws and regulations in the jurisdictions where our ships sail. Our environmental practices comply or exceed the requirements of the International Maritime Organization (IMO). The Convention for the Prevention of Pollution from Ships — also known as MARPOL — establishes regulations to protect the maritime environment from pollution that is either accidental or the result of routine operations.

In 2010 the IMO amended MARPOL to implement the North American Emission Control Area (ECA), which is intended to reduce emissions from ships traveling in the region. This ECA extends up to 200 nautical miles from the coasts of the U.S., Canada and the French territories. As a result, we’re investing in new, cost-effective technology to reduce our emissions of sulfur oxides and particulate matter. Over the next three years we’ll collaborate with our Carnival Corporation & plc peers to develop and deploy exhaust gas cleaning systems with the potential to meet ECA fuel sulfur standards at a lower cost than switching to low-sulfur fuel.

Learn about our Regulatory Landscape.



Energy


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Sustainability: Energy

Responsible energy management is an important component of our sustainability strategy — it’s one of the most powerful levers we have to reduce our environmental footprint while supporting the bottom line. We’re making progress in this area by ensuring our ships are designed and operated as efficiently as possible while identifying opportunities to reduce emissions through the use of new technology.


Direct Energy — Fuel Use


We strive to save fuel — the primary source of direct energy used by our fleet — by traveling fewer miles, selecting itineraries that allow optimum ship speed, maintaining equipment in accordance with manufacturers’ specifications, circulating monthly fuel use data to support awareness across ships, and sharing fuel conservation best practices.

Our ships are propelled by diesel electric generators, which are inherently more efficient than traditional marine propulsion systems because we can optimize the load between propulsion and other operational needs. A majority of the electricity we generate on board our ships is used to operate our propulsion system, while the remainder is used to power our lighting, heating, ventilation, air conditioning and refrigeration systems.

In 2013 our 15-ship fleet used more than 416,300 metric tonnes of fuel, generating over 17 million gigajoules of energy. As a result of our successful fuel efficiency initiatives, our ship fuel consumption rate — normalized for ship capacity and distance traveled — declined by 3.2 percent against 2012 performance, exceeding our 2 percent goal. Between 2011 and 2013, we reduced the total amount of fuel used by the fleet by more than 11 percent.



We use high-sulfur fuel oil (HSFO), low-sulfur fuel oil (LSFO) and marine gas oil (MGO) to power our ships. LSFO and MGO generate fewer sulfur oxide emissions, and we use these fuels in emission control areas as required. In 2013, 52 percent of fuel used was LSFO or MGO. The remaining 48 percent was HSFO.

EN 20 – SHIP FUEL BREAKDOWN

The GHG emissions generated by our operations are primarily from fuel burned by ships. These emissions include greenhouse gases, nitrogen oxides (NOx), sulfur oxides (SOx) and particulate matter (PM).


Greenhouse Gas (GHG) Emissions


Recognizing that GHG emissions are a significant threat to our industry, Carnival Corporation & plc set a 2015 target for Holland America Line and our sister cruise lines to reduce the intensity of emissions from shipboard operations by 20 percent against 2005 performance. In 2013, the corporation’s GHG emission rate was reduced by 19.3 percent, putting us on track to achieve the goal. (Carnival Corporation & plc Sustainability Report Fiscal Year 2013, page 43)

In 2013 our operations generated emissions equivalent to more than 1.3 million metric tonnes of carbon dioxide. A vast majority were direct GHG emissions from our ships’ fuel consumption. Our indirect emissions were generated by electricity purchased for our offices and our ships that have the capacity to use electrical power.



As a result of our ship fuel efficiency strategies, from 2010 to 2013 we successfully reduced our GHG emission rate, which is normalized for ship capacity and distance travelled. Between 2010 and 2013, we reduced the total quantity of GHGs emitted from our ship operations by 7 percent. During the same period, we reduced our emissions of nitrogen oxides, sulfur oxides and particulate matter by 10 percent, 30 percent and 8 percent, respectively.




Refrigerant Releases


Our ships are equipped with cooling systems to preserve food and keep our guests comfortable. These systems use refrigerant gases — some of which can damage the earth’s ozone layer. In recent years we’ve improved our systems to minimize inadvertent release of refrigerant gas into the environment, and we’re also using refrigerants that cause lower impact to the atmosphere. Today all of our Vista- and Signature-class ships, which account for one-third of our fleet, use zero-ozone-depleting potential (ODP) refrigerant gases. Across our fleet, between 2010 and 2013, releases of refrigerant gases decreased by 12 percent, and releases of ozone-depleting substance (ODS) gases decreased by 70 percent.

In 2013 our goal was to achieve a 5 percent year-over-year reduction in the quantity of refrigerant gas released from our ships. We reached this target and will continue to work on minimizing refrigerant releases in the future.

EN 19 – SHIP FUGITIVE REFRIGERANT RELEASES & EMISSIONS OF OZONE-DEPLETING SUBSTANCES

Indirect Energy – Electricity Purchases


We purchase electricity for our office use and for ships that have the capacity to use electrical power at ports in Seattle, Wash.; San Diego, Calif.; and Vancouver, B.C. In Seattle and Vancouver electrical energy is generated by hydropower, which produces almost no emissions of conventional pollutants or greenhouse gases.

In 2013 we purchased 7,978 megawatt-hours of electricity for our offices and fleet.

EN 4 – INDIRECT ENERGY CONSUMPTION

Our indirect greenhouse gas emissions account for a small portion of our overall emissions. View data for our indirect greenhouse gas emissions..

Water


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Sustainability: Water

Fresh water is vital to our shipboard operations. It allows passengers to bathe and stay hydrated, and it’s used to prepare food, sanitize kitchen tools and surfaces, wash linens and clothes and clean engine room equipment as well as staterooms and public areas.


Sources & Use


Our fresh water comes from three different sources: produced water (seawater that is either evaporated and re-condensed or produced by a reverse osmosis plant and treated with minerals and chlorine); bunkered water, which is purchased from port communities and stored in designated potable water holding tanks; and condensate, which on some ships is collected from our air conditioning units and used for technical cleaning purposes. We bunker water from ports where we know water is plentiful, high in quality and costs less than the fuel needed to produce water on board.

In 2013 our fleet used nearly 2.9 million metric tonnes of water. Seventy-five percent was produced on board and 25 percent was bunkered, or purchased from shore. Because the quantity of condensate generated can’t be measured for all ships in the fleet, it is not reflected in our data.

EN 8 – TOTAL WATER CONSUMPTION & CONSUMPTION RATE

In 2013 our operations used 244 liters of water per person per day. While this is 29 percent less than the 341 liters used per person per day in the average U.S. household, it represents a 10 percent increase in our consumption rate against 2010, our best water performance year.

We reduced water consumption by 1.5 percent in 2013, falling short of our 2 percent year-over-year goal. We continue to strive for future improvement by leveraging water-saving technologies and educating our guests and crew members about conservation.



Wastewater from Ships


All water that is produced or loaded onto our ships is used for its intended purpose and then discharged in accordance with — or often exceeding — local, national and international laws and regulations. This wastewater is separated into three broad categories named gray water, black water (permeate/treated black water, biomass/sewage sludge and untreated black water) and bilge water. In 2013 we generated nearly 3 million metric tonnes of wastewater. A more detailed description of our wastewater management practices is provided below.

Gray water is wastewater drained from cabin sinks and showers, galleys, salons and laundry facilities. It represents the largest volume of wastewater generated by our ships and it may be treated or untreated prior to discharge, depending upon ship capabilities. It is always discharged in full compliance with applicable laws and regulations. In 2013, we discharged approximately 1.5 million metric tonnes of untreated gray water, which accounted for 51 percent of all wastewater discharged from our fleet.

Black water is waste from toilets and medical facility sinks. Twelve of our 15 ships are equipped with advanced wastewater purification systems that treat black water. Some of these systems treat gray water as well. These systems use primary filtration, bio digestion, ultrafiltration and ultraviolet light technology to produce a discharge — called permeate — that is superior in quality to effluent discharged from municipal wastewater treatment plants in most communities. In 2013, we generated just over 1.2 million metric tonnes of permeate, which accounted for 41 percent of all wastewater discharged from our fleet.

On our three ships that are not equipped with advanced wastewater purification systems, black water is treated with marine sanitation devices which macerate and chlorinate the waste water prior to discharge. In 2013, we generated just over 72,000 metric tonnes of black water treated by these devices, accounting for 2.5 percent of all wastewater discharged from our fleet.

On occasion, as a result of equipment malfunction or storage limitations, a ship may need to discharge untreated black water directly overboard where legally permitted to do so (outside 12 miles from shore traveling at a rate in excess of four knots and not within any protected areas). Except in the case of emergency, our policy requires a ship to first obtain permission from shoreside management before proceeding with a discharge of untreated black water. Such discharges are prescreened to remove plastics and other similar solids.

Partially treated organic waste (biomass and sewage sludge) is a byproduct of advanced wastewater purification systems and marine sanitation devices. In 2013, we generated approximately 132,800 metric tonnes of partially treated organic waste, which represents 4 percent of all wastewater discharged from our fleet. This is a 6 percent increase since 2011; however, it remains an improvement against 2010 performance.

Bilge water is wastewater collected in the lower part of the ship, known as the bilge. This water contains oils released from equipment in engine compartments. To treat bilge water we use a cascade bilge water treatment system, which circulates and recirculates fluid through increasingly efficient oil-water separators until the oil content is reduced to below 15 parts per million. In 2013, we generated approximately 36,900 metric tonnes of treated bilge water, which accounted for 1 percent of all wastewater discharged from our fleet. The total volume of bilge water discharges decreased by 10 percent between 2010 and 2013 as our employees improved maintenance practices and minimized leaks.


Accidental Releases


We work hard to protect water quality and prevent accidental spills. When spills occur, they most often contain water, fuel, hydraulic fluid or lubricating oil. These materials are necessary for the operation of shipboard mechanical systems, which are inspected, monitored and maintained by our employees. If leaks occur, they typically range from a few drops to a few pints or liters. Our crews are required to report any incident in which a sheen is observed on seawater. In 2013 we experienced 13 reportable spills with a total volume of 11 liters. For internal reporting purposes, we have defined a reportable spill in our Corporate standards as a release that is in excess of 0.5 liter (500 ml). However, in U.S. waters, a spill that causes oil sheen is also reported and included in the total number of spills recorded, even though the volume may be less than 0.5 liters.

In 2013 we paid fines totaling approximately $48,000 for non-compliance with environmental laws and regulations related to accidental releases. The fines paid during this period were for incidents that occurred prior to 2010, however they were finalized in FY2013.

Waste


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Sustainability: Biodiversity

In 2013 our fleet generated approximately 80,000 metric tonnes of solid waste — the equivalent of nearly 7 kilograms per person per day. Since 2010, the total quantity of solid waste generated has increased by 30 percent.

Of the solid waste generated by our fleet in 2013, less than 1 percent was considered hazardous waste, classifying Holland America Line as a small-quantity hazardous waste generator under U.S. Environmental Protection Agency guidelines.

Our waste management approach focuses on reducing the volume and toxicity of waste we generate. Whenever possible, we reuse existing materials and equipment, and we recycle where recycling infrastructure is available at our ports of call. We collaborate with stakeholders across our value chain to advance these efforts, donating reusable goods from our ships to nonprofit organizations and working with port authorities to identify additional vendors who are capable of recycling cruise ship waste.

EN 22 – HAZARDOUS AND NON-HAZARDOUS WASTE & WASTE RATE

Solid waste generated by our shipboard operations is recycled or disposed of on shore, incinerated on board. Recyclable materials are separated from trash and collected on all of the ships in our fleet.

In 2013 our goal was to increase recycling by 5 percent over 2012 performance. While we fell short of this target with a 2.8 percent increase in recycling, we made progress toward better understanding variances in port community recycling capabilities. Our efforts included an assessment of some of our most frequently visited port communities in Europe. By following Holland America Line waste from the pier to recycling facilities and landfills, we learned about local regulations and infrastructure challenges as well as opportunities to expand and optimize our recycling efforts in the future.

At present, when recycling services aren’t available in port communities, we incinerate solid waste on board our ships or dispose of it at local landfills. Shipboard incinerators substantially reduce the volume of combustible materials such as paper and cardboard, transforming them into non-hazardous waste in the form of ash. In 2013 we incinerated 23 percent of the solid waste generated on board our ships. We disposed of 24 percent at landfills on shore.

In 2013 the only solid waste discharged to sea from our ships was 9,414 metric tonnes of food waste, which accounted for 12 percent of the total solid waste generated by the fleet.

EN 22 – WASTE BY TYPE AND DISPOSAL METHOD 2013 (metric tonnes)

The amount of hazardous waste recycled decreased by 96 percent from 2010 to 2013. We primarily attribute this change to new accounting practices which regard oil sludge as hazardous waste only in jurisdictions where it is classified as hazardous waste. In both cases the waste is recycled, so this also partially accounts for the increase in non-hazardous waste recycled.

EN 22 – HAZARDOUS & NON-HAZARDOUS WASTE RECYCLED

Solid waste incinerated on board has increased by 10 percent since 2010, and solid waste disposed ashore over time has increased by 17 percent since 2010. The most significant changes in solid waste management over time are related to the 18 percent increase in the quantity of materials recycled since 2010 and elimination of the discharge of ground glass to the sea.



Biodiversity


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Sustainability: Biodiversity

As an extension of our commitment to sustainability, we strive to protect the earth’s biodiversity by minimizing water and air pollution and by responsibly disposing of solid waste. Below are a few examples of our other major initiatives to protect biodiversity.


Ballast Water


Ballast water is seawater that is pumped into dedicated tanks on a ship to provide weight — or ballast — at the bottom of the ship, enhancing stability. It has the potential to impact biodiversity with the risk of introducing non-indigenous invasive species when discharged.

Our current practice is to hold ballast water while in port whenever possible. If a necessary discharge is anticipated, ballast water from one location is exchanged in deep waters in transit, prior to arriving in another location, to avoid the transfer of non-indigenous species between two different marine environments. We record and report all ballast water exchanges and discharges as required by local, national and international laws and regulations.

Going forward, the maritime community is developing ballast water treatment systems to meet rigorous discharge standards. We have identified technology with the potential to meet these standards and are working with manufacturers as this technology is validated and certified.

Learn about our efforts to responsibly manage other wastewater discharges.

Sustainable Seafood


In 2010 we partnered with the Marine Conservation Institute (MCI) to develop Our Marvelous Oceans, a three-year program designed to promote sustainable use of the world’s oceans through research, guest and employee education, and the adoption of sustainable seafood purchasing practices.

Marine Mammal Protection


Marine mammal strikes are rare, and we have comprehensive policies and processes in place to avoid these incidents. We observe feeding and behavior patterns of marine mammals; and if they’re sighted nearby, we’ll alter the ship’s course, reduce our speed and/or utilize additional bridge lookouts to ensure these animals are unharmed by our operations. In 2006 we developed a whale strike avoidance training program in conjunction with the U.S. National Oceanic and Atmospheric Administration (NOAA). This program trains navigators to identify different whale species and predict their behaviors in order to avoid collisions with ships. This program has been licensed to the U.S. government and is used to train maritime professionals across the shipping industry.

Right whales are divided into three species: North Atlantic right whale, North Pacific right whale and Southern right whale. Both the North Atlantic and North Pacific right whales are listed as endangered by the International Union for Conservation of Nature (IUCN) Red List. In order to protect particularly sensitive species, such as right whales, we require designated personnel to know the operational and reporting requirements of potentially sensitive and protected areas prior to entering, especially those in the northern and southern Atlantic and Pacific Oceans.

Half Moon Cay


Half Moon Cay

One of the most unique and memorable experiences we offer our guests is the opportunity to visit Half Moon Cay, a private island in the Bahamas that we purchased in 1996. We’ve collaborated with the Bahamian government to develop the island in accordance with the guidelines of the Business Charter for Sustainable Development, which was established by the International Chamber of Commerce. Today only 4 percent of Half Moon Cay is developed, and much of the island remains a migratory bird reserve.

Community


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With every decision we make at Holland America Line, we’re mindful of our potential to positively impact the social, economic and environmental health of the communities where we operate. Our robust corporate giving and volunteerism programs help drive meaningful change at the local community level by supporting the efforts of nonprofit organizations and by channeling the passion and generosity of our employees and guests.

Our Communities


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Port Communities


ms Prinsendam moore in Madeira, Portugal

In 2013 our ships visited more than 415 ports across six continents. We explore potential new ports of call on an ongoing basis as we strive to create once-in-a-lifetime experiences for our guests. Each year we receive dozens of requests from potential ports, which are then subject to a rigorous review process. We typically select up to 10 new ports per year based on a set of criteria that includes geography, infrastructure, guest appeal and other factors. When new ports are selected, we work closely with port authorities, tour operators and other community stakeholders to ensure alignment and build lasting relationships.

We visit ports of call with varying frequency and adjust itineraries based on consumer demand and our ability to ensure the safety, security and health of our guests and employees. Due to political and economic volatility in parts of Europe and the Middle East, we shifted planned itineraries for several of our voyages between 2010 and 2013.

One of the most significant ways our business can make a positive impact in port communities is by creating jobs in the tourism industry. In 2013 our ships carried more than 861,000 guests to developed and emerging destinations, supporting demand for hotels, taxicabs, restaurants, shopping and entertainment. In the same year, the average amount spent per guest during a port of call visit in the United States was approximately $129, according to the Cruise Lines International Association (CLIA) (page 37).

We recognize that in order to be truly valuable, the economic benefits we provide port communities must be accompanied by measures to protect the environment. Our shipboard and shoreside environmental priorities are to conserve energy and water, reduce carbon emissions and waste, and protect biodiversity.

In 2010 we were named the World’s Leading Green Cruise Line by the World Travel Awards and the Marine Environmental Business of the Year by the Port of Seattle. In 2012 we received our second Rear Admiral William M. Benkert Gold Environmental Protection Award from the U.S. Coast Guard. And in 2013 we received the Sustainable Tourism Award from the Hospitality and Marketing Association and National Geographic Traveler, as well as the Ocean Stewardship and Sustainability Award from the Alaska SeaLife Center. See our full list of awards and accolades.


Half Moon Cay

limited development on Half Moon Cay

One of the most unique and memorable experiences we offer our guests is the opportunity to visit Half Moon Cay, a 1,700-acre private island in the Bahamas. We purchased Half Moon Cay in 1996 and, in collaboration with the Bahamian government, have since developed only 4 percent of the island.

Over the years we’ve worked to carefully maintain the natural environment while allowing adequate capacity for our guests and making a significant contribution to the Bahamian tourism industry. Since our purchase of Half Moon Cay, it has generated $23 million in taxes for the Bahamian government.

Giving & Volunteerism


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Sustainability: Giving & Volunteerism

Between 2010 and 2013 we contributed $13.6 million in cash and in-kind donations to nonprofit organizations with a focus on health and human services, the environment, arts and culture, and maritime causes.

Our nonprofit beneficiaries are selected based on the recommendations of our management, Corporate Giving Team, Seattle Home Office Recreation Events (SHORE) committee and Alaskan Community Advisory boards. Together these groups determine how our giving and volunteerism efforts can have the greatest possible impact.

Nonprofit Fundraising Opportunities


We recognize one of the benefits of our business model is that it enables us to offer nonprofit organizations creative and cost-efficient fundraising opportunities such as the following:

Reduced-fare Cruises

We’re able to play a meaningful role in nonprofit fundraising efforts by offering reduced-fare cruise certificates for charity events such as auctions and raffles. Between 2010 and 2013 we offered more than 2,100 reduced-fare cruises. In addition, we contributed nearly 400 cruises at no cost to nonprofit organizations. Together, these activities provided a total value of $8.2 million to nonprofits.

In-kind Shipboard Events

Our in-kind shipboard event program is another unique initiative that enables nonprofit groups to utilize our ships as venues for fundraising, donor cultivation and volunteer recognition activities. Over the past four years we’ve held 80 shipboard events in five home port cities, hosting more than 13,500 guests and contributing over $1.3 million to important causes.

Reusable Goods

As part of our Ship-to-Shelter community giving program, we collect reusable goods such as furniture, kitchenware, toiletries and other items from our ships and donate them to nonprofit organizations that assist people in need in the port communities we visit.

On Deck for a Cause™
On Deck a Cause Logo

Since 2006 our guests and employees have raised more than $3.5 million for cancer support through our “On Deck” programs. On World Cancer Day in 2013 we launched On Deck for a Cause, an extension of our previous On Deck for the Cure® program, now with a new set of beneficiaries that better support our primary guest-sourcing countries. This program now benefits six international cancer organizations. Our partners include the American Cancer Society, the Canadian Cancer Society, Cancer Research UK, KWF Kankerbestrijding (Dutch Cancer Society), Deutsche Krebshilfe (German Cancer Aid) and Cancer Council Australia.

Pacific Northwest Efforts

We’re proud to be ranked among the top 100 corporate contributors to the United Way of King County. Our corporate donation match, fueled by the generosity of our employees, is able to help support the organization’s mission to bolster human services that strengthen the community. In 2013 many of our employees based in Seattle, Wash., participated in the United Way’s annual Day of Caring, the largest single day of volunteerism in Washington State. Our employees volunteered at the Ballard Boys & Girls Club, where they landscaped, cleaned up the baseball field, washed windows, painted the building interior and scrubbed the club’s fleet of vans.

Since 2008 we’ve worked closely with Northwest Harvest, Washington’s only statewide hunger relief agency, to help provide supplies to a network of food banks and meal programs. Over the past five years approximately 3,400 employees from our headquarters office in Seattle, Wash., have processed more than a quarter million pounds of food benefitting people in need. In addition to contributing our employees’ paid volunteer time to this effort each holiday season, we make an annual corporate donation to help sustain Northwest Harvest’s operations.

In 2013 our employees joined together to raise funds and collect food, clothing, toys and other items for more than 40 families in need by partnering with local nonprofits such as New Beginnings, Seattle’s Union Gospel Mission and Toys for Tots. At various times during the year, our employees coordinate these efforts in order to provide others in our community with warmth, comfort and nourishment.

Holland America Line has a long-standing relationship with Ronald McDonald House Charities. In 2013, our employees volunteered more than 750 service hours and raised $5,000 in funding to host dinners at regional Ronald McDonald House locations. These activities served as meaningful team-building activities and helped support the nonprofit’s mission to improve the health and well-being of children.

In 2011 we announced a three-year partnership with the Seattle Mariners, an organization whose commitment to giving back to the local community is well-aligned with our own. Since 2012 we’ve been a presenting sponsor of the Seattle Mariners’ Get Well Tour, which aims to brighten the spirits of children and veterans in area hospitals by enabling visits from the team.

Another effort we undertake to support public health is our partnership with the Puget Sound Blood Center. Each year we organize six events at our offices and encourage our employees to donate blood. Over the past 20 years, these activities have supported the care of more than 6,600 ill or injured people.

University of Alaska Foundation

In 2013, Holland America Line and Princess Cruise Lines pledged a $1 million gift to the University of Alaska Foundation, whose mission is to build excellence at the University of Alaska. The gift will provide funding in three main areas: research and education critical to the health of the sea, training programs that prepare Alaskans for the tourism and hospitality industry, and scholarships that support Alaskans seeking higher education at the University of Alaska.

Disaster Relief

Disaster Relief Efforts - Holland America Line

Aided by the generous contributions of our guests and employees, we help support relief efforts in communities affected by natural disasters.

In late 2013, Typhoon Haiyan — known in the Philippines as Typhoon Yolanda — hit Southeast Asia, causing monumental devastation. With more than 2,500 Filipino crew members working on Holland America Line ships, Typhoon Haiyan hit close to home for our employees and their families. Upon learning about the disaster, we immediately mobilized to lend support. In addition to our own donation of $25,000 in collaboration with Seabourn, which Holland America Line operates, we set up a process for our employees, guests, business partners and friends to donate. Through company contributions and our various fundraising efforts, Holland America Line and Seabourn Cruise Line were able to provide more than $300,000 in aid for the Philippine Red Cross and Mercy Corps.

Following the earthquake and tsunami that struck Japan in early 2011, we made a contribution of $25,000 to the Japanese Red Cross to help people who were affected by the disaster. Later in 2011, the port city of Christchurch, New Zealand, was hit by an earthquake that caused loss of life and widespread damage. In response, we contributed $5,000 to the New Zealand Red Cross as well as an additional $10,400 from our generous guests and crew members.

In the aftermath of the earthquake that struck Haiti in 2010, we created a campaign that enabled guests and employees to donate to the American Red Cross, with 100 percent of donations going directly to relief efforts. Through this campaign we were able to contribute to Carnival Corporation & plc’s FY2013 Carnival Corporation & plc sustainability report (page 62) commitment of $5 million toward earthquake relief, which was distributed to UNICEF, the University of Miami’s Project Medishare, the American Red Cross and Save the Children. That same year, we made a $5,000 donation to the Chilean Red Cross to aid ongoing recovery and rebuilding efforts after a major earthquake in Chile.

Scholarships:


In 2013, Holland America Line, Seabourn, which Holland America Line operates, and The Holland America Line Foundation established the Cruising to Success Youth Scholarship Program to provide support to the children of Holland America Line and Seabourn employees seeking higher education. The program rewards young people for academic achievement, getting involved in their schools and making positive changes in their communities. Ten winners receive a one-time scholarship award of $1,000 to be applied toward the cost of education at an accredited institution. Five scholarships are awarded to dependents of North American shoreside employees, and five are awarded to dependents of shipboard or non-North American shoreside employees.

In addition, since 1995 we’ve provided scholarships as part of our $100,000 pledge to the American Society of Travel Agents (ASTA) to support educational endeavors. ASTA Holland America Line Scholarships are awarded annually to high-performing students pursuing travel, tourism or hospitality degrees at accredited colleges and universities.

Employee-driven Efforts


We gratefully acknowledge the contributions of our employees, who play a significant role in our philanthropic efforts.

Executive Leadership

We encourage senior-level leaders throughout the company to serve on nonprofit and community advisory boards as part of our Executive Community Leadership program. To date, our executives have shared their professional guidance with Big Brothers Big Sisters, Ronald McDonald House Charities, Junior Achievement, the Seattle Aquarium, the U.S. Coast Guard Foundation, the World Affairs Council, the University of Washington, Seattle Theatre Group and Seattle Children’s Theater, among other organizations.

Employee Leadership

Our Employee Leadership Donation program enables employees at all levels to raise funds for nonprofit organizations they support by applying for cash or cruise donations.

In 2013, the ms Veendam Captain and Hotel Manager spearheaded an “extreme makeover” for School Care San José in Manta, Ecuador. Nearly 100 volunteers chose to spend their day repairing the school’s roof, fixing the plumbing, painting classrooms and sewing curtains. While the project was being completed, the school’s 80 students were invited on board the ship for lunch and recreational activities.

Dollars for Doers

By matching our employees’ donations of volunteer service to eligible nonprofits, we’re able to boost the value of their contributions. For every 30 hours of volunteer service a Holland America Line employee donates, we’ll offer a matching grant of $250. The company will donate up to a total of $500 per organization per employee for a maximum of two charities per calendar year.



Employees


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At Holland America Line our employees are the heart of our business. To deliver on our commitment to service excellence, we recruit top talent, provide comprehensive training, create opportunities for development and advancement, and offer a competitive pay and benefits package. In keeping with our high ethical standards, we follow the complex employment laws and regulations that apply to our global operations.

Workforce Snapshot


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Sustainability: Workforce Snapshot

We have more than 15,000 skilled employees around the world who are dedicated to providing once-in-a-lifetime experiences for our guests. Despite the many miles that separate us, we’re committed to working together toward our common mission.

A majority of our employees work on board our ships, and approximately 9 percent are based in our shoreside offices. From 2010 to 2013 our shipboard workforce expanded, primarily due to the introduction of the ms Nieuw Amsterdam, a new Signature-class ship that joined our fleet in 2010.

During the same period, our shoreside seasonal workforce was reduced due to reorganization of our San Diego and Galveston operations. We worked closely with affected employees to provide job placement assistance and severance compensation.


Each of our shipboard employees works within one of three departments, all of which are ultimately under the supervision of the ship’s Master:

  • Deck Department
    • 1,540 officers and crew who ensure the safe conduct of our ships, provide security, respond to health needs and manage exterior maintenance.
  • Engine Department
    • 1,748 officers and crew who are responsible for the engine room as well as the technical and interior maintenance of our ships — from power, propulsion and environmental systems to heating, ventilation and air conditioning.
  • Hotel Department
    • 10,816 employees who manage guest accommodations, restaurants and entertainment.

Of our more than 1,400 shoreside employees who work in our offices in Seattle, Wash., and Rotterdam, the Netherlands, a majority are in full-time positions, while approximately 13 percent are in part-time or seasonal positions. Many of our shoreside employees are responsible for selling cruises and tours, taking reservations and completing the financial and accounting transactions required for internal and external controls. Dedicated personnel in the United Kingdom and Australia are employed by our parent company, Carnival Corporation & plc, and provide reservations and sales assistance to support our expanding international presence.


As an employer that offers equal opportunity to our employees, we hire both men and women for every department on board our ships and in our shoreside offices. A majority of our shipboard employees are men, which reflects a gender imbalance in the applicant pool for officer and crew positions. Female employees first joined our shipboard workforce in 1986, when we redesigned our sleeping arrangements.



As a truly global company, we embrace cultural diversity. We believe a variety of backgrounds and perspectives strengthen every area of our operations, from our engagement in port communities to our interactions with guests.

In 2013 we launched our first diversity initiative for shoreside employees, which included a month of diversity-focused events, classes and discussions. The effort was developed to enhance our ability to achieve better business results by celebrating a diverse workforce.

Approximately 80 percent of our shipboard employees are from Asia, specifically Indonesia and the Philippines, where we have long-term relationships with local employment agencies. A majority of our shoreside employees are from North America, which aligns with the location of our Seattle headquarters.




Recruitment & Retention


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Sustainability: Workforce Snapshot

We maintain high standards for recruitment of our shipboard and shoreside employees and often partner with intermediaries to help us find the best talent.


Shipboard Recruitment


The recruitment of officers for our shipboard positions is particularly challenging due to intense competition for skilled labor in the maritime industry. To recruit strong candidates, we’ve built relationships with top naval schools and merchant marine academies in the United Kingdom, the Philippines and the Netherlands. Our hotel officers and our top-level hotel and restaurant employees are recruited from hospitality schools in Europe, North America and Asia.

We hire a majority of our crew members through employment agencies that act on our behalf. Though many nationalities are represented among our crew, our company has worked with the same primary employment agencies in Indonesia and the Philippines for several decades. We require our employment agencies to be certified in line with the Maritime Labour Convention (MLC) 2006. We also perform our own audits of these agencies on a regular basis, monitoring their job assignment processes, recordkeeping, pre-employment screening and post-employment follow-up.

Detailed crew employment records are maintained in local recruiting offices and at our Seattle headquarters. The minimum age of employment within our fleet is 21, with the exception of cadets in training, new officers coming from the cadet program and a limited number of entertainment staff who must be age 18 or older.


Shoreside Recruitment


Careers in hospitality and tourism are attractive choices for high school and travel school students and university graduates. We support development programs at the high school and travel school levels and actively recruit at universities for internships and full-time positions.


Retention


We strive to promote from within and offer opportunities for advancement in order to keep our best performers. Many of our employees stay with us for more than 10 years, and we proudly celebrate multi-decade employment anniversaries on a regular basis. Among both shipboard and shoreside employees who retired during 2013, the average length of service at Holland America Line was 24 years.

Among shipboard employees our turnover rate has been relatively steady for the past four years at an average of 15 percent. Our turnover rate for shoreside employees has fluctuated over the past four years, averaging at 11 percent, due in large part to structural changes within our company.

We believe good communication, recognition, our commitment to an ethical corporate culture and opportunities to give back all significantly enhance our employees’ experience with the company and contribute to employee retention. In 2013 we developed and launched Your Journey, a new employee orientation program designed to help guide our employees through their career at Holland America Line.

Our efforts to facilitate ongoing dialogue with our employees support our core values of focusing on performance and results and embracing change and improvement. In 2013, 100 percent of our eligible shipboard and shoreside employees received performance reviews.

One way we recognize exemplary service is with our President’s Leadership Award, which is granted to one shipboard employee and one shoreside employee each year and includes a monetary bonus. On an annual basis we also honor employees who have served for five or more years. In 2013, more than 1,100 shipboard and shoreside employees were recognized as part of this program.

Additionally, as part of our commitment to support employees in their efforts to contribute to their community, we encourage and offer programs for those who share their time and resources with nonprofit organizations through donations, board service and volunteerism. Learn more about our community-building efforts.



Training & Development


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training and simulation

Our uncompromising commitment to safety and sustainability is reflected in our training and development programs. Shaped in accordance with the International Maritime Organization’s (IMO) Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW), these programs also address security, health and sanitation, ethics, company policies and procedures, regulatory requirements and job-specific skills.

As graduates of merchant marine academies, our deck and engine officers are knowledgeable about all aspects of maritime safety and crisis management. They participate in our training programs alongside the rest of our employees in order to stay current with our policies and procedures, which are regularly updated based on enhancements to our vessels and changes in regulatory requirements.

Our training efforts leverage classroom sessions, supervisory guidance, e-learning programming and toolbox discussions to ensure employees are informed and prepared. This training is augmented by frequent drills that enhance skills and assess readiness.

We operate training centers in Jakarta, Indonesia, and Manila, the Philippines, where a majority of our shipboard employees are hired. Courses at these centers simulate cruise ship facilities so employees are job-ready when they report to their first postings. New employees must graduate from our training courses prior to joining a vessel.

Our Learning Management System, designed for both shipboard and shoreside employees, is a training platform that helps ensure training consistency across our large, mobile workforce. Leveraging scenarios, games and visuals, the system provides standardized training courses in personal and professional development for every employee at every location and skill level.

From the first day on board our ships, officers and crew members are introduced to the Career Roadmap, a performance appraisal and management system that prepares them for success. At the start of each employee’s contract, the onboard human resource manager proposes a customized training and development plan based on the employee’s position. While on board, the employee works to accomplish specific skills and develop his or her individual capability. In the following months, the employee receives training, feedback and coaching to meet career development goals.

To further support our shoreside employees’ growth, we offer HAL University, a learning program with three different curriculum modules: Professional Development, Career Essentials and Leadership Academy. The program has grown to include more than 55 instructor-led courses, several of which are also offered on our ships as part of our leadership and supervisory excellence programs. In 2013 we had 69 HAL University graduates who each completed more than 24 hours of classroom-based training. Additionally, last year we partnered with Kaplan University to offer our employees project management certificate courses, providing opportunities to improve credibility, efficiency and project planning and implementation. The university offers more than 180 academic programs, including masters, bachelors, and associate’s degrees, and is regionally accredited through the Higher Learning Commission and a member of the North Central Association of Colleges and Schools (NCA).

In 2013 our shipboard employees completed a total of more than 516,000 training hours at an average of 37 hours per employee. During the same period, our shoreside employees completed a total of more than 13,400 training hours at an average of nine hours per employee.



Our training program includes e-learning and instructor-led courses on ethical conduct. To continue fostering a company culture of integrity, honesty and ethics, in 2011 we formed an Ethics and Compliance Steering Committee. Comprised of middle management employees from all departments, the committee meets on a monthly basis to discuss current issues as well as the implementation of the committee’s goals and objectives.

In 2013 we were proud to receive the Ethisphere® Institute’s Ethics Inside® certification seal and to be named to Ethisphere’s list of the World’s Most Ethical Companies®..


Compensation, Benefits & Wellness


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Sustainability: Sustainability: Compensation, Benefits & Wellness

We provide a competitive pay and benefits package that focuses on performance and results, rewarding employees for meeting specific goals.

For both our shipboard and shoreside employees, merit pay increases are tied to performance appraisals, which are conducted at the end of each contract or year of service, respectively. Wages for most of our shipboard employees are negotiated through their unions, and we pay competitive wages that are higher than many of these employees would otherwise earn in shoreside jobs abroad or in their home countries.

Our customizable benefits program is designed to be an integral part of our employees' overall compensation. We offer our employees medical, dental and vision insurance plans and also provide the option to add eligible dependents and same-sex domestic partners to plans at discounted rates.

Beyond pay and health benefits, another important aspect of our compensation package is the opportunity we offer employees to invest in their future and share in the growth of the company. On an annual basis, we provide a profit-sharing contribution equal to a percentage of participating base salaries, depending upon company-wide performance. We also provide a 401K matching plan which is available to all employees immediately upon hire. Shoreside employees have the additional option of purchasing Carnival Corporation stock at favorable prices.

We believe all employees should experience our cruise offerings from the guest’s perspective, so we encourage employees to apply for free or reduced-fare cruises of up to 14 days anywhere we sail when space is available. Our shipboard officers may bring family and friends on board as our guests at no charge. These guests stay with officers in their rooms and enjoy all of the officers’ privileges, such as access to gyms and other amenities.

All of our employees are eligible to participate in our tuition assistance program, which offers opportunities to expand job-related knowledge and skills by providing reimbursement up to $2,000 per year. Additionally, our shipboard officers are eligible to participate in our seagoing study leave program, which covers 100 percent of the cost of maritime courses.

Our officers and crew members work under contract, typically seven days per week, between three and 10 months in duration with typically two to three months off between contracts. We have formal systems on board our ships to ensure we properly compensate crew members for the hours they work and that they receive adequate time for rest and recreation. We also make every effort to help them strike a positive work-life balance by providing comfortable living quarters, nutritious meals, transportation, onboard recreation facilities, shore leave and shore excursion opportunities. We also promote events and activities designed to cultivate personal development, sense of community, health, spirituality and other aspects of wellness.



Labor Relations & Fair Employment


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Sustainability: Sustainability: Labor Relations & Collective Bargaining

In keeping with our commitment to integrity, honesty and high ethical standards, we follow the complex employment laws and regulations that apply to our global operations, including all of the provisions of the International Maritime Conventions (IMO and ILO) and Flag Administration regulations that are in effect for seafarers. We also recognize our employees’ rights to freedom of association and participation in collective bargaining. As of 2012, 78 percent of our shipboard employees were covered by collective bargaining agreements.

We maintain excellent working relationships with the unions that represent our employees. The Associated Marine Officers' and Seamen's Union of the Philippines (AMOSUP) represents 100 percent of our Filipino officers and crew, Kesatuan Pelaut Indonesia (KPI) represents a vast majority of our Indonesian officers and crew members, and Nautilus International represents our Dutch deck and engine officers residing in the Netherlands and our British deck and engine officers residing in the United Kingdom.

We condemn all forms of child exploitation and forced labor, and we do not recruit child labor. In accordance with MLC 2006 and related Flag State regulations, we do not employ any crew members younger than 18 years of age.

Our longstanding policy is to afford equal opportunity for employment to all individuals regardless of race; creed; color; religion; national origin; gender; sexual orientation; age; marital status; veteran status; or mental, sensory or physical disability.

We strive to provide a workplace that is fair to all. All employees are encouraged to report any harassment or discrimination concerns immediately to their direct supervisor, human resources or the legal department. Employees making a report in good faith are safeguarded from retaliation. In the event an employee wishes to make a report anonymously, we have provided the ability to do so online or by phone. All reports of misconduct are thoroughly investigated and resolved.

Discrimination claims filed internally by shipboard or shoreside employees or through an external agency, such as the U.S. Equal Employment Opportunity Commission, are investigated thoroughly by our Human Resources Department, assisted by our Legal Department. During 2013, two claims of discrimination were formally filed against Holland America Line. Of these claims, one was dismissed and the other settled.