Seastainability
2 023 Environmental , Social and Governance ReportSeastainability

INTRODUCTION
A Message From Our
President and CEO  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 4A Message From the Chairman of the
Safety, Environment, Sustainabilityand Health Committee  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 62023 Highlights .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 8Awards and Accolades .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 10
About This Report  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 12

SUSTAINING OUR PLANET .  .  .  .  .  . 28
Destination Net Zero .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 30
Energy Management .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 36
Water Stewardship .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 42
Waste Management  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 44

OUR BUSINESS  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 15

Sustainable Supply Chain  .  .  .  .  .  .  .  .  .  .  .  .  . 48

About Royal Caribbean Group  .  .  .  .  .  .  .  .  .  . 16

Protecting Oceans andStakeholder Engagement .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 18

Marine Ecosystems  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 52

Our Material Issues .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 20
ESG Framework  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 21

SUPPORTING OUR PEOPLE  .  .  .  .  . 56

Our ESG Goals  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 22

Our Global Workforce .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 58
Benefits and Engagement .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 62

ACCELERATING INNOVATION .  .  . 24

Talent Acquisition and Development .  .  . 66

Our Innovation Journey .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 26

Diversity, Equity and Inclusion .  .  .  .  .  .  .  .  . 68
Employee Health and Safety .  .  .  .  .  .  .  .  .  .  .  . 72
Human Rights .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 76

ENERGIZING COMMUNITIES  .  .  .  .  . 79
Supporting Communities .  .  .  .  .  .  .  .  .  .  .  .  .  . 80
Responsible Tourism  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 86

PROMOTING HEALTHAND SAFETY .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 88
Guest Health and Wellbeing .  .  .  .  .  .  .  .  .  .  . 90
Accessible Cruising .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 92
Guest Safety and Security .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 93
Data Privacy and Cybersecurity .  .  .  .  .  .  .  . 94
Guest Satisfaction .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 95

GOVERNING RESPONSIBLY  .  .  .  .  . 96

APPENDIX .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 106

Board of Directors .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 98

Additional Resources  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 108

ESG Governance .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 100

Key Performance Tables  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 109

Ethics and Compliance  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 102

United Nations Sustainable

Risk Management  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 104

Development Goals  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 117
SASB Index  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 118
GRI Index  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 121
Independent Assurance Statement .  .  .  .  . 127

2023 Seastainability | Environmental, Social and Governance Report

<

3

>

A MESSAGE
FROM OUR CEO
Royal Caribbean Group is made up of pioneers and dreamers that
SEA a Future of delivering the best vacations responsibly.

SEA the Future is our commitment to sustain ourplanet, energize our communities and accelerateinnovation. It provides an opportunity to rally aroundthe environmental and social work our teams areadvancing daily, guides and inspires our commitments
and drives our desire to be a force for the greater good.

Sustaining the Planet
We know that there is no single answer to reach ourambitious goals and we recognize that we can’t do italone. It will take a combination of careful planning,collaboration and innovative strategies to advanceour vision for a better tomorrow.
Today, we are exploring multiple paths andtechnologies to future-proof our ships and grow ourenergy portfolio so that we can adapt as new solutions
become available. This past fall, we successfullycompleted biofuel testing in Europe, confirming it is areliable supply of lower emission energy for our ships.
These steps, along with a relentless focus on energy
efficiencies, allowed us to close the year more thanhalfway to our 2025 carbon intensity reduction
target—and one step closer to Destination Net Zero,
our strategy to reach net-zero emissions by 2050.

Energizing Communities
Our long-standing dedication to respecting andcelebrating the communities we visit has shaped
our responsible tourism programs. These programs
create opportunities for entrepreneurs and highlightthe local cultures our guests are eager to explore.
For example, last year, tourism-related entrepreneursin The Bahamas took part in an eight-week business
Kickstarter Program that concluded with a pitch
contest to receive funding to launch their businesses.

Initiatives like this allow us to inspire entrepreneurs
while others, like our work with Sitka Science andour STEM for Oceans program, allow us to inspire
future generations through educational programs
and hands-on experiences around the world.

Accelerating Innovation
As we continue to build on decades of collaborationand innovation, we are pursuing industry-changing
solutions that enhance the guest experience andimprove our operations.
In the last year, we took a big leap forward with waste
reduction. We introduced the first waste-to-energy
systems on our ships, allowing us to turn organic
waste into energy for use onboard. We also saw
fantastic progress in preventing food waste throughour custom platform, developed to predict thequantity of food we should prepare. The software,
along with dedicated food waste crew members,
has helped us reduce food waste by 25% on Royal
Caribbean International and Celebrity Cruises ships.
These revolutionary advancements allow us to improve
our current operations while we design ships for a newera of cruising.
I am grateful to our passionate and committed teammembers and partners for bringing these ambitious
plans to life. I invite you to explore the pages of our2023 Seastainability Report for a detailed view ofour progress.

JASON LIBERTY

President and CEO
Royal Caribbean GroupSEASTAINABILITY / INTRODUCTION”Revolutionary advancementsallow us to improve ourcurrent operations while
we design ships for a
new era of cruising.”

2023 Seastainability | Environmental, Social and Governance Report

<

5

>

A MESSAGE FROMTHE CHAIRMAN OF
OUR BOARD COMMITTEEOn Safety, Environment, Sustainability and HealthThat path includes important milestones such as
reducing carbon intensity by double-digits by 2025
and introducing a net-zero cruise ship by 2035. To
get there, it is assessing different methods including
alternative fuels and sustainable designs that will
help deliver a net-zero ship.
The decisions Royal Caribbean is making today will
impact operations for decades to come and influence
its ability to reach the ambitious decarbonization
goals it has set out. To make the safest and mostfuture-proofed choices, they are working withleaders across industries and disciplines, such as
the Mærsk Mc-Kinney Møller Center for Zero Carbon
Shipping, Wärtsilä and Bloom Energy, to help design,
test and deliver scalable solutions.
Royal Caribbean Group’s commitment to theenvironment, the communities it visits and its people
grows stronger with every year that passes. Standingon the shoulders of over 30 years of sustainability
efforts across its business, 2023 was marked byaccelerated innovation and improvement of its
operations.
I am proud to see that what was introduced
decades ago with Save the Waves, an industryleading recycling program at the time, was only
the beginning of a longstanding journey that isdedicated to connecting people to the world’s mostbeautiful places in a way that respects and protects
the ocean and communities it visits.
To sustain our planet, Royal Caribbean Group has
set its course towards Destination Net Zero, its
strategy to achieve net-zero emissions by 2050.

I am also pleased to see how they are making
significant progress across the business to advancesustainability. From the food items sourced
to designing guest experiences that promoteresponsible tourism, the team is working to support
sustainable infrastructure and drive economic
growth in the places it visits.
Royal Caribbean Group’s mission to deliver thebest vacation experiences responsibly is fueledby the team’s passion to go where others havenot, while experimenting and integrating the latest
technologies. I am confident they will continue totake strides far into future.
MICHAEL O. LEAVITT

Chairman, Safety, Environment,
Sustainability and Health Committee
Royal Caribbean GroupSEASTAINABILITY / INTRODUCTION”Standing on the shoulders of over
30 years of sustainability efforts
across its business, 2023 was marked
by accelerated innovation andimprovement of its operations.”

2023 Seastainability | Environmental, Social and Governance Report

<

7

>

2023 HIGHLIGHTSSUSTAINING OUR PLANET

37%

reductionin miles traveledthrough local sourcing

6.8% reduction

3 ships

85% of students

90+ Bahamiansin carbon intensity on
our way to Destination
Net Zero

conducted
successful
biofuel trials

87% of our waste

diverted from landfills
Launched our first LNGpowered ship, Silversea’s
Silver Nova

ENERGIZING COMMUNITIES

500

students

participated in our
educational ship tours

engaged throughScientists in the
Schools program in
Sitka, Alaska

received eight weeks
of entrepreneurshiptraining through our
Kickstarter programSEASTAINABILITY / INTRODUCTIONACCELERATING INNOVATION

25%

reduction
in food waste
since 20191

1st-at-sea waste-

to-energy systems
debuted on two ships

Started construction
on Celebrity’s Celebrity
Xcel, our first methanolcapable ship

SUPPORTING OUR PEOPLE

1st cruise company

to join the Blue Campaign
to prevent humantrafficking

Launched myCareer
Journey careerdevelopment initiative

PROMOTING HEALTH AND SAFETY

100%
scoredon public healthinspections on 10
ships, with a 97.3%
average fleet wide.2
1

Introduced our first
accessible Star Class
suite on Royal Caribbean
International’s Icon of
the Seas

Royal Caribbean International and Celebrity Cruises only.
Royal Caribbean International and Celebrity Cruises only.

2

2023 Seastainability | Environmental, Social and Governance Report

<

9

>

AWARDS AND
ACCOLADES
America’s Greatest Workplaces 2023

Best Brands for Social Impact (2023)

Newsweek

ForbesAmerica’s Greatest Workplaces
for Parents and Families 2023
Newsweek

America’s Greatest Workplacesfor Diversity 2023

2023 Magellan Award for Overall
Accessibility/Inclusivity

Newsweek

Travel Weekly

2023 World’s Most EthicalCompanies

2023 Best Places to Work for
Disability Inclusion

Ethisphere InstituteDisability:In and AAPD

2023 Healthiest 100 Workplacesin America
Healthiest Employers

World’s Best Employers (2023)
ForbesGlobal 2000 (2023)
ForbesSEASTAINABILITY / INTRODUCTION

2023 Seastainability | Environmental, Social and Governance Report

<

11

>

ABOUT THIS REPORTOur annual Seastainability® report communicates our environmental, social andgovernance (ESG) strategy and performance. The content of the report was shapedby our 2021 materiality assessment and our ESG framework, and is guided by ourcommitment to SEA the Future®.
The information includes performance data
through the end of the 2023 calendar year forour three wholly owned brands—Royal Caribbean
International, Celebrity Cruises and Silversea—unlessotherwise noted.3
Our report references the Global Reporting
Initiative’s (GRI) Universal Standards 2023 andintegrates recommendations of the Task Force on
Climate-Related Financial Disclosures (TCFD). We
are also monitoring and readying our business forInternational Financial Reporting Standards (IFRS) andother frameworks. We have prepared a Sustainability
Accounting Standards (SASB) reference table for thereport and obtained external validation of certain
environmental and social indicators. Many of ourtargets and objectives are aligned with high-priority
Sustainable Development Goals (SDGs) establishedby the United Nations. See page 117 to learn more on
our approach to SDGs.
We will continue to evolve our reporting to reflect
these and other assessments and frameworks, and toseek feedback from investors, employees, community
leaders and other stakeholders. See page 121 for moreon our reporting methodology.
We invite you to visit royalcaribbeangroup.com for
updates throughout the year.

At Royal Caribbean Group, we deliver thebest vacations responsibly. In doing so, we
go beyond what is needed or expected.
We imagine. We pioneer. We reach beyond
the horizon to SEA the Future—our commitment to sustain our planet, energize
communities and accelerate innovation.
We recognize there’s no time to waste in building toward a sustainable, low-carbon
tomorrow. With SEA the Future, we’re proclaiming our vision to continually push
the boundaries of what’s possible while meeting global challenges head on.

3

The information in this report is accurate as of the date of its initial publication.

This report contains forward-looking statements regarding future performance and results. Actual performance and/or results could differ materiallyfrom those expressed in or implied by those forward-looking statements. Past results and performance do not guarantee future results andperformance. Risk factors that could affect performance and/or results are described in our filings with the Securities and Exchange Commission,
including our most recent reports on Form 10-Q and Form 10-K and our earnings releases, and are available at rclinvestor.com. The inclusionof information contained in this report or the reference to the materiality of such information should not be construed as a characterization
regarding the materiality of such information to our financial results or for purposes of the U.S. securities laws.
SEASTAINABILITY®, SEA THE FUTURE® and SAVE THE WAVES® are trademarks of Royal Caribbean Group.
DESTINATION NET ZERO SM and PROPELLED BY PEOPLESM are service marks of Royal Caribbean Group.

SEASTAINABILITY / INTRODUCTION

2023 Seastainability | Environmental, Social and Governance Report

<

13

>

OUR BUSINESSFounded in 1968, Royal Caribbean Group is avacation leader.
About Royal Caribbean Group .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 16
Stakeholder Engagement  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 18
Our Material Issues .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 20
ESG Framework  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 21
Our ESG Goals .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 222023 Seastainability | Environmental, Social and Governance Report

<

15

>

ABOUT ROYALCARIBBEAN GROUP
Royal Caribbean Group (NYSE: RCL) is a vacation industry leader
with a global fleet of 65 ships across its five best-in-class brands
traveling to approximately 1,000 destinations. With a mission todeliver the best vacations responsibly, Royal Caribbean Group
serves millions of guests each year through its portfolio, including
Royal Caribbean International, Celebrity Cruises and Silversea.
The company also owns 50% of a joint venture that operates TUI
Cruises and Hapag-Lloyd Cruises. With a rich history of innovating,Royal Caribbean Group continually delivers exciting new products
and guest experiences that help shape the future of leisure travel.

98,2001,000+

from 130+ countries

on all 7 continents

employees

65 shipswith 8 ships on order
as of December 20234

Includes ships owned by our joint ventures. Our
wholly owned brands operate a total of 54 ships.
4

destinations

SEASTAINABILITY / OUR BUSINESS

2023 Seastainability | Environmental, Social and Governance Report

<

17

>

STAKEHOLDERENGAGEMENT
We engage a diverse group of stakeholders
to shape our strategies and reporting.
Throughout the year, we interact with policymakers, nongovernmental organizations, destination communities
and many others to learn about issues of criticalimportance to our industry, share our progress,
and build collaborative partnerships to increase oureffectiveness.
Stakeholders also provide valuable expertise that
informs our focus areas, strategies and reporting. Inalignment with reporting best practices, we identify
stakeholders to engage based on the impact they haveon our business and how our business affects them.
We rely on several mechanisms to solicit stakeholder
feedback and respond to key topics and concerns.

An Up-Close Look at Our Ships
We’ve found that “show, don’t just tell,” isa good rule for engaging and educating
stakeholders on our approach todecarbonization and other critical issues.
We hosted roughly 75 ship tours in 2023,
showing community leaders, policymakers
and other stakeholders in more than 25
countries the complex workings of a cruise
ship and the innovations and strategies
we deploy, firsthand. These tours offer
listening and learning opportunities for all
involved, helping participants gain a deeper
appreciation of each other’s challenges andperspectives.

SEASTAINABILITY / OUR BUSINESSSTAKEHOLDER CHANNELS OF ENGAGEMENTGUESTSEMPLOYEESSHAREHOLDERS• Electronic and onboard surveys• Internal events, communication
channels and daily interaction• One-on-one meetings and virtual
roadshows• Brand websites, social media
and customer hotlines• Town hall meetings• Earnings and results presentations• Onboard cause marketing
partnerships• Hotlines• Employee engagement surveys• SEC disclosures and corporate
governance website• Guest loyalty programs• Performance and careerdevelopment reviews• GRI and SASB reporting and CDP
climate change information• RCL investor relations portal(www.rclinvestor.com)

COMMUNITIESDESTINATIONSSUPPLIERS• One-on-one meetings with
community and government leaders• Enhanced supplier onboarding
management system• Destination listening tours• Meetings with the Global Sustainable
Tourism Council (GSTC) and otherstakeholders• Stakeholder research andconsultation• Destination stewardshipmanagement plans• Ongoing dialogue with buyers
and commodity managers• Supplier conferences• Tours of our ships

NON - GOVERNMENTAL
ORGANIZATIONS (NGOs)

POLICYMAKERS

INDUSTRY ASSOCIATIONS• Project-based partnerships• Technical recommendations
and onsite tours of our ships• Working group and committee
participation• Employee volunteering• Industry associations• Development of industry standards• Board participation in local nonprofits• G.I.V.E. program community activations

TRAVEL AGENTSRESEARCH INSTITUTIONS• Independent international
representatives• Journal publications• Ocean and climate change
research projects• Brand websites and travel agent portal• Regional events

2023 Seastainability | Environmental, Social and Governance Report

<

19

>

OUR MATERIAL ISSUES
Our materiality assessments help us prioritize areas of concern
and evolve our strategy.
We conduct materiality assessments to help us
understand which topics are most relevant to ourbusiness and stakeholders today and which issues arelikely to emerge in the future. The findings continue
to guide us as we evolve our strategy, prioritize ouractions and pursue new and ongoing ESG targets.

ENVIRONMENTAL

We conducted our most recent materiality assessment
in 2021 and are in the early stages of an updated
assessment, which we expect to complete in 2024.

SOCIAL

GOVERNANCE

Critical material topics

Critical material topics

Critical material topics• Greenhouse gas emissions and energy• Climate strategy• Other air emissions• Wastewater management• Guest safety, health and wellness• Employee safety, health and wellness• Ocean stewardship• Guest satisfaction and experience• Ethics, integrity and compliance• Risk management

Other material topics

Other material topics

Other material topics• Waste• Environmental value chain impact• Water withdrawal and consumption• Data privacy and security• Human rights• Responsible supply chain practices• Responsible tourism and destination
engagement and impact• Human capital management• Board and corporate governance• Taxes, policy and advocacy

ESG FRAMEWORKOur framework guides our SEA the Future commitment to sustain
the planet, energize communities and accelerate innovation.
If SEA the Future is our vision for where we’re going,
the framework is our compass. Our ESG framework
reflects our innovation and leadership in building amore sustainable cruise industry. It also informs thedevelopment of our ESG goals, guides our long-term
decision-making and strengthens our business byhelping us consistently track our progress.

The framework was informed by our 2021 materiality
assessment and factored in widely adopted external
standards such as the United Nations Sustainable
Development Goals (see page 117 for more). We
continually revisit and evolve our framework as new
information, strategic goals and technologies emerge.

SUSTAINING OUR PLANETSUPPORTING OUR PEOPLE• Our Journey to Destination Net Zero
• Energy Management• Water Stewardship• Waste Management• Sustainable Sourcing• Protecting Oceans and Marine
Ecosystems• Our Global Workforce• Benefits and Engagement• Talent Acquisition andDevelopment• Diversity, Equity & Inclusion• Employee Health and Safety• Human Rights

ENERGIZING COMMUNITIESPROMOTING HEALTHAND SAFETY• Community Support• Responsible Tourism• Guest Health & Wellbeing• Accessible Cruising• Guest Safety & Security• Data Privacy and Cybersecurity

GOVERNING RESPONSIBLY
ACCELERATING INNOVATION

2023 Seastainability | Environmental, Social and Governance Report• Board of Directors• ESG Governance• Ethics & Compliance• Risk Management

<

21

>

OUR ESG GOALS
GOAL

2023 PROGRESSEMISSIONS REDUCTION

Reduce our carbon intensity by double digits from a 2019 baseline by 2025

ON TRACK

Deliver net-zero cruise ship by 2035

EARLY STAGES

Achieve net-zero GHG emissions by 2050

EARLY STAGESWATER AND WASTEWATER MANAGEMENT

Increase or maintain 90% potable water production and reduce potable water
bunkering in vulnerable areas by 2025

ACHIEVED5

Equip 100% of fleet with Advanced Wastewater Purification systems by 2025

ON TRACK

Equip 100% of fleet with IMO and USCG certified systems for ballast water by 2025

ON TRACKWASTE MANAGEMENT

Reduce solid waste offloaded to landfill by 90% from the 2007 baseline by 2025

ON TRACK

Reduce single-use plastics 100% by 2025

ON TRACK

Reduce food waste across our fleet by 50% by 2025

ON TRACK5SUSTAINABLE SOURCING

Source 100% cage-free eggs globally by 2025

ON TRACK

Source 100% of chickens for U.S. operations from Global Animal Partnership certified suppliers by 2025

ON TRACK

Source 100% gestation-crate-free pork globally by 2025

ON TRACK

Source 90% of wild-caught seafood from Marine Stewardship Council (MSC) certified fisheries for
global operations by 2025

ON TRACK

Source 75% of farm-raised seafood from Aquaculture Stewardship Council (ASC) certified fisheries
for global operations by 2025

ON TRACK

Obtain MSC and ASC Chain of Custody certification for specified species for our ships by 2024
(goal updated from 2023, see page 50 )ON TRACKRESPONSIBLE TOURISM

Advance destination stewardship and community development through partnerships,
initiatives and responsible practices by 2026

ON TRACK

60% of RCG-offered tours are provided by GSTC certified tour operators by 2026

ON TRACK

Support sustainable and resilient ocean communities, employee engagement andvolunteering through our community pillars by 2024

ON TRACK

DIVERSITY, EQUITY AND INCLUSION

Form an Executive Diversity Council, chaired by CEO, by 2023

ACHIEVED

Review gender pay equity annually for all global employees, including shipboard crew, by 2024

ON TRACK

Implement program to foster an inclusive and diverse supply chain through our
procurement process by 2024

ON TRACKHUMAN RIGHTS

Publish updated human rights policy and conduct human rights impact assessments by 2025
RISK MANAGEMENT

Integrate ESG risks into enterprise risk management system by 2023

ON TRACK

ACHIEVEDETHICS AND COMPLIANCE

Increase auditability of ESG data and improve climate-related disclosures by 2026

5

For Celebrity Cruises and Royal Caribbean International only. Silversea will integrate in the near future.

ON TRACKSEASTAINABILITY / OUR BUSINESS

2023 Seastainability | Environmental, Social and Governance Report

<

23

>

ACCELERATINGINNOVATION
Across our business, we are imagining, pioneering anddeveloping cutting-edge technologies that create
best-in-class experiences and accelerate the transition
to a more sustainable cruise industry.
Our Innovation Journey .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 27

SEASTAINABILITY / OUR BUSINESS

2023 Seastainability | Environmental, Social and Governance Report

<

25

>

OUR INNOVATION JOURNEY
Setting the stage for the future.
Increasing guest safety• Meticulous safety protocols:
Award-winning Safety Command Centerorganizes our incident response• Digital safety drills:
Pioneering eMuster 2.0 technology delivers
safety info to mobile devices and stateroom TVs

SEASTAINABILITY / OUR BUSINESS

Using future fuels andtechnologies

Improving the guest
experience• Methanol-ready:Flex-fuel engines on Celebrity
Xcel (2025 delivery) will runon three fuel types, including
methanol• High-speed connectivity:
Starlink technology enhancesinternet connectivity forreal-time communication• Prototyping fuel cells:
Developing pilot fuel cell
installations on
selected ships

Saving fuel at sea• Optimized routes:
Machine learning and predictive
analytics help determine mostefficient sailing routes• Autonomous hull cleaning:
Robotic hull cleaner removes
debris and slime to reduce drag• Increased fuel efficiency:
Parabolic bow moves moresmoothly through the waves
and improves fuel efficiency

Saving energy onboard• Minimizing energy waste:
Eco-mode powers down guest
staterooms when guests go ashore• Cold recovery system:
LNG cold recovery reduces energy
consumption of HVAC system• Extreme efficiency:
Highly efficient AC chillers and
HVAC systems maximize energy
efficiency

2023 Seastainability | Environmental, Social and Governance Report

Look for this icon
throughout this report tolearn more about theseand other pioneering
innovations at Royal
Caribbean Group.

<

27

>

SUSTAININGOUR PLANET
Destination Net Zero  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 30
Energy Management .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 36
Water Stewardship  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 42
Waste Management .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 44
Sustainable Supply Chain .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 48
Protecting Oceans and Marine Ecosystems .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 52

2023 Seastainability | Environmental, Social and Governance Report

<

29

>

DESTINATION NET ZERO
Charting a course for net-zero cruising.
GOAL

2023 PROGRESS• 6.8% reduction in carbon intensity

Reduce our carbon intensity by double
digits from a 2019 baseline by 2025

• Completed 50 energy-efficiency retrofit projects, including steam
turbine and LED lighting system upgrades• Grew portfolio of fuel options with first LNG-powered ship andsuccessful biofuel trials

Achieve net-zero GHG emissions by 2050

• Debuted Total Energy Management (TEM) system to optimize energy
performance• 30 ships with shore power capabilities as of year end• Completed successful biofuel trials on three ships

Deliver net-zero cruise ship by 2035

• Launched Silversea’s Silver Nova, which is 33% more energy efficientthan required for ships today• Started construction on Celebrity Xcel, our first tri-fuel methanolcapable ship (2025 delivery)

SEASTAINABILITY / SUSTAINING OUR PLANET

2023 HIGHLIGHTS
Destination Net Zero is our strategy to achieve netzero greenhouse gas (GHG) emissions by 2050. The
bold initiative lays out a pathway to protect our oceans
and ensure the health and viability of the destinations
our guests and employees care deeply about.
For decades we have been dedicated to sustaining
our planet by continuously improving our operations—from our never-ending pursuit of energy efficiency
to our strategies to treat water and source products
responsibly. In each case, we go beyond what is
expected to deliver the best vacations responsibly for
future generations.
Today, we’re responding to the threat of climatechange, ocean pollution and resource scarcity byaccelerating innovation across our business. Together
with our partners, we are imagining and developing
cutting-edge solutions to reach our goal of net-zerogreenhouse gas (GHG) emissions by 2050, including
using artificial intelligence and other technologies tomaximize energy efficiency onboard and investing inbold new technologies as we transition to alternative
energy sources.

6.8% reduction
in carbon intensity

3 ships conductedsuccessful biofuel trials

25% reduction in foodwaste since 20196

Earned LEED Goldcertification for world’s
first net-zero cruise
terminal in Texas

Construction began
on methanol-capable
ship, debuting in 2025

87% of waste
diverted fromlandfills

6

For Royal Caribbean International and Celebrity Cruises only.

2023 Seastainability | Environmental, Social and Governance Report

<

31

>

DESTINATION NET ZEROPATHWAYS TO EMISSIONS REDUCTION

Improved Energy Efficiency

Energy-efficiency retrofits
on existing ships

Efficiency gains throughdesign innovations on
new ships

Enhanced hull
performance

Smart itinerary planningand data-optimized
routesAlternative Ship Fuels and Technologies
Transitional and future fueldevelopment and testing
New technology pilots anddevelopment (e.g., engines)
Partnerships to accelerate
the transition to future fuels

SEASTAINABILITY / SUSTAINING OUR PLANETKey Milestones
2025

Reduce our carbon intensity by
double digits from a 2019 baseline

2035

Deliver net-zero-emissions
cruise ship

2050

Achieve net-zero emissions

Alternative Energy Sources
Shore power development
Onsite renewable energy
Renewable electricity
certificates and other offsets

Supply Chain Decarbonization
Collaborative relationships with
suppliers to lower their emissions
Local sourcing to reduce
miles traveled

2023 Seastainability | Environmental, Social and Governance Report

<

33

>

Collaborating to Reach Net Zero

Original equipment
manufacturers

Shipyards

INN

Non-governmentalorganizations

O

S

Ports

M

Academia

EC

TE

Alternativefuel suppliers

N

YS

OV

Trade agencies

IO
AT

Policymakers

International
consortiums
Regulators andpolicymakers

Achieving net-zero emissions by 2050 requires widespread collaboration, as no one company can do it alone.
To facilitate this transition, we’ve forged strong partnerships with organizations across the maritime industry andbeyond to catalyze the development of low-carbon solutions. We believe our industry and affiliated partners
can be a powerful collective force in accelerating innovation, piloting and driving demand for new fuels andtechnologies, and developing new regulatory standards to move the industry forward. Our global partners include:

Our membership gives
us access to the world’s
most vibrant researchand startup communities, including thinkers,
strategists and innovators focused on solving
society’s greatest challenges.
Royal Caribbean Groupand other members poolexpertise to advance thedevelopment of methanol—including biomethanol—
as a viable marine fuel.

This independent R&D organization unites players
across the maritime industry to share knowledge,
drive innovation and pilot promising low-carbon
technologies and solutions.
First Movers Commitment in the Pacific Northwest“First Movers” include ports, cities, cruise lines andtrade associations devoted to creating the world’s
first green shipping corridor to support and enablenet-zero solutions.

SEASTAINABILITY / SUSTAINING OUR PLANET

Our 2023 GHG Emissions

Other Air Emissions

Reaching net-zero emissions requires us to set a
range of short-, medium- and long-term targets, withmany milestones to mark our progress.

To help mitigate emissions from our current fuels andreduce related air and water pollution, we invest in
and develop state-of-the-art emissions-abatement
technologies including Advanced Emissions Purification(AEP) and Selective Catalytic Reduction (SCR) systems.
To date, 72% of our vessels are equipped with AEP
systems, which help us meet the sulfur emissions
requirements set forth by the International Maritime
Organization (IMO) globally for 2020 and all emissions
control areas. Our ships without AEP systems are too
small to accommodate the systems and already operateon compliant fuel.

Scope 1 and 2
In 2023, we made substantial progress toward our
first milestone by reducing our carbon intensity by
6.8% from a 2019 baseline.7 This puts us more thanhalfway to our goal of achieving a double-digit
reduction in carbon intensity by 2025. In the nearterm, we expect to level off, and potentially reduce,
our absolute emissions through continued focus on
improved energy efficiency and new technology. As
alternative, lower-carbon fuels become more widely
available and economically viable, we will assess theopportunity to set more aggressive carbon reduction
targets on our journey to net-zero emissions by 2050.
Scope 3We included our Scope 3 emissions in our assessment
for the first time in 2023, after setting the baseline in
2022, giving us a more accurate picture of our total
carbon footprint.

OUR GHGEMISSIONS

2023

20228

20219

Total GHG emissions(Scope 1, 2 and 3)

11,379,448 4,989,942 2,590,041

Scope 1

5,375,318 4,979,842

Our Scope 3 Emissions

2,579,274

Scope 2 (location-based)

10,166

10,10010,767

Scope 2 (market-based)

10,219

10,167

10,900

Scope 3

AEPs work by spraying exhaust with a fine water mist
within the ship’s funnel and stacks. As the water mist
combines with the sulfur dioxide in the exhaust, it
causes a chemical reaction, removing the sulfur
while producing a clean white plume. As a result,
AEPs remove approximately 98% of sulfur dioxides,
40–60% of total particulate matter and up to 12% of
nitrogen oxides. Twelve Royal Caribbean Group ships
are currently equipped and all future new builds will
be equipped with SCR systems to reduce nitrogenoxides by greater than 90%.

5,993,964

For more details about our GHG emissions, see
our performance table on page 109.

Purchased goods and services—63%
Fuel- and energy-related emissions(not included in Scope 1 and 2)—12%
Business travel—10%
Capital goods—7%
Total others—5%
Waste generated in operations—2.44%

 arbon intensity measures our ships’ operational efficiency in kilograms
Cof GHG emissions per gross tonnage distance traveled (in GT-NM).
8,9
In 2022, we inventoried our Scope 3 emissions baseline for 2019, the lastyear representative of pre-pandemic normal operations. Total emissions
in 2022 and 2021 represent Scope 1 and 2 only.
72023 Seastainability | Environmental, Social and Governance Report

Upstream transport and distribution—< 1%

<

35

>

ENERGY MANAGEMENT
Our relentless pursuit of innovation powers our Destination Net Zero strategy.
With Destination Net Zero, we’ve developed a carbon
reduction roadmap to reduce our GHG emissions
and air pollution using every tool at our disposal.
Our 2023 priorities included continuing to push theenvelope on energy and fuel efficiency and laying the
groundwork for alternative fuels and energy sources.

Energy-Efficiency LandscapeOur teams spend countless hours scrutinizing every
kilowatt of energy used in order to operate our ships
as efficiently as possible. Operational decisions
aboard a ship can have both a meaningful impact on
our total energy use and help us identify where thedeployment of energy-saving technologies could
improve efficiency throughout our entire fleet.
The simplest and most effective way to reduce our
GHG emissions is to use less energy. For us, using lessenergy is directly tied to using less fuel, making energy
efficiency our most immediately actionable step as we
chart a course to Destination Net Zero.
Improving Our Existing Fleet
Retrofitting our existing fleet with energy-efficiency
innovations is an effective, cost-efficient way toaddress our carbon emissions. We deploy a range ofproven energy-saving technologies on our existingships and pursue new retrofit innovations with ourpartners. We have completed more than 550 energyefficiency retrofit projects since 2013, including 50 in
2023, with another 250-plus planned projects in thepipeline through 2028.
For example, we installed new steam turbine and LED
lighting system upgrades that reduced our emissions
by approximately 14,000 metric tonnes CO2e in
2023. All told, our 50 retrofit projects helped us avoid
roughly 47,000 metric tonnes of CO2e emissions, andplayed an instrumental role in helping us reduce ourcarbon intensity by 6.8% from a 2019 baseline. Royal
Caribbean Group has avoided a cumulative 2 million
metric tonnes of CO2e emissions since 2013 due tothe relentless pursuit of our energy-saving initiatives.
New Builds: Innovating on a Blank Canvas
Every new ship provides a blank canvas to dreamand pioneer. We channel this creativity by building
energy-efficiency innovations into each new classof Royal Caribbean Group ships. For example,
our latest ships—Silversea’s Silver Nova and Royal
Caribbean International’s Icon of the Seas—achieved
Energy Efficiency Existing Ship Index (EEXI) ratings
approximately 33% and 24% higher than required forships today. Other innovations across our fleet include:•  LNG-powered engine produces fewer emissions
than traditional fuels•  Air lubrication system on the hull reduces drag•  Robotic hull cleaner removes debris and slime to
reduce drag•  Advanced waste heat recovery system partiallypowers hotel•  Custom HVAC chillers and fan coil units
maximize energy efficiency•  LNG cold recovery reduces energy consumptionof HVAC system•  Eco-mode powers down guest quarters when
passengers go ashore•  Shore-power connections can help reduce
emissions at port
•  Data-driven analytics optimize routes, speeds
and power management

47,000metric tonnes
CO2e emissions avoided in 2023
through 50 energy-efficiency
retrofit projects

SEASTAINABILITY / SUSTAINING OUR PLANET

In 2023, we debuted a new Total Energy Management(TEM) system to improve our onboard decision-making
and optimize our vessels’ energy performance. Using
ship-specific hindcasting models, the TEM system
helps our shipboard personnel identify excess energy
consumption, compare their normalized performanceagainst models and peers who sail the same route,and identify opportunities for improvement. Since
implementing the system, we’ve seen a measurable
improvement in the routes, trim and engine loads
our captains choose, helping reduce our fleet’s fuelconsumption by roughly 10,000 metric tonnes in2023 and Scope 1 emissions by approximately 0.65%.
The TEM system adds to a range of other datadriven tools and platforms we use on our ships tosave energy, such as itinerary planning tools thatgauge the fuel usage and carbon impact of different
itinerary choices. For example, timing constraints
can have a significant impact on energy and fuelconsumption. Leaving earlier or arriving later, whenpossible, can reduce speed between ports, saving
fuel and associated emissions.

ISO 50001
certified

across 93% of wholly
owned brands

Taking Charge of Our Data
Data analysis has powered many of ourefficiency innovations over the past 15
years, both internally and through ourpartnerships with manufacturers, shipyards
and other parties. However, accessing thedata needed for analysis has traditionallybeen slow and resource intensive, witheach partner having to install its own datacollection units on our ships.
In fall 2023, we launched an initiative to takecharge of our data by bringing the collection
process in house. Using our new open-source
platform, we control all data collection andflow, and share it with approved partners
when needed.
Currently deployed on four ships, the platformcollects an average of 50,000 data points per
ship including HVAC energy consumption,engine efficiency and freshwater production
efficiency. The platform uses AI analytics tools
to create a digital twin of our ships’ energy
systems, empowering our people and partners
with the right data at the right time to makethe right decision.
We expect to deploy the platform on 28 total
ships by the end of Q2 in 2025.

For details on our energy consumption andefficiency, see our performance table on page 109.

2023 Seastainability | Environmental, Social and Governance Report

<

37

>

Growing Our Energy Portfolio
Transitioning to alternative, low-carbon fuels andtechnologies is the linchpin of our long-term
decarbonization strategy. Our teams are laying the
groundwork for these future fuels now, including
piloting the most promising short-term solutions,building alternative fuel supply chains andpartnering with other innovators to advance theindustry as a whole.

Our Approach on Future Fuels
It’s important to acknowledge that there is no miraclefuel on the horizon. Each fuel has its own advantages
and shortcomings, and many alternative fuels,
technologies and supply chains are still years fromviability. We expect to rely on a wide mix of lowercarbon fuels as we transition to the energy platformof the future. Our objective isn’t to advocate for one
fuel over others, but to future-proof our ships with
fuel flexibility, so we can quickly pivot to the fuels thatbest meet our needs when they become available.
LNG as a Transitional Fuel
We consider liquefied natural gas (LNG) a transitional
fuel that helps builds flexibility into our ship design
and also helps us more easily adapt to different types
of fuels as the market evolves and other scalable
alternatives are introduced. While still a fossil fuel, LNG
advances the removal of local air emissions like sulfur
dioxide, nitrogen oxides and particulate matter. August2023 marked the maiden voyage of our first LNGpowered ship, Silversea’s Silver Nova. The ship featuresa hybrid power source that uses a combination of LNG
and batteries to power cruising and hotel operations.
Overall, the ship is 33% more energy efficient thanapplicable International Maritime Organization (IMO)
requirements for ships designed today. It can also plug
into shore power-enabled terminals when docked,
potentially reducing or eliminating its GHG emissionsat port depending on the terminal’s energy mix.

Our second LNG powered ship, Royal Caribbean
International’s Icon of the Seas, debuted in Januaryof 2024 and will be followed by five additional ships,
including Utopia of the Seas and Silver Ray, which will
join the fleet summer of 2024.
Biofuel Pilots
We achieved a new milestone in alternative fuel use
in 2023 with 12 weeks of successful biofuel testingin Europe, followed by a third trial at the close of thesailing season in Europe. During the European tests,
Celebrity Cruises’ Celebrity Apex and Royal Caribbean
International’s Symphony of the Seas completed
multiple sailings using biofuel blends to meet part oftheir fuel needs. The third test took place on Royal
Caribbean International’s Enchantment of the Seasand assessed the viability of 100% biofuels in ouroperations. These tests built on the success of our2022 biodiesel trial on Royal Caribbean International’s
Navigator of the Seas in California.

LNG VS. CONVENTIONAL FOSSIL FUELS

99%

90%

0%

LESS SULFURDIOXIDELESS NITROGENOXIDES (NOx)PARTICULATE
MATTER

SEASTAINABILITY / SUSTAINING OUR PLANET

Accredited by International Sustainability and Carbon
Certification (ISCC), the biofuel blends were producedby purifying renewable raw materials like waste oils
and fats and combining them with fuel oil to createa cleaner, more sustainable alternative. Studies havefound that biofuels produced entirely from biomass
could reduce GHG emissions from 67% to 93%10 on alife-cycle basis compared with heavy fuel oil,11 although
we’re still many years away from that possibility.
Crucially, our tests confirmed that when partiallypowered by biofuel blends, our ships’ onboard
technical systems are able to meet our operational
standards without raising quality or safety concerns.
This makes them suitable as “drop in” fuel solutions,meaning we can rely on them without modifying ourengines. We plan to continue testing different typesof biofuels on upcoming sailings and are exploring
strategic partnerships with suppliers and ports in theregion to ensure a sustainable supply chain.
Green Shipping Corridors
To help address the supply chain challenges of low- or
zero-carbon fuels, we’re working with a broad coalitionof cruise operations, ports, industry trade associations
and maritime forums to explore the development ofgreen corridors. These are maritime routes where zero
GHG emission solutions are supported and enabledthrough technological, economic and regulatory
collaboration.
Innovation in the Fast Lane
In our 2021 Seastainability Report, we announced
a plan to deploy hydrogen-based fuel cell systems
in Silversea’s Silver Nova and Royal Caribbean
International’s Icon of the Seas. Fuel cells offer a
promising and cleaner means of generating power
onboard ships. However, as is often the case in fastmoving innovation fields, we encountered setbacks
during development and adaptation for wide-scalemarine use and were not able to equip the ships withthe systems at launch.

Despite the obstacles, we remain committed to exploring
future fuel-cell solutions. We continue to collaborateclosely with our technology suppliers to bring thesesystems to our ships, while also exploring opportunities
to deploy them in land-based applications.

Readying Our Ships for
Methanol-Powered Cruising
Methanol has emerged as one of the most promising
candidates for our future fuel mix, particularly
biomethanol. But unlike biofuels, methanol requires
engines specially designed for its use.
In order to accelerate our future fuel landscape
we partnered with technology group Wärtsilä
and shipyard Chantiers de L’Atlantique to develop
a flex fuel engine capable of running on three
types of fuel, including methanol. The Wärtsilä
46F flex-fuel engines will debut on Celebrity
Cruises’ Celebrity Xcel in 2025. This unmatchedfuel flexibility ensures that Celebrity Xcel caneasily adapt once methanol is available at scale,
yet can still run on traditional fuels in the interim.
Representing a bold step forward in low-carbon
cruising, Celebrity Xcel will also incorporate
methanol-ready storage and delivery systems.
The carbon footprint of methanol varies byproduction method, but studies indicate thatbiomethanol offers carbon reduction benefitsof 65% to 95% compared with conventional
fuels, and significantly reduces local emissions
like sulfur oxides (SOx), nitrogen oxides (NOx)and particulate matter.8 We joined the Methanol
Institute (MI) in 2023 to help facilitate thedevelopment of this future fuel pathway.
Adopting methanol on a broad scale poseschallenges for our older ships. However, we lookforward to studying its application for both newand existing ships as Celebrity Xcel moves closer
to launch.

National Renewable Energy Laboratory (NREL), U.S. Department of Energy, “Biofuel
Options for Marine Applications: Techno-Economic and Life-Cycle Analyses,” May 2021.

10 

International Renewable Energy Agency (IRENA) and Methanol Institute, “Innovation
Outlook: Renewable Methanol,” 2021.

11 

2023 Seastainability | Environmental, Social and Governance Report

<

39

>

Alternative Energy Sources
Renewable energy sources such as solar and wind
add to the portfolio of solutions we invest in tomeet our decarbonization targets. With thoughtful
execution, these sources can help reduce or offset
the emissions of our shoreside operations and evenhelp power our ships in some circumstances.
Shore PowerEven while our ships are in port, they need power toheat, cool and light the ship. With shore power, ourships can “plug into” electricity at the port rather thanrelying on their diesel auxiliary engines. This reduces
our ships’ air emissions at port and may reduce GHG
emissions, depending on the energy mix of the power
grid we’re accessing.

Enabling shore power is complicated. Ports mustbuild shore power-ready terminals—which few haveto date—while our ships must be equipped to use
the power provided. On our end, 30 Royal CaribbeanGroup ships were shore power capable as of the endof 2023, with additional retrofits on the way. All newbuilds will have shore power connections, including
ships owned by our joint ventures.

SEASTAINABILITY / SUSTAINING OUR PLANET

Our port partners are gradually adding shore powersystems, and we continue to advocate for shore
power when interacting with ports. PortMiami isnearing completion of a shore power terminal for
Royal Caribbean Group ships, with an anticipatedlaunch of May 2024. We continue to collaborate with
the Port of Galveston and other partners on shore
power and related initiatives, including exploring thepotential of a shoreside microgrid to provide clean,portable power to berthed ships. We’re also studying
the feasibility of shore power in other locations,
including the Cape Liberty Cruise Port in New Jersey
and Port Canaveral in Florida.

Solar-Powered Cruise Terminal

In 2023, our Port of Galveston terminal became
the first cruise terminal in Texas to earn LEED Goldcertification and the first cruise terminal in the world
to generate 100% of its needed energy through onsite
solar power. The terminal relies on 30,000 square
feet of photovoltaic solar panels to create a net-zeroenergy balance.9

WORLD’S FIRST NET-ZERO CRUISE TERMINALPort of Galveston, Texas

Renewable Energy Investments
We remain committed to investing in cleaner energy
sources and deploying renewable energy at selectshoreside locations and private destinations.
Kansas Wind Partnership

Our partnership with a 62-turbine wind power
facility in Reading, Kansas, partially offsets our GHG
emissions. We signed a 12-year power purchaseagreement in 2018 with the facility, which begancommercial operations in May of 2020. The
partnership has on average generated approximately
465,000 tons of carbon offset credits annually, which
represents roughly 10% of our carbon emissions.
We’re currently exploring opportunities to use these
offsets to pursue LEED Zero Energy certifications forsome of our shoreside operations.

100% SOLAR POWERED

Lower-carbon materials prioritized
75% of construction waste diverted from landfill
Electric vehicle charging stations
Lighting strategies to reduce light pollution

Private Destination Renewables

With a targeted opening of summer 2025, our Royal
Beach Club at Paradise Island in the Bahamas will be
partially powered by renewable energy at launch,with the goal of 100% renewable energy by 2030.
The private destination will also incorporate smart
design elements such as natural shade to reduceenergy needs.

9

Based on the quantity of renewable energy produced that displaces non-renewable energy on the grid.

2023 Seastainability | Environmental, Social and Governance Report

<

41

>

WATER STEWARDSHIP
Water is a precious resource, both on our ships and off. We go to great
lengths to ensure it’s used responsibly.
GOAL

2023 PROGRESS

Increase or maintain 90% potable water production
and reduce potable water bunkering in vulnerable
areas by 2025

• 93% potable water production12

Equip 100% of fleet with Advanced Wastewater
Purification systems by 2025

• 98% equipped

Equip 100% of fleet with IMO and USCG certified
systems for ballast water by 2025

Water is as crucial to a ship’s operation as fuel. We
must have a sustainable supply of freshwater for ourguests and crew, while also being mindful of the water
we discharge into the oceans. Our water strategy isthree-fold—conserve, create and treat.

Conserving Water
We take steps to reduce water consumption on our
ships using tools like aerators, low-flow showerheads,
and reduced-flow dishwashers and laundry
equipment. We use Defender® Regenerative Media
Filters in our pools, which require much less waterfor operation than sand or paper filters. We also
employ creative solutions, such as repurposing thecondensation produced by our air conditioning units
for our laundry system.
Our crews are trained to conserve water, andcontinually look for new opportunities to use water
more efficiently. We encourage our guests to do thesame. Guests, for example, can save water by reusing
towels, linens and sheets.

• IMO 100%
• USCG 74%

Creating Freshwater
Our guests and crew require water for drinking,cleaning, cooking, swimming and other activities, yet
freshwater is scarce in many of the destinations wevisit. To meet our needs and minimize our impact onwater-stressed communities, we produce more than
90% of the freshwater used on our ships, including thewater in many of our swimming pools, spas and otherrecreational facilities. While we do occasionally needto bunker water—the term for loading locally sourced
freshwater onto a ship in port—we seek to avoid or
minimize bunkering in areas facing water shortages.13
We use two main processes to produce our freshwater.
•  S team evaporation: Our steam evaporation systemboils and evaporates seawater, which is thencondensed into freshwater. While this process isenergy intensive, we account for this by repurposing
excess heat from our engines or steam from our
exhaust gas boilers to heat the water.
•R everse osmosis: This system creates freshwaterby pumping seawater at very high pressure
through a filter or semi-permeable membranethat only water molecules can pass through. The
newest reverse osmosis systems on our ships
require 65% less energy to operate than earlier
generations.
For Celebrity Cruises and Royal Caribbean International only. Silversea will
integrate in the near future.

12 

We use the World Resources Institute Aqueduct Water Risk Atlas 2.1 todetermine whether an area is water stressed.

13 

SEASTAINABILITY / SUSTAINING OUR PLANET

Treating Water
Our policy is that no untreated wastewater leaves
our ships. We accomplish this by equipping all our
ships with wastewater treatment plants that take allinternational and maritime standards and laws into
account, and in many cases go above and beyond
what’s mandated.
In 2004, we made a commitment to install Advanced
Wastewater Purification (AWP) systems in many of ourships. As of 2023, 98% of our ships were equippedwith these systems, putting us one step closer to ourgoal of 100% by 2025. AWP systems treat sewage andgraywater—including water from sinks, showers andkitchen galleys—to standards twice as stringent as U.S.
federal standards. Treated wastewater from our AWP
systems is discharged beyond three nautical miles
from nearest land. All other treated wastewater andgraywater is discharged a minimum of 12 nautical miles
from land, compared with applicable laws.
We test this water effluent daily to ensure compliancewith regulatory and Royal Caribbean Group standards.
The results are verified by a third party every quarter tofurther validate our compliance.14

14

Ballast Water Treatment
Ballast Water is seawater brought onto a ship to control
trim, list, draught and stability of a ship during a voyage.
We’re committed to treating the ballast water used on
our ships, helping reduce or eliminate its potential todischarge non-native species into other ecosystems
when our ships move from port to port.

Wastewater Treatment Plant
Breaks New GroundOur Perfect Day at CocoCay private destination
features a new state-of-the-art wastewater
treatment plant that became fully operationalin 2023. The plant is smaller and more energy
efficient than comparable treatment plants andits chemical-free ultraviolet disinfection systemyields higher-quality water than conventional
systems. Thanks to the plant’s leading-edge
design, we’re able to use nearly 100% of ourtreated wastewater to irrigate our landscaping.

 or Celebrity Cruises andF
Royal Caribbean International
only. Silversea will integrate in
the near future.

2023 Seastainability | Environmental, Social and Governance Report

<

43

>

WASTE MANAGEMENTOur Save the Waves program is the foundation for making sure no solid
waste goes overboard.
GOAL
Reduce solid waste offloaded to landfill by 90% fromthe 2007 baseline by 2025

2023 PROGRESS• 87% reduction• Expanded Green Hub program to Galápagos• Launched the first waste-to-energy system at sea• 60% reduction

Reduce single-use plastics 100% by 2025

Reduce food waste across our fleet by 50% by 2025

• Relaunched phase three of our plastics reduction
program, focused on food containers and waterbottles, after adjusting for impact on the environmentand guest feedback• 25% reduction15

When we launched Save theWaves more than 30 years
ago, our primary objective wasto reuse and recycle as muchmaterial as possible. In the years
since, we’ve worked diligently
to reduce the amount of waste we produce anddivert the remaining waste from landfills. Today,
Save the Waves is everyone’s responsibility. Eachcrew member is responsible for following proper
waste management protocols, which the ship's
Environmental Officer outlines during regulartrainings onboard. To help, every one of our ships isequipped to be landfill-free.

Reduce, Reuse, Recycle
ReduceWe work with our suppliers to improve
our supply chain, reduce packaging
materials and use more sustainable
resources.

Reuse
We participate in container return
programs with our vendors andmaintain a standard donation databasefor our fleet, which includes mattresses,
sheets, towels, furniture and clothing.

Recycling and Responsible Disposal

RecycleOur ships run a single-stream process,where all recyclables are hand-sorted in
our waste management room onboard.
These rooms are equipped with bailers,
shredders and compactors, as wellas crushers for glass, light bulbs andaluminum.

We analyze waste management on our ships from start
to finish to better understand and address all aspectsof our waste streams. Waste is recycled onboard via
a single-stream process, in which all recyclables arehand-sorted in our waste management room onboard
and then recycled by vendors. Waste that can’t berecycled is either offloaded for responsible disposal
or incinerated onboard.

15

For Royal Caribbean International and Celebrity Cruises only..

SEASTAINABILITY / SUSTAINING OUR PLANETGreen Hubs
Our Green Hubs program plays a key role in enabling
our landfill-free capabilities by identifying responsible
waste vendors in strategic destinations. These hubs
support our landfill diversion efforts through the useof waste-to-energy facilities. Since its start in 2014,
the program has grown to 34 ports worldwide, andhas played a critical role in helping us divert 87% of
our waste from landfills.

in environmental management on the islands. The
partnership includes a commitment to transport
all waste out of the Galápagos to be recycled orprocessed according to regulatory procedures, helping
protect the delicate ecosystem for future generations.

87%

In 2023, we added a waste management partner
on the Galápagos Islands, enabling Silversea tobecome the first cruise operator to gain certificationof our waste is diverted
from landfills

Next-Gen Tech Helps Us Turn Waste to Energy
While all Royal Caribbean Group ships are equipped to belandfill-free, we wanted to do more. Driven by a passion
for innovation and improvement, in 2023 we became
the first company to turn waste into energy onboard a
cruise ship with the introduction of next-generation waste
management systems on our newest ships, Royal Caribbean
International’s Icon of the Seas and Silversea’s Silver Nova.
Adapting the technology used in land-based waste-toenergy facilities, these systems convert solid waste intoa gas that the ships can use to satisfy certain energy
demands within their hotel facilities.

Accelerating and pioneering innovation often requires
the ability to learn and adapt. For example, we intended
to equip Icon of the Seas with a microwave-assisted
heating system to handle waste conversion. However,when operationalizing the technology, we realized that
an electric heating source works best for our ships andare modifying the system accordingly. Each innovation ispart of an exciting and fruitful journey that advances ourlandfill-free ambitions.

Waste-to-Energy Technology

Waste2023 Seastainability | Environmental, Social and Governance Report

Energy<45>

Waste and Recycling on Perfect Day at CocoCay
We began preliminary construction of a new waste
management facility at our Perfect Day at CocoCay
private destination. The facility features a state-ofthe-art biodigester that transforms food waste into
compost within 24 hours, as well as a pair of highly
efficient incinerators that produce substantially fewer
emissions than conventional models. Thanks to theseand other technologies, we anticipate decreasing
our overall waste volume by up to 85%. We expect tolaunch the facility in early 2024.

WIN on Waste has made important strides in raisingawareness among onboard teams through rigorous
food waste training and awareness campaigns, withactive encouragement to improve reduction rates.
The centerpiece of our initiative, however, is thecustom-built Q Control food management platformthat helps estimate how much food should beordered, thawed and prepped on a given day so thatless food goes to waste. Ship and corporate leaders
review the system’s data dashboards to informadjustments and track progress.

Perfect Day at CocoCay is also home to a glass-tosand bottle crusher that allows us to convert ourused glass bottles to sand for use as a landscaping
material. We’ve used the crusher to transform 19
cubic meters of glass into 2 cubic meters of sand asof the end of 2023.

Single-Use Plastics
In 2023, we relaunched phase three of our plastics
reduction program, which is focused on drawing
down our use of plastic food containers and waterbottles. While many of our ships switched fromplastic water bottles to recyclable aluminum cansover the past two years, aluminum cans have theirown environmental impacts within our supply chain,
and also affect the guest experience. Therefore,
we paused the plan in late 2023 to reevaluate ourreplacement strategy and its overall impact. We
remain committed to eliminating single-use plastics
from our ships by 2025.

Reducing Food Waste
In 2021, Royal Caribbean International launched afive-year initiative called WIN on Waste to contributeto the reduction of food waste across the fleet
by 50%. The program has helped us make steadyprogress toward this goal, contributing to a 25%
reduction as of the end of 2023.16

Waste By the Numbers
Waste to landfill

Total waste recycled
80 80

76.7 76.7 2.5 2.5
2.18 2.18

70 70
60 60
50 50

46.9 46.9
43.7 43.7
40.2 40.2
37.4 37.4

lbs in millions

40 40

31.5 31.5
27.6 27.6
27.8 27.8
25.1 25.1
22.5
22.5
20.7 20.7
14.3 14.3

10
0’10 ’10’11

1.14 1.14
1.15 1.151.09 1.09
0.91 0.91

1.0 1.0

20 20

0

16

1.5 1.530 30

10

2.0 2.0

lbs per APCD

61.4 61.4

0.56 0.56
0.46 0.46
0.5 0.5
0.40 0.40
0.37 0.37
0.34 0.34
0.32 0.32
0.28 0.28
0.27 0.27
0.19 0.19

0.5 0.5

11.5 11.5

’11
’12

’12
’13 ’13
’14

’14
’15

’15
’16 ’16’17’17’18 ’18’19 ’19’20 ’20’21

For Royal Caribbean International and Celebrity Cruise Ships.

’21’22 ’22’23 ’23

0.0 0.0’07 ’07’10 ’10
’11

’11
’12

’12
’13 ’13’14 ’14’15’15’16 ’16’17’17’18 ’18’19 ’19’20 ’20’21’21’22 ’22’23 ’23SEASTAINABILITY / SUSTAINING OUR PLANET

Hazardous Waste Management
Although we produce very small quantities ofhazardous waste (sometimes called special waste)
as defined by the U.S. Resource Conservation andRecovery Act, the potential for negative environmental
impacts makes the management of hazardous
waste one of our highest priorities. We segregate all
hazardous waste products into approved leak-proof
containers and transfer them to approved shoreside
disposal facilities. We also incinerate some types of
bio-hazardous waste onboard.
Chemical Management
We take a systematic approach toward evaluating,procuring, handling, storing, using and responsibly
disposing of chemicals in our operations. Our
approach includes:•R oyal Caribbean Group Chemical Purchasing
List (CPL): Our CPL is supported by the SDS
Forums database, which contains detailed
handling instructions, health and flammability

2023 Seastainability | Environmental, Social and Governance Report

ratings, and standardized training on how tomanage chemicals efficiently while reducing
environmental risk.
•G reen Rating System: We rely on our Green
Rating System for many procurement decisions.
The system analyzes each ingredient in achemical product and its environmental impact.
The system has helped reduce potential chemicalhazards at Royal Caribbean Group; improved
our tracking, use and storage of chemicals; andincreased incentives for our suppliers to provide
environmentally friendlier products.
•P urchasing controls: We use rigorous purchasing
controls to help us facilitate purchasing
approvals, improve our Green Rating System andcomply with the Globally Harmonized System ofClassification and Labeling of Chemicals.

<

47

>

SUSTAINABLE SUPPLY CHAIN
We’re building a more sustainable and resilient supply chain model that
protects people and the planet.

GOAL

2023 PROGRESS

Implement program to foster an inclusive and diverse
supply chain through our procurement process by 2024

Operationalized our supplier onboarding portal,
providing additional insights that inform our decision
makingOur supply chain fuels everything we do. It also
provides an opportunity to extend our positive
impact well beyond the walls of our businessthrough our 20,000+ supplier relationships in morethan 120 countries.
We strive to choose partners and products that adhere
to sustainable practices and share our commitment
to ethical business practices in order to build a more
responsible supply chain that promotes the wellbeingof workers, communities and the environment. (See
Human Rights on page 76 for more information.)

Supplier Code of Conduct
We continued to evolve our Supplier Guiding Principles
in 2023, outlining our standards for responsible andethical business practices for all Royal CaribbeanGroup suppliers. The refreshed version, now known
as our Supplier Code of Conduct, includes additional
language and standards related to anti-corruption,
data privacy, confidential information, conflicts ofinterest, fair competition, global trade and humanrights. We require suppliers to review and acknowledge
the Supplier Code of Conduct when registering or
renewing their relationship with the company.
Our Supplier Code of Conduct is consistent with the
expectations put forth by the United Nations Global
Compact, International Labor Conventions and ourcompany’s own Code of Business Conduct and Ethics.
In addition to adhering to our guidelines, we expect
suppliers to report any concerns or violations using
our Compliance and Ethics AWARE Hotline or otherreporting mechanisms.

Supplier Onboarding & Management
We expect to take another leap forward in oursourcing and procurement processes with our new
supplier onboarding platform, which reached fulloperational deployment in 2023.
The system relies on a central portal to collectinformation from suppliers, with classification dataon environmental initiatives, human rights, diversity
ownership and other decision-useful information.
This includes, for the first time, insight on which
suppliers are measuring their carbon emissions,which will improve our procurement decisions going
forward. The portal also helps us track our suppliers’risk profiles by assessing factors like cybersecurity
risk, validity of banking information and insurance
requirements.
Going forward, all suppliers are required to use thesystem. We expect to start using the portal as a key
decision-making tool in 2024.
Engaging Our Suppliers
Our procurement and commodity managers andtheir respective teams systematically conduct
quarterly business reviews with our suppliers—
and in some instances, daily assessments—to
measure and monitor their performance on aspects
including responsiveness, operational efficiencies,
decarbonization efforts and business continuity
plans. We use insights from these assessments toprovide continual feedback and guidance to our
suppliers and share best practices, all of which feed
into our suppliers’ development process.

SEASTAINABILITY / SUSTAINING OUR PLANET

We have started using AI and machine learning in our
procurement process, which has resulted in moreaccurate forecasting for our suppliers. This allows us
to be more proactive with these vendors, leading totimelier deliveries and fewer rush orders.
Approximately 200 of our top suppliers from aroundthe world and across multiple goods and service
categories attended our supplier conference in April
2023, our first in five years. We dedicated time during
the conference to our ESG efforts and expectations,
including our approach to sustainable sourcing. We
also discussed ways to improve supplier engagement
related to sustainability and partner more effectively.

Local Sourcing
Where we source from is just as important as fromwhom we source. Sourcing from local businesses
near our ports and destinations reduces the
carbon footprint of our supply chain, boosts nearby
businesses and communities, improves lives in thedestinations we serve and expands culinary options
for our guests. Moreover, shortening our global
supply chain helps us reduce complexity and risk.
We made a substantial push to reduce the distancetraveled from our suppliers’ place of origin to ourships in 2023. For example, we stopped shipping
all frozen foods from South Florida to our Seattle
and Vancouver markets, replacing them with 100%regionally sourced goods. We also significantly

2023 Seastainability | Environmental, Social and Governance Report

reduced the number of dry or ambient foods andbeverages—i.e., foods that can be safely stored atambient temperatures—shipped to these markets. In
Europe, we shifted more than 600 unique products
from a North American supplier to a European
counterpart.
We also intentionally partner with family- andemployee-owned businesses in Alaska to reduce thedistance our goods travel and provide fresh fruits andvegetables, local spirits and fresh-caught seafood toguests on our Alaskan cruises. This includes sourcing
locally produced spirits from Skagway Spirits, a small,family-run distillery that seeks to capture the wild
terrain and unique character of Alaska in its creations.
We measure our improvement in total vehicle miles
traveled. Combined, our efforts led to an overall 37%
year-over-year reduction in miles traveled from 2022
to 2023, helping reduce our Scope 3 emissions incertain regions.

86%of food for European cruises was
sourced locally in 2023

<

49

>

Responsible Sourcing Goals
GOAL

2022

2023

PROGRESS

Source 100% cage-free eggs globally by 2025

52%

54%

The global egg shortage due to highly
pathogenic avian influenza disrupted ouregg supply chain in 2023. We are partneringwith new suppliers to reach our 2025 target
and are testing new preservation options,such as frozen cage-free eggs.

Source 100% of chickens for U.S. operations
from Global Animal Partnership (GAP)
certified suppliers by 2025

20%

96%

We made significant progress in 2023, well
above our internal goals for the year.

Source 100% gestation-crate-freepork globally by 202517

15%

45%

Sourcing gestation-free pork is challenging
in a competitive marketplace, yet wepartnered with three new suppliers to stayon track for 2025.

Source 90% of wild-caught seafood byvolume from Marine Stewardship Council(MSC) certified fisheries18 by 2025

83%

31%

We faced a setback when Maine lobster
fisheries lost their MSC certification.
This resulted in a reduced percentage
of our volume meeting commitment.
We are in the process of identifying
new opportunities and engaging inconversations with MSC.

Source 75% of farm-raised seafood byvolume from Aquaculture StewardshipCouncil (ASC) certified fisheries by 202519

75%

69%

We remain on track to meet our 2025
target.

Obtain MSC and ASC Chain of Custodycertification for specified species for ourships by 202420

UpdatedWe updated our goal from 2023 due to achange in the MSC & ASC Chain of CustodyStandard specific to the certification
type we plan to use. We aim to complete
certification in 2024.

Gestation-free pork is produced without the use of gestation crates in the production process. In some regions, gestation-free pork may be unavailable or certification platforms forgestation-crate-free pork may not exist. In these cases, we work with regional pork suppliers to open or expand the market for gestation-crate-free pork and note our progress towardmeeting our target accordingly.

17 To qualify, global wild-caught seafood must come from MSC-certified sustainable fisheries, fisheries in full assessment for MSC certification, fisheries with comprehensive Fishery Improvement
Projects (FIPs) and/or (for tuna products) members of the International Seafood Sustainability Association (ISSA). At least 65% of the total volume must be from sources already certified by MSC.

18 

To qualify, farm-raised seafood must come from ASC-certified farms, farms in full assessment for ASC certification and/or farms with comprehensive aquaculture improvement projects.

19 

MSC and ASC Chain of Custody certification affirms that both wild-caught and farmed seafood that is served as certified is coming from sources traceable all the way back to a sustainablefishery or responsible farm.

20 

SEASTAINABILITY / SUSTAINING OUR PLANET

Responsible Food Sourcing

Alternative Fuels Supply Chain

We are committed to the safe, ethical and humane
treatment of animals across our supply chain andbuilding a more responsible, resilient supply chain.
In making food sourcing decisions, we evaluate
products to ensure a balance of quality, service, price,
availability and social and environmental responsibility.
Our partnerships and sustainable sourcing targets
play a key role in helping us achieve this balance
while driving transparency and accountability acrossour supply chain.

Establishing reliable and sustainable sources foralternative, low-carbon fuels is a crucial factor in
their widespread adoption. To be a viable option
for Royal Caribbean Group, an alternative fuel must
be available in the quantities we need and the landbased infrastructure must exist to store and bunker
the fuel near our destinations. In many cases, thesupply chains for these fuels are still years frommaturity, even though the fuels themselves may meet
our technical standards today.

We work with food suppliers to make sure they clearly
understand our expectations on animal welfare andsustainability, and actively seek new suppliers to help
us fulfill our humane and sustainable sourcing targets.
We also collaborate with World Wildlife Fund (WWF),
the Humane Society and other organizations to refine
our understanding of sustainable sourcing and animalfarming practices and adapt our strategies.

Part of the challenge is understanding which fuels havethe potential to be scalable within the next decade, with
sufficient feedstock, production capacity and logisticalframeworks to satisfy both our demands and thoseof the larger transportation sector. We evaluate eachfuel’s supply chain potential in advance—including
fuels and technologies still in the developmental
phase—before we start preparing our supply chain
for these transitions.

Cruelty-Free Foods
We strive to improve the treatment of farm animals
raised for the meat and eggs we procure for ourships. We continued to make progress toward ourfood sourcing goals in 2023.
Sustainable Seafood
Sourcing from sustainable farms and fisheries supports
a healthy and resilient ocean, making it a high priority
for Royal Caribbean Group. Developed in partnershipwith WWF, we fulfill our seafood targets by sourcing
from certified farms and fisheries with sustainable andethical practices, as well as those undergoing fisheryand aquaculture improvement projects. We remaincommitted to sourcing 90% of wild-caught seafood and
75% of farm-raised seafood from sustainably certified
sources as well as obtaining Marine Stewardship Council(MSC) and Aquaculture Stewardship Council (ASC)
Chain of Custody certification for specified species.

2023 Seastainability | Environmental, Social and Governance Report

In 2023, we made progress on our future fuels journeywith three successful biofuel trials in Europe. The
trials included evaluating suppliers and the technicalaspects of fuel delivery, along with the paperwork
and certifications required for biofuel use. We’re also
currently working on building the first dedicated LNG
supply chain infrastructure for ships running from
Florida to The Bahamas.

Read more about our biofuel trials in the Energy
Management section on page 38.

<

51

>

PROTECTING OCEANS AND
MARINE ECOSYSTEMS
Our oceans are home to an estimated 2.2 million marine species.
We’re working to ensure their vitality for generations to come.
Oceans serve as passageways to the world’s
most beautiful places, and we’ve been devoted
to protecting them since our first environmental
initiative more than 30 years ago. In partnership with
NGOs, conservationists and the scientific community,
we invest in initiatives to maintain healthy ocean
environments and preserve biodiversity in marine andcoastal ecosystems.

At SeaOceanScope Research Extension
We strengthened a decades-long commitment toocean conservation and research efforts with a four-year
extension of our OceanScope partnership, announced
on World Oceans Day in 2023. Located onboard

select Royal Caribbean Group ships, OceanScope
employs a comprehensive suite of oceanographic andmeteorological instruments to continually collect theocean’s vital signs. The research helps scientists build
a more robust understanding of issues such as climatechange, ocean acidification and biodiversity.
Collaborating with key program partners like theUniversity of Miami Rosenstiel School of Marine,
Atmospheric, and Earth Science, the U.S. National
Aeronautics and Space Administration (NASA),
and the U.S. National Oceanic and Atmospheric
Administration (NOAA), OceanScope research
has appeared in 15-plus peer-reviewed journals,
publications and books and is part of 10-plus
collaborations among leading scientists.

Since 2002, OceanScope data has helped:
Verify sea surface
temperaturesfrom satellites

Understand the
dynamics of the
Gulf Stream

Collect overa million CO2
measurements

Verify ocean
acidification

SEASTAINABILITY / SUSTAINING OUR PLANET

Protecting Marine Wildlife
Protecting our oceans and marine wildlife is a prioritythat shapes the way we sail around the world.
When planning our ships’ routes and operations, weconsider the ecosystems we travel through and lookfor ways to safeguard them. For example, we arererouting our ships in the eastern Mediterranean’sHellenic Trench, a core habitat for sperm whales in
the region. Additionally, on the Pacific and Atlantic
coasts of Canada, we have modified our operations
to avoid discharging in marine-protected areas.

Marine-Protected Areas
We seek to minimize cruising in marine-protectedareas to protect critical habitats and the species they
support. In 2023, we finalized a new methodology
for capturing this data across our fleet and worked
to align it with recently revised regional andinternational rules and regulations. We expect toimplement the new methodology in early 2024.

2023 Seastainability | Environmental, Social and Governance Report

<

53

>

On LandGalápagos Reforestation
Celebrity Cruises has partnered with the Galápagos
National Park since 2014, giving guests theopportunity to help reforest the area near Los
Gemelos on Santa Cruz Island with plants such as
Scalesia, cat’s claw, Galápagos Miconia and the thinleafed Darwin’s shrub. Reforesting with Scalesia isparticularly important, as Scalesia forests house astriking number of endemic plant and animal species,
many of whose populations had dwindled in recent
years. Reforestation efforts have aided recoveries
for the little vermillion flycatcher, which had all but
disappeared from the area, and the warbler-finch.
Floreana Island Restoration
In August 2023, Silversea helped reintroduce
species that were once extinct to Floreana Island in
the Galápagos. The Floreana Project’s initial phase
involves eradicating non-native species such as
rodents and feral cats, whose introduction led to theextinction of several endemic species native to theisland. The second phase will reintroduce species likethe Galápagos hawk and the Floreana mockingbird.

~70 acres

Conservation at Our Private Destinations
When we build our private destinations, we aspire
not just to minimize our environmental impact, but topreserve the islands’ unique ecology.
•O ur Forestry Management Plan helps guide ourdevelopment approach for our private destinations.
The plan includes commitments to relocate native
vegetation in areas under development, remove
invasive species, and build only on property thathas been previously altered or contains significant
invasive or non-native plant species.
•W e also seek to protect or revitalize critical habitats.
For example, to help reverse the decades-longtrend of mangrove deforestation in the Caribbean,
we’ve been sprouting mangroves at our Perfect Day
at CocoCay destination and have plans to establish
mangroves around the island in 2024. Mangrove
forests are biologically diverse ecosystems home
to a number of globally endangered species.
•P erfect Day at CocoCay is also home to the firstcommercial installation of a SharkSafe Barrier,which uses magnets to prevent sharks fromcrossing into our waters without impacting othersea life. The barrier is an alternative to shark nets,
which are responsible for the deaths of thousandsof sharks and other marine life each year.

restored

60,000+seedlings
planted30,000+volunteers engaged

To learn more about our principles for private
destination development, see Responsible
Tourism on page 86.

SEASTAINABILITY / SUSTAINING OUR PLANETCOMMUNITY-LED SEASCAPE CONSERVATION
Since 2016, Royal Caribbean Group has partneredwith World Wildlife Fund (WWF) to make apositive impact on the oceans and support thecommunities who depend on resilient coastal
ecosystems while helping to protect someof the world’s most charismatic wildlife. With
our support, WWF has helped biodiversityrich regions and seascapes like the U.S. Arctic,
Patagonian Chile and the Western Pacific toadvance community-based conservation work.
Biodiversity Grants Awarded in the U.S. Arctic
Alaska Native communities in places like Bristol
Bay, the Arctic Ocean coast and the Bering
Strait have stewarded nature and resources formillennia. Our support helped WWF establish
small grants to advance these communities’
conservation initiatives including: monitoring
beluga whale use of the Yukon River throughpassive acoustic monitoring, documenting
elders’ indigenous knowledge, supportinga youth-elder cultural camp and supporting
seabird research in Alaska.
Blue Forests and Disaster Risk Planning
Across Fiji’s Great Sea Reef region, WWF has used
our support to continue to work on communitygoverned
coastalfisheries,
implementing
sustainable fisheries management and supporting
mangrove protection and restoration. Together they
have established 18 tabu areas (permanent no-takeareas), four mangrove reserves, protection for five2023 Seastainability | Environmental, Social and Governance Reportturtle nesting areas, and recognitionof the coastal ecosystems of Qoliqoli
Cokovata as a Ramsar site, which
denotes wetlands of international importance.
These efforts are aimed not just at increasingprotections for the Great Sea Reef, but improving
food security for 800,000 people and protecting$170 million worth of coastal infrastructure fromclimate change impacts.
Supporting Sea Turtles Through ShellBank
In 2019, we provided seed funding for ShellBank,an innovative genetic technology program that
can identify specific geographic areas from where
sea turtles have been illegally harvested (including
as bycatch).
To do this, genetic samples captured fromknown nesting beaches are used to map
the range of various genetically distinct sea
turtle populations, illuminating the population
structure of different species and providing
insight into critical habitat areas for sea turtle
species across a seascape, including linkages
between nesting and foraging areas.
This data can then be used to precisely identify
which populations are most at risk from poachingor bycatch and where greater protections areneeded. Through our continued funding, WWF will
now use ShellBank to determine priority sites forprotection in Fiji, including ShellBank training andsea turtle conservation campaigning.

<

55

>

SUPPORTING
OUR PEOPLE
Our team members propel our success as a company.
Their warmth, caring and professionalism is the reason
our guests keep coming back. To build the best possible
team, we nurture a diverse, dynamic culture that inspires
collaboration, passion and innovation.
Our Global Workforce  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 58
Benefits and Engagement .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 62
Talent Acquisition and Development  .  .  .  .  .  .  .  .  . 66
Diversity, Equity and Inclusion  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 68
Employee Health and Safety .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 72
Human Rights .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 76

2023 Seastainability | Environmental, Social and Governance Report

<

57

>

OUR GLOBAL WORKFORCE
We champion a strong, inclusive, employee-focused culture.

GOAL

2023 PROGRESS

Form an Executive Diversity Council, chaired by CEO
by 2023• Achieved

Review gender pay equity annually for all global
employees, including shipboard crew, by 2024

• Expanded assessment beyond U.S. to include United
Kingdom, Philippines, Mexico and Monaco shoresidelocations; on track for all global employees andshipboard crew by 2024

Publish updated human rights policy and conduct
human rights impact assessments by 2025

• On track to be published in early 2024; on track tocomplete assessments by 2025

14,172

17,491

Employees

Employees

4,591

Employees

61,944
Employees

SEASTAINABILITY / SUPPORTING OUR PEOPLE

2023 HIGHLIGHTS

130+
countries

representing over 60% of
the world's nationalities

98,200

Increased our living
wage to $20.73 for
all U.S. shoreside
employees

Achieved 99.6%
pay equity for
women comparedwith men at U.S.,
U.K., Philippines,
Mexico and Monaco
shoreside operations

EMPLOYEES IN 2023

88,700CREW MEMBERS

9,500

SHORESIDE AND PRIVATEDESTINATIONS EMPLOYEES

Launched myCareer
Journey careerdevelopment
initiative, empowering
all shoreside
employees with tools
to chart their career
growthIntroduced newmental wellness
plan for shipboard
employees

Joined the Blue
Campaign to prevent
human trafficking, thefirst cruise company
to do so2023 Seastainability | Environmental, Social and Governance Report

<

59

>

Our Propelled by PeopleSM program guides
everything we do. Every ship, every day, we
chart a course to:
Put people first
We recognize the power of diverse teams and an
inclusive culture that values the contribution ofindividual talents, skills and ideas.

Lead with integrity
Honesty, sound judgment, taking responsibility andoperating with the highest ethical standards arecore to our success.

Achieve excellence together
We embrace collaboration with our partners andeach other with passion, pride and commitment.

Be a force for the greater goodIt’s in our DNA to be strong stewards of theenvironment, respect human rights and positively
impact the people and communities we touch.

Grow with purpose
We have the courage and humility to challenge
ourselves and each other, unlock innovation andcontinuously improve.

SEASTAINABILITY / SUPPORTING OUR PEOPLE

2023 Seastainability | Environmental, Social and Governance Report

<

61

>

BENEFITS AND ENGAGEMENT
We gain valuable insights from our people, which we use to create amore rewarding employee experience.
We value the passion and ingenuity of our workforce
and go the extra mile to help our employees thrive.
One way we do this is by engaging our employees’
unique perspectives. The more we listen, the more
we learn, and the more fuel we have to create anindustry-leading employee experience.

Engaging Our Workforce
An engaged workforce drives innovation. We
encourage team members to share ideas withmanagement and peers, and regularly solicit
feedback so we can understand their needs andidentify opportunities for improvement. As the talentmarketplace has grown more competitive, thisfeedback has played an instrumental role in helping
us improve our benefit package and create a more
rewarding work environment.
Periodic pulse surveys help us measure employee
engagement. In 2023, we changed the cadence of
these surveys from quarterly to biannually, to absorb
the feedback and launch new creative solutions andinitiatives based on the survey results.

Employee Engagement
Employee feedback informed several initiatives in
2023, including programs to help employees develop
their careers, better understand the state of thebusiness and take fuller advantage of their benefits.
These initiatives helped our full-year engagementlevels remain high among employees in 2023 at 86%
for shoreside employees and 82% for shipboard.21
Both numbers are well above our targets and market
averages. We also saw marked improvements from2022 to 2023 in several individual areas, such asease of access to benefits and quality of executive
communications.
One notable trend is the increased engagement
among Silversea’s shoreside and shipboard employees
in the five years since Royal Caribbean Group acquired
the company. In 2023, Silversea engagement reached
75% for shoreside and 74% for shipboard employees.
Acquisitions pose enormous cultural and operational
challenges for employees, and it can take time to feelat home in a new culture. The improvements reflect
our ongoing commitment to integrate our teammembers, processes and cultural platforms into asingle, unified culture.

Shipboard engagement is defined as
being proud to work at Royal CaribbeanGroup and/or recommending working at
Royal Caribbean Group to friends or family.
Shoreside engagement is defined as being
motivated to go above and beyond what’s
required in one’s job.

21 

SEASTAINABILITY / SUPPORTING OUR PEOPLE

COMPENSATION AND BENEFITS
We maintain a world-class compensation and benefits package for shoreside employees that's
among the most generous in our industry. While packages might differ across offices dependingon location, our benefits include comprehensive medical, dental and vision coverage, alongwith a 401(k) with the option for Roth contributions. Other benefits include:• Health and wellness support• Domestic partner benefits• Infertility benefits• Short- and long-term disability• Paid vacation/PTO• Employee stock purchase plan

• Paid parental leave• Paid adoption leave• Pet insurance• Onsite childcare at our Miami headquarters• Tuition and certificate reimbursement• Complimentary cruise for new employees

Shipboard Benefits
Our shipboard employees work with us for
specified contract periods and are also eligible forbenefits, including housing, meals, health care,savings programs, employee assistance programs,
educational opportunities and more. Our competitive
Total Rewards package also includes medical
coverage for the duration of the contract and accessto a range of onboard amenities and services thatvary by staff ranking and position. Eligible officers
have access to year-round medical coverage under agroup plan at their discretion.
At sea, our crew has access to the same state-ofthe-art medical facilities as our guests, including
critical care equipment to provide appropriate
assessment, diagnosis, care and support for severecases of illnesses.
As of December 31, 2023, 88% of our shipboard
employees were covered by collective bargaining
agreements. We typically apply the same standardof benefits to crew members not covered by suchagreements.

2023 Seastainability | Environmental, Social and Governance Report

My Perks Communication Campaign
In late 2022, pulse surveys revealed
that although our benefits were wellreceived, many employees weren’t awareof the spectrum of programs and perks
available. In response, we rolled out the
My Perks communications campaign to
educate team members on the many
ways their benefits can boost financial
and emotional wellbeing and improve
work-life balance. The My Perks campaign
helped produce a five-point improvement
in benefit awareness between the 2022
and fall 2023 surveys.

<

63

>

Gender Pay Equity
Studies show that achieving pay equity can increase
innovation, spur productivity through improved
team morale and attract better talent. In 2023, we
expanded our gender pay equity assessment toinclude our United Kingdom (UK), Philippines, Mexicoand Monaco shoreside locations, in addition to thosein the U.S. The assessments found that on average,
women in these locations are paid 99.6% of what men
receive at Royal Caribbean Group. We plan to expand
our gender pay equity assessments to all ships andinternational shoreside locations in 2024 and makeadjustments as needed.

99.6%

PAY EQUITY
of women vs. men at our U.S., U.K.,
Philippines, Mexico, and Monaco
shoreside locations

Living Wage
Our goal is to ensure that every Royal CaribbeanGroup employee earns enough to live comfortably
in their communities. In 2021, we started offering aliving wage to all U.S. shoreside employees based on
the hourly rate of two working adults with one child in
the Miami area.22 In 2023, we increased the wage to$20.73 as the cost of living rose, and we took our firststeps to expand the benefit globally by completing
a living wage review for all international shoreside
employees and shipboard crew.
Health and Wellbeing
Our holistic wellness platform considers thewhole person: mind, body and financial wellbeing.
Employees have access to a range of resources andprograms, such as in-person or virtual fitness classes,
personal training programs, meditation sessions andfinancial-wellness seminars, all designed to uphold ahigh standard of wellness no matter where they are.
See Employee Health and Safety on page 72 for moreon our wellness platform.
We also started analyzing the health outcomes ofour employees in recent years to help us identify
areas of concern that can be addressed withproactive intervention. Based on these results, we
added three programs to our U.S. benefits package
focused on improving heart health, reducing joint
and muscle pain, and managing weight. The appbased programs—Heart Health, Hinge Health andWondr respectively—offer personalized tracking,digital coaching and other resources to help
employees change behaviors and build skills before
more serious health issues arise.

22

Living wage calculations are according to the MIT Living Wage Calculator.

SEASTAINABILITY / SUPPORTING OUR PEOPLE

CREATING STRONGER CONNECTIONS
To successfully pull off thousands of unforgettable cruise experiences each year, it’s vital that every crew
member and shoreside employee feel connected to our company and culture. In 2023, we made several
key changes to bring out the best in our employees:•W e took steps to keep our shipboard crews
connected by reducing the number of shipto-ship transfers, giving crew members
more time to bond with their crewmates andparticipate in their ship’s culture.
•W e worked to stabilize crew contracts andreduce “temporal” assignments, so that crew
members aren’t asked to stay longer than theircontract lengths or sub into different roles.

2023 Seastainability | Environmental, Social and Governance Report•W e made it easier for crew members to get the
support they need by launching a streamlined
communications platform, including acentralized online help desk to help resolve
the 1.2 million crew inquiries we receive eachyear. Crew members have access to easy-tofollow FAQs, a documentation system that
simplifies onboarding paperwork and Crew
Assist teams to help with last-minute travel
arrangements.

<

65

>

TALENT ACQUISITION
AND DEVELOPMENT
We seek to attract and retain top global talent and empower
our people to grow personally and professionally.
In recruiting talent, the very nature of our businessis a competitive advantage. Our employees are
empowered to travel the world and do their best workin a fun, innovative environment.

Attracting Top Talent
To build on our legacy of innovation and leadership,
we implement a range of strategies to recruit top
global talent to join our team and create opportunities
for exciting, long-term careers within the organization.
Internships and Immersion
We broaden our early-career talent pipeline throughrotational programs, internships and other initiatives
that give college students a sneak peek at the many
opportunities available to them, while we get a sneakpeek at their capabilities.
•  Rotational programs give students a chance tocycle through different roles and departments in
our company and find the best match.
•  In 2023, the Half-Day Early Career Excursion
program introduced 20 students to ourbusiness. They learned about marketing,finance, accounting, investor relations and other
responsibilities. In 2024, the program will expand
to an immersion program that will also include
shipboard tours.
•  Our Search for Excellence and Adventure
University (SEAU) internship program puts astrong focus on attracting top talent from various
universities to meet our business needs. We offer

internships to students from diverse backgrounds,
with the intention of converting these students tofull-time employees at the internship’s conclusion.
Shipboard Hiring
We attend more than 50 hiring events each year
across Asia, Central and Latin America, Europe, andSouth Africa to recruit entry-level and skilled crew
members for our ships. We seek candidates who
embody Royal Caribbean Group values, including
demonstrating a natural flair for hospitality and awillingness to learn. More than 1,800 crew members
were hired at these events in 2023.
We also partner with leading international culinaryand hospitality schools such as members of the
Swiss Education Group, whose schools prepare
students for thriving careers in the hospitality sector.
Program graduates possess advanced culinary skills,
superior attention to detail, a teamwork mindset,
and the expertise to excel in the challenging andever-evolving marine environment. Certain schools
also train students for the Standards of Training andCertification of Watchkeeping (STCW), which helps
ensure they’re ready for the distinct demands of
shipboard employment.
Additionally, we work with more than 30 hiring
partners to recruit global talent for our crews. Eachpartner is certified annually to ensure they understand
our mission, vision, values and service standards, sothey can identify the best candidates for our needs.

SEASTAINABILITY / SUPPORTING OUR PEOPLE

Career Development
Our employees are outstanding at what they do, andwe want to give them every opportunity to grow as
professionals and advance their careers. In 2023,
we established a new development initiative called
myCareer Journey, an empowering experience
designed to help shoreside employees invest in theirdevelopment and own their careers at the company.

With myCareer Journey, employees embark on afoundational, five-destination experience of exercises
and reflections designed to help them understandtheir possibilities for advancement, and create apersonalized plan to achieve their goals and measure
their progress.
Catching Up on Anniversaries
In 2023, we made it a point to retroactively
celebrate nearly 33,000 milestone anniversaries
missed during our suspension of service for2023 Seastainability | Environmental, Social and Governance Report

COVID-19. We commemorated our employees’
anniversaries with meaningful gifts they’re likely touse, such as accessories for travel, free cruises ortime off for relaxing.
Learning and Development Programs
We offer a variety of learning and development
programs to educate employees, encourage
innovation and help people grow in their careers.
Employees can explore topics such as ethics,
compliance, safety and security, professional
development and leadership skills. We also provide
continual training and education for our officers,
staff and crew, all of whom must complete specifictraining requirements mandated by international law
and our Save the Waves program.

~2.5M
HOURS

completed by employees with ourlearning management systems

<

67

>

DIVERSITY, EQUITYAND INCLUSION
We are dedicated to fostering a thriving, diverse, equitable and inclusive
workforce that reflects our customers and the locations where we operate.
As a global company with ships and offices around the world, we recognize the vital role that diversity, equity andinclusion (DEI) plays in our success. We see DEI as a competitive advantage, and continually seek to add morediverse representation to our multicultural workforce. Ultimately, we strive to create a welcoming culture where all
employees can be themselves, develop to their fullest and bring their unique strengths to work each day.

Diversity Snapshot
2023 GLOBAL WORKFORCE ROLES BY GENDER
GLOBAL SHORESIDE55%
ALL TEAMMEMBERS

Female45%

45%
LEADS AND
ABOVE

Male

Female55%

61%
SR. ANALYSTAND BELOW

Male

Female39%
Male

SHIPBOARD

ALL TEAMMEMBERS

22%
Female78%
Male

3 STRIPES
AND ABOVE

18%
Female82%
Male

2.5 STRIPESAND BELOW

22%
Female78%
MaleSEASTAINABILITY / SUPPORTING OUR PEOPLE

2023 GLOBAL SHORESIDE AND SHIPBOARD GENDER DIVERSITY BY REGION42%NORTH AMERICA,CENTRAL AMERICA &CARIBBEAN

FemaleSOUTH
AMERICA

58%
Male

39%

EUROPE, MIDDLE
EAST & AFRICA

Female61%

33%
Female

ASIA, AUSTRALIA& OCEANIA

67%

Male

17%

Female

83%

Male

Male

2023 U.S. WORKFORCE BY ETHNIC DIVERSITY
ALL TEAM MEMBERSLEADS AND ABOVE

SR. ANALYST AND BELOW

81%

74%

88%

Diversity Index*

61%

EthnicDiversity

Diversity Index*

55%

EthnicDiversity

Diversity Index*

66%

EthnicDiversity*Diversity Index (DI) includes gender, ethnicity, veterans or people with disabilities

2023 BOARD DIVERSITY

21%

Ethnically/Racially
Diverse29%
Women2023 Seastainability | Environmental, Social and Governance Report

<

69

>

Building a Diverse Talent Pipeline

Strengthened DEI GovernanceWe value the decision-making capacity of teams
with a diversity of voices and perspectives, andwe’re committed to embedding these strengths in allareas of the company. As part of our efforts to build
a diverse talent pipeline, we seek opportunities toreach students from minority-serving institutions andwomen’s colleges.

In 2023, we focused on strengthening DEI governancecompany-wide, so we can better manage and track
our progress. DEI governance at Royal CaribbeanGroup now falls under a three-tiered structure.

2023 marked the second full year of our Search for
Excellence and Adventure University (SEAU) internshipprogram. More than 58 interns participated in the 11week summer program, 61% of which were from an
ethnic minority group and 54% were women. Of the
58 interns who participated in the program, 71% haveaccepted offers to return to Royal Caribbean Group as
full-time employees, a rate that’s approximately 10%
higher than the corporate average for internships.
We also invested in Handshake’s Premium service tobolster our digital sourcing efforts with diverse groups.
Handshake is a leading online career community
for students nationwide with a network of more than
13 million active students and 1,400-plus official
partnerships with colleges and universities. The
network helps us reach students and young alumni at
180 minority-serving institutions—including HistoricallyBlack Colleges and Universities (HBCUs), Hispanic
Serving Institutions (HSIs) and women’s colleges—
along with 150-plus student diversity groups such as
the National Society of Black Engineers (NSBE) and theSociety of Women Engineers (SWE).

•  Executive Diversity Council: Establishedin 2022, our Executive Diversity Council is
responsible for creating our DEI strategy, setting
our annual priorities and overseeing their
execution. The council also lends its support,
influence and participation to company-wide
initiatives in areas such as talent acquisition,business practices and mentoring.
•  Diversity Committee: The execution armof the Council, the Diversity People Team istasked with managing our programs to specificoutcomes and continuously monitoring ourprogress toward our goals. The team alsocollaborates and engages with our ERGs.
•  Employee Resource Groups (ERGs): Our
ERGs perform several functions in support ofour DEI agenda, including fostering an inclusive
work environment, creating community safe
spaces and open forums for the exchange ofideas, acting as a sounding board for strategicgroup objectives, and connecting members
to mentoring and professional development
opportunities.

Growing Our Bahamian Workforce
Creating jobs in the local community andadding to the diversity of our workforce isan important part of our private destination
talent objectives. To find the necessary
employees with the right skill sets andavailability, we opened a five-person
recruitment office in The Bahamas—the firstcruise line to do so—and sent team members
to many surrounding islands to increase ourapplicant pool. As a result, 100% of the new
employees hired for the Hideaway Beach
expansion at our Perfect Day at CocoCay
destination are local Bahamians.

SEASTAINABILITY / SUPPORTING OUR PEOPLE

Refreshed ERG Charters
In addition to defining their roles in 2023, we took steps to improve theeffectiveness of ERGs by refreshing their charters and playbooks and establishingmonthly touchpoints with the ERG chair. The touchpoints will help align our
ERGs so the groups can provide mutual support and share best practices. Seven
ERGs are currently available to all Royal Caribbean Group employees.
Our ERGs

Anchored in Pride(LGBTQ+)

Generation to Generation(multigenerational professionals)

S.E.R.V.E.D. (veterans)

Network of WomenRoyal Organization for Abilities
Resources (disabilities)

Black Originators Leaders and

SOMOS (LatinX)

Doers (Black/African American)

Disability Inclusion
Royal Caribbean Group was named one of the“Best Places to Work for Disability Inclusion” for theseventh year in a row in 2023 by Disability:IN® andthe American Association of People with Disabilities(AAPD). The achievement is based on the Disability
Equality Index, a comprehensive benchmark thathelps companies build a roadmap of measurable,
tangible actions across six scored categories: culture
and leadership, enterprise-wide access, employment
practices, community engagement, supplier diversity
and non-U.S. operations. This year marked the fourthyear in a row we scored 100%. We are the only cruise
company listed on the index.
In October 2023, we hosted our fifth annual Disability
Mentoring Day, which matched 14 local college
students with disabilities with Royal Caribbean
employees. Held in person for the first time in four
years, the event promotes career development for
students with disabilities through career explorationand ongoing mentoring relationships.
2023 Seastainability | Environmental, Social and Governance Report

BEST FOR DISABILITY INCLUSION

7 YEARSRUNNINGWe were named one of the 2023
“Best Places to Work for Disability
Inclusion” for the seventh year
in a row by Disability:IN® and theAmerican Association of People
with Disabilities (AAPD)

<

71

>

EMPLOYEE HEALTHAND SAFETY
Whether at sea or on land, we are committed to creating asafe and healthy environment where our employees can thrive.
Our employees’ wellbeing is always top of mind and ahigh priority, from providing high-quality preventativeand mental health care to operating a comprehensive
workplace safety program on our ships. We employ
a Safety & Quality Management System (SQM) toensure continuous compliance with laws, regulations,requirements and commitments applicable to theships and our shipboard workforce.

State-of-the-Art CareAt sea, our crews have access to the same medical
facilities as our guests, including critical careequipment to provide appropriate assessment,
diagnosis, care and support for severe illnesses.
Our Chief Medical Officer, an industry-first position,leads global health and wellness policy across ourglobal operations. Determining our strategic plansand protocols, the Chief Medical Officer manages
the clinical practice and all aspects of crew health,including preventative care and strategies to maintaincrew members' health.
Public health protocols implemented in the wake ofthe pandemic continued to pay dividends in keeping
our crew healthy in 2023. These include extensive
prevention, containment and mitigation strategies
and a crew-wide vaccination program.

Our Chief Medical Officer oversees a

SHIPBOARD MEDICAL STAFF OF

320

Employee Wellness
Our Well Platform is designed to support ouremployees holistically, so they may live happier,healthier lives. The platform supports wellbeing
across eight dimensions: physical, emotional, social,intellectual, occupational, financial, environmental
and spiritual. Many perks such as fitness classes or
personal training programs are available in person
and virtually, and resources supporting all eight
dimensions are available on our intranet.
Enhanced Shipboard Offerings
We made a concerted effort in 2023 to enhance
our shipboard wellness offerings so they match thebreadth of our shoreside offerings. This included
launching a new mental wellness program designed
to acclimate new crew members to being away fromhome for long periods. The first phase of the program
launched with videos and communications related
to onboarding, leaving home and adjusting to ship
life. Future phases will launch in 2024 with a focus on
peer-to-peer mentoring and onboard counseling.
We also introduced initiatives to improve crew
members’ physical, social and emotional health.
Newly optimized casual and recreational spaces makeour ships healthier and more welcoming for crew
members. Crew members can also take advantage ofa physical therapy pilot on select ships, which provides
both preventative and rehabilitative care. For the
spiritually minded, organized meditations and relatedresources are available through the platform, as arelists of port ministries for employees of specific faiths.

SEASTAINABILITY / SUPPORTING OUR PEOPLE

Data-Based Prevention
We continued to monitor data trends from surveys,
health care claims and other sources to improvehealth outcomes for our employees in 2023. For
example, we added new weight-related wellness
programs to our already robust set of diabetes careofferings due to an uptick in diabetes claims.

2023 Seastainability | Environmental, Social and Governance Report

Dental Care Pilot
When a crew member needs access to a dentist,
we traditionally cover the consultation, dental X-rays
and any extractions at a dental facility at a port ofcall, which may require them to wait several days toreceive treatment. In 2023, we announced a new
pilot program to provide preventative and restorative
dental services to the crew aboard Royal Caribbean
International’s Serenade of the Seas, with Icon of theSeas to follow in early 2024. Having onboard dental
services for our crew also allows us to offer certain
dental services to our guests for an appropriate fee.

<

73

>

Occupational Safety
Daily operation of a cruise ship poses thousands ofunique safety risks—such as handling knives andchemicals, operating heavy machinery and installing
AV equipment on our live entertainment stages.
We go the extra mile to make sure our marine work
environments are as safe as possible for our crew.

Transforming Safety Onboard Our Ships
Moderate injuries among crew members
are down 43% since the launch of our
Public Safety Officer (PSO) program inlate 2022—the latest in a long line ofsafety innovations at Royal CaribbeanGroup. Deployed on 17 Royal Caribbean
International ships as of the endof 2023, our PSOs foster a cultureof occupational safety by actively
identifying, assessing and monitoring
the unique risks on each ship. The PSO
also takes the lead on all injury-related
investigations and responses, in addition
to educating the crew on risk awarenessand prevention. A focused shoresidesupport team is available to further
advance risk mitigation and reduction
strategies onboard vessels.

High-Severity Incidents
Improved safety governance helped Royal CaribbeanGroup deliver a safer overall operating performancein 2023 across the fleet. High-severity incidents—
defined as slips, falls or other accidents that leadto hospitalization—fell approximately 57%, while
high-severity fires23 decreased by nearly 68% over athree-year average. Many of the reductions can betraced to improved collaboration between our Safety,
Security and Health teams and various operations
teams, as well as enhancements to our measuringand monitoring processes.
Advocating for Better Safety
Members of our Environment, Safety and Security
team are proactive participants in several International
Maritime Organization work groups, where we
advocate for specific safety standards and engage
on key regulations affecting the global cruise industry.
This includes items related to the IMO’s International
Convention for the Prevention of Pollution from
Ships (MARPOL), the IMO’s International Convention
for the Safety of Life at Sea (SOLAS), and the IMO's
International Convention on Standards of Training,
Certification and Watchkeeping for Seafarers (orSTCW), which provides a set of global training andcertification standards related to maritime safety.
A Royal Caribbean Group representative is alsochair of the safety committee for the Cruise Lines
International Association (CLIA).

The program has been a resounding
success thus far. In addition to keeping
our crews safer, the PSO program hashelped reduce moderate injuries forguests by 53%. The remainder of the
fleet will implement the PSO programby the second quarter of 2024.

23

High-severity fires are defined as fires/explosions with fixed fire suppression or geared fire team response extinguishing the fire/explosion.

Qualifiers include:• Rapid Response Team and/or first responder using hose(s) to extinguish fire
• Fully geared fire team making entry into space (on or off air) and attacking the fire with fire hoses, fire extinguishers, or IFEX
• Any activation of water mist system, CO2 system or other fixed extinguishing system• Use of more than 5 extinguishers to extinguish the fire or combination of fire hoses and fire extinguishers

SEASTAINABILITY / SUPPORTING OUR PEOPLE

2023 Seastainability | Environmental, Social and Governance Report

<

75

>

HUMAN RIGHTS
We respect human rights and are committed to maintaining ethicallabor practices.
At Royal Caribbean Group, we recognize and embrace
our responsibility to respect, uphold and promoteinternationally recognized human rights standards
as set out in the International Bill of Human Rights,
the United Nations Guiding Principles on Businessand Human Rights, and the International Labour
Organization’s Declaration on Fundamental Principles
and Rights at Work.
We also place a high priority on conducting businessin accordance with the highest standards of businessethics, core labor principles and general treatmentof people in our workplace. We expect our business
partners and suppliers to do likewise.

Principles and Policies
Our respect for human rights can be seen in our
Code of Business Conduct and Ethics, which isunderpinned by a robust suite of corporate policies
and procedures. These include our:

• Human Rights Statement• Supplier Code• AWARE Compliance & Ethics Hotline• Modern Slavery Statement

We review our Code of Business Conduct and Ethics
each year with our Audit Committee to ensure we’realigned on our values and on par with other companies.
We released an updated Code in early 2023. To ensure
fleet-wide compliance, we reformulated our mandatory
training for all our employees to cover the new Codeand employee handbook.
We also refreshed our Supplier Code of Conduct in2023 (formerly our Supplier Guiding Principles) withadditional language and standards related to anticorruption, data privacy, confidential information,
conflicts of interest, fair competition, global tradeand human rights (see Sustainable Supply Chain on
page 48 for more). And we expect to fulfill our goalof publishing an updated Human Rights Policy andconducting human rights assessments for our hiring
partners and crew by 2025.

Preventing Human Trafficking
We condemn human trafficking and are committed
to making sure that we as an industry are doing
everything possible to stop this heinous practice.
In 2023, Royal Caribbean Group became the firstcruise company to join the Blue Campaign, a national
public awareness effort led by U.S. Customs andBorder Protection (CBP) Washington to train the
public, law enforcement and industry partners to
identify potential traffickers and human trafficking
victims and report suspicious behavior to federal law
enforcement. The training also covers best practices
for reporting anonymous tips.

SEASTAINABILITY / SUPPORTING OUR PEOPLE

In partnership with CBP Washington, we have played
an instrumental role in the campaign’s rapid-fireadoption by other cruise companies.24 This includes
spearheading a public service announcement
commercial for cruise lines to educate crew members
on human trafficking, and creating a click-to-chatphone app that companies can use to communicate
with crew members before they depart their homecountries. Our proactivity on this issue raises theodds of stopping human trafficking before it occurs,
and allows us to work closely with CBP Washington
should specific issues or events arise.

“Speak Up” Culture
We promote a “speak up” culture that encourages
our global workforce to seek guidance and reportissues or concerns. We provide several channels to
do so. Dedicated Human Resources Managers oneach vessel and in our shoreside offices address
employee concerns. Managers receive specialized
training to record employees’ questions, issues andconcerns and escalate when necessary. Employees
can also report issues related to harassment anddiscrimination on our AWARE compliance and ethics
hotline or by email, phone or online.

See Ethics and Compliance on page 102 for moreon our process for substantiating and responding
to reported incidents.

24

As of Nov. 1, 2023, 80% of industry brands had signed
agreements with the Blue Campaign, with more forthcoming.

2023 Seastainability | Environmental, Social and Governance Report

<

77

>

ENERGIZING OURCOMMUNITIESWhether we’re sailing to the Caribbean, Europe, the South
Pacific or Alaska, we take pride in connecting our guests tothe world’s most beautiful places and cultures. We respect
and celebrate these communities, and work to ensure theircontinued cultural and economic vibrancy.

Supporting Communities  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 80
Responsible Tourism .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 86

2023 Seastainability | Environmental, Social and Governance Report

<

79

>

SUPPORTING COMMUNITIESOur investments in people and economic opportunities contribute tostronger, more resilient communities.
GOAL

2023 PROGRESS

Advance destination stewardship and community
development through partnerships, initiatives andresponsible practices by 2026

• Developed first impact report to be published in 2024

Support sustainable and resilient ocean communities,
employee engagement and volunteering through ourcommunity pillars by 2024

• Implemented new employee volunteer platform for U.S.

employees, with rollout for international employees in 2024

• Renewed four-year OceanScope partnership• Renewed support for Sitka Sound Science Center’s Scientists
in the Schools (SIS) program

Our community investments encompass three mainareas: creating opportunity for entrepreneurs, inspiring
future generations and celebrating local cultures. We
also explore opportunities at our destinations, ports
and shoreside developments to reduce our impact
and encourage responsible tourism.
Our presence in port communities boosts local
tourism, but it can also strain resources and disturb
community wellbeing if not properly managed.
Together with our partners, we aim to make a positive,
lasting impact on the places we visit.

Creating Opportunity for Entrepreneurs
We create jobs and catalyze economic growth,
including giving locals the opportunity to own part ofour new private destination.
Owned and Operated by Bahamians
Scheduled to open in 2025, our Royal Beach Club at
Paradise Island destination is expected to provide a $1
billion boost to The Bahamian economy over 10 years.
That’s in part due to an unprecedented public-private
partnership that will give Bahamians the opportunity
to own equity in the development. The Royal Beach
Club will also support a range of Bahamian businesses
in the club’s operations, including tour operators,
artisans and service providers.

SEASTAINABILITY / ENERGIZING OUR COMMUNITIES

2023 HIGHLIGHTS
Mission Ecuador
With two of our brands sailing the Galápagos Islands,
we’re passionate about investing in the islands’ future.
This past year we co-sponsored 100 entrepreneurs toparticipate in Mission Ecuador, a program that seeks
to transform local entrepreneurs into leaders of theircommunities. Participants received training withlocal and international professionals on a range of
topics, including personal motivation and mentoring,business growth, leadership, finance, customer
service and marketing.
Kickstarter Entrepreneurship Contest
More than 90 Bahamian entrepreneurs participatedin the Small Business Development Centre’s (SBDC)Royal Caribbean Kickstarter Programme, which isdesigned to empower tourism-related entrepreneurs
throughout the Berry Islands, Grand Bahama and
New Providence. Participants received eight weeks ofentrepreneurship training—covering topics including
pitching, branding, marketing, technology, financesand legal—to help them improve the viability of theirventures. Twenty of the entrepreneurs were awarded
a total of $170,000 in micro-loan funds to get theirbusinesses off the ground.
Grand Bahama Shipyard
In 2023, the Grand Bahama Shipyard received
approval for a $600 million expansion, a project thatis expected to make it the largest cruise ship facility
in the world and generate billions of dollars in impact
for the region over the next 25 years. To support
the expansion, we partnered to grow the facility’s
apprenticeship program, which will help 16 to 20
new apprentices each year develop the technicalskills needed at the shipyard and gain access to wellpaying, long-term career opportunities.

2023 Seastainability | Environmental, Social and Governance Report

90+ Bahamian
entrepreneurs
received eight weeks
of training throughRoyal Caribbean
Kickstarter Programme

16 to 20 technicalapprenticeships
funded per year
for Grand Bahama
Shipyard expansion

U.S. nationals
evacuated from Haifa,
Israel, in early days of
Israel-Palestine conflict

85% of students
engaged throughScientists in the
Schools program in
Sitka, Alaska

500 students
participated in our
educational ship tours$40,000 in
scholarships granted
to students in the
Galápagos Islands

<

81

>

Inspiring Future Generations
We invest in educational programs to develop the next
generation of leaders in our destination communities.
Our focus areas include ensuring equitable accessto educational resources, supporting educational
initiatives to protect the ocean and local ecosystems,
and providing skills training for community members.
Sitka Sound Science CenterWe supported the Sitka Sound Science Center’s
Scientists in the Schools (SIS) program for the thirdyear in a row in 2023, engaging 85% of school-age
children in the district in science-based curriculum.
Developed as a partnership between local scientists
and K-12 classrooms, SIS has operated in Sitka,
Alaska, for the past two decades, providing students
with hands-on classroom and field experiences thatgive them a head start in careers as scientists or
professionals in STEM-related fields. A total of 960
students at nine schools benefited from the programin the 2022–2023 school year.
Support for Galápagos Schools
Based exclusively in the Galápagos Islands, Silversea’s
Silver Origin has built a legacy supporting hands-on,
conservation-focused education for students wholive on these special islands. Our ship continued
this work in 2023 by inviting teachers and students
to learn about responsible sourcing, sustainablewaste management and the vital role of naturalists.
Additional efforts to inspire students included
distributing nearly 500 backpacks and water bottles,
along with more than 150 snorkeling masks, tostudents across the Galápagos to support outdoor
exploration and education.

STEM for Oceans
In partnership with the Pan American Development
Foundation (PADF), our STEM for Oceans initiativeis designed to instill a lifelong love of science andoceanography in students ages five to 16 fromunderserved communities. In 2023, we continued
to support STEM for Oceans camps in Haiti and
The Bahamas. Students learn to operate underwater
drones, explore the mega- and miniature fauna of thesea, and collaborate on solutions for the preservationof coastal habitats and ecosystems. More than 1,250
students have participated since the initiative’s launch
in 2019, including 600+ girls and women.
L’Ecole Nouvelle Royal Caribbean
Since 2010, Royal Caribbean Group has funded andoperated an elementary school that serves 300-plus
students annually from surrounding villages near
Labadee, our private destination on Haiti’s northerncoast. With our support, the school provides an
education for children in primary school, which in
Haiti runs from kindergarten to ninth grade. When
students complete primary school, we continue tosupport their education through scholarships tosecondary schools in the town of Cap Haitien.

113
SCHOLARSHIPS
for secondary schools in Haiti

SEASTAINABILITY / ENERGIZING OUR COMMUNITIES

Educational Ship Tours
Seeing is believing—and dreaming.
To ignite students’ interest inmathematics, technology andmaritime careers, we hosted
educational ship tours fornearly 500 students in 2023.
For example, roughly 130
students from the Caribbean
island of Bonaire attended athree-day educational series
onboard our ships, which
included presentations on the
ship’s operations and career
opportunities; crew meet-andgreets; and tours of the bridge,
engine control room and galleys.
Students also had opportunities
to interact with managers and ask
questions about their respective
departments.
We hosted similar tours in Italy,
The Bahamas, and Alaska.

2023 Seastainability | Environmental, Social and Governance Report

<

83

>

Celebrating Local Cultures
We support local artisans and entrepreneurs who are
the backbone of the local economy. We encourage
our guests to immerse themselves in the local culture
and buy from local businesses when possible.
Engaging with Local Artists
In 2023, we found a new way to connect our guests
with authentically rich Alaskan experiences with our“Locals Onboard” program, presented by Voyij.com.
Throughout the 2023 Alaska cruise season, 16 artists
and business owners from six Alaskan communities
joined a lineup of Royal Caribbean Internationalsailings to lead guests through a range of uniqueprogramming, including photography and watercolor
workshops, native culture and dance performances,and storytelling.
We also found unique ways to celebrate and infuse
the spirit and culture of The Bahamian community
onboard Icon of the Seas with Royal Caribbean
International’s inaugural Artist Discovery Program.
We received over 125 art submissions from over 25
countries. Artists selected were commissioned tocreate nine large-scale murals aboard our ship andproudly represented The Bahamas, Haiti and Trinidad.

SEASTAINABILITY / ENERGIZING OUR COMMUNITIES

Sitka Trail Connector
Thanks in part to a $75,000 donation from Royal
Caribbean Group, the community of Sitka, Alaska,
celebrated the opening of the Cross Trail Connectorroad in 2023, which helps alleviate traffic congestionin the city’s busiest area. The road connects the
new cruise terminal—which was deliberately locatedoutside the downtown area—to a hiking/biking trail thatruns through the island. Guests who want to explore
downtown can walk or bike to local businesses via
the trail or take a tour bus if walking is difficult. Our
donation was instrumental in helping Sitka Trail Workssecure federal funding to finish the road.

We also fought local hunger during the 2023 holiday
season by donating 25,000 pounds of turkey to the
Bahamas Feeding Network (BFN), which distributed
the turkeys to more than 120 ministries and feeding
centers. Royal Caribbean Group is the BFN’s largest
corporate donor with more than $500,000 in
donations since 2019.

Humanitarian Response
We leverage our resources to provide immediate
relief to communities in the face of natural disasters
and global conflict.
Evacuating Americans in Israel
The early hours of the 2023 Israel-Palestine conflict
were chaotic, with many global citizens scrambling
to depart Israel shortly after the crisis began. We
responded almost immediately, redirecting Royal
Caribbean International’s Rhapsody of the Seasto help the U.S. Department of State evacuate
American citizens.

Seeds for the Future
Food security is a critical issue in The Bahamas,
where only 10% of the food consumed is produced
domestically.25 In 2023, we donated more than 400
backyard farming kits to the nonprofit Agricultural
Development Organization (ADO) to advance local
farming at every level. In just two years, ADO has
helped create more than 2,000 backyard farms, withmany of the kits going to first-time farmers or local
high school students.

25

Wings of Hope
For people living in the Galápagos, it can be difficult
to access quality health care when experiencing aserious injury or illness. Most of the islands and port
communities lack high-end facilities, technologies
and care services, and mainland Ecuador is morethan 1,000 kilometers away.
In response, we launched the Wings of Hope project,which donates available seats on Celebrity Cruises’charter flights to community members needing totravel to or return from the continent for health careor other necessities. Offered at no cost, the seats
are available on charters we use to transport guests
from the mainland to our Celebrity Flora, Celebrity
Xpedition and Celebrity Xploration ships.

International Trade Administration, Bahamas Country Commercial Guide, 2022.

2023 Seastainability | Environmental, Social and Governance Report

<

85

>

RESPONSIBLE TOURISM
We strive to preserve the integrity, heritage and beauty of the world’s
most spectacular destinations.

GOAL

2023 PROGRESS

60% of RCG-offered tours are provided by GSTC
certified tour operators by 2026.

39% of tours provided by certified operators as of yearend 2023; we are evaluating how the accreditation manualrevisions will impact our goal

Tourism depends on the beauty of the environment and the vibrancy of local culture. We make a special effort
to protect the destinations we visit, so our guests can admire their charms for generations to come. This includes
embedding sustainability and resilience principles into our private destination developments.

SEASTAINABILITY / ENERGIZING OUR COMMUNITIESPrivate Destination Development

Sustainable Destination Tours

As we grow our portfolio of private destinations, weconsider development aspects such as stakeholder
engagement, comprehensive assessments andcommunity impact while keeping the environment
top of mind as we plan, design and operate ourproperties.

Tours by Global Sustainable Tourism Council (GSTC)
certified operators allow our guests to experience
one-of-a-kind excursions while being mindful ofthe environment and communities they visit. GSTCcertified tour operators agree to protect the healthof destinations, preserve local heritage, maximize
the benefits to the local community, and minimize
the negative effects of travel-related waste on theenvironment.

This includes minimizing the environmental impact ofdesign, construction and operation by reducing thewaste to landfill in our destinations and protecting
native species from construction through operations.
Set to open in 2025, Royal Beach Club at Paradise
Island in Nassau, The Bahamas, is incorporating theseprinciples and practices in the club’s construction
while adhering to The Bahamas’ stringent
environmental planning process. Royal Beach Clubhas committed to six environmental principles:•  Zero waste to landfill•  100% renewable energy by 2030
•  No dredging or overwater cabanas•  Best-in-class wastewater treatment

Our goal is for 60% of RCG-offered tours to beprovided by GSTC certified tour operators by 2026.
Changes in GSTC’s certification framework beginningin 2023 have affected the supply and accessibility of
GSTC certification. Through their public consultation
process, we are working with the GSTC and otherindustry partners to provide input and help refine theaccreditation manual to ensure rigor, accessibility andscale, and are evaluating how the final revisions will
impact our 2026 goal. As of year-end 2023, 39% of
our tours were GSTC certified, the same percentage
as in 2022.

•  Native habitat protection•  Local environmental monitoring with public
disclosures

2023 Seastainability | Environmental, Social and Governance Report

<

87

>

PROMOTINGHEALTH AND
SAFETY
When people choose to sail the world with us, we owe it tothem to make their trips as relaxing, safe and healthy as
possible. We honor their trust and loyalty by continuallyraising the bar in health and safety, data privacy and otherareas central to our guests’ wellbeing.
Guest Health and Wellbeing .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 90
Accessible Cruising .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 92
Guest Safety and Security .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 93
Data Privacy and Cybersecurity  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 94
Guest Satisfaction  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 95

2023 Seastainability | Environmental, Social and Governance Report

<

89

>

GUEST HEALTH
AND WELLBEING
Lessons learned while strengthening our public health strategies continue
to inspire new health initiatives.
We’ve transformed our health care infrastructuresince the early days of COVID-19, pioneering a
dynamic onboard medical system with a state-of-theart public health presence, bolstered by some of theindustry’s most rigorous health and safety protocols.
We strengthened our care system throughout 2023
with new initiatives and strategies designed to makeour ships even safer for guests.

Advancements in Public Health
We continue to add health and safety measures todetect the presence of transmissible diseases as earlyas possible and stem outbreaks before they spread.
Enhanced Inspections
We enhanced our public health inspection programin 2023 by hiring new internal public health inspectors
to help us improve public health practices across our
fleet. Our inspectors and medical teams have accessto comprehensive data on health trends and past
areas of concern, helping us find problems efficiently
and make informed, targeted recommendations forour crew and leadership.
As a result of these and other improvements, we
received an average United States Public HealthServices (USPHS) inspection score of 97.3 acrossour fleet, with 10 ships scoring a perfect 100.26 (Aship must score 85 or above to pass inspection.) We
added our joint ventures, TUI Cruises and HapagLloyd Cruises, to our inspection program in 2023 andwill continue to evolve the program in the future.
Traveling Public Health Officer Program
Public Health Officers (PHOs) are responsible forhelping us adhere to the highest standards of publichealth and infectious disease protocols, and haveplayed a crucial role in strengthening our publichealth infrastructure. In January 2023, we transitioned

from stationing a single PHO on each Royal Caribbean
International ship to deploying a traveling team of
PHOs.27 This team allows us to be more flexible andefficient with our resources yet still act with urgency
when an outbreak occurs. We deployed our traveling
PHOs five times in 2023 to help investigate andmitigate outbreaks.
Norovirus Eradication Campaign
We launched a norovirus eradication campaign in June
2023 to reduce (and ideally eliminate) transmission of
norovirus—a leading cause of acute gastroenteritis (GI).
The initiative introduced a range of new protocols andpolicies, including:•  Enhanced acute GI training for onboard medical
teams and traveling PHOs
•  Increased PHO oversight of our Outbreak
Prevention Plan, which covers requirements like
hand washing, buffet oversight and disinfectant
mandates for all public areas aboard our ships•  Switching to PDI SaniCloth Prime hospital-grade
disinfectant wipes•  New contactless tap technology, eliminating theneed for crew to handle guest cards•  Enhanced crew training on what to do whenexperiencing acute GI symptoms and how
to avoid cross-contamination in food andbeverage service areas•  An update to our Safety & Quality Management
system to stop self-service in buffets if theonboard norovirus rate exceeds 1.5%
After committing to the eradication campaign,
Royal Caribbean Group didn’t experience a single
norovirus outbreak onboard our ships for theremainder of the year. 28

For Royal Caribbean International and Celebrity Cruises only.

26 

Currently, only Royal Caribbean International employs traveling PHOs.
On Celebrity Cruises ships, permanent PHOs are still stationed onboard.

27 

28

For Royal Caribbean International and Celebrity Cruises only.

SEASTAINABILITY / PROMOTING HEALTH AND SAFETYManaging COVID-19 and Other Diseases
We continue to enhance our disease prevention
protocols, including standardizing our testing
to better detect COVID-19, acute GI, influenza,
Legionella and other transmissible diseases as
early as possible. We put an increased emphasis onenvironmental disinfection and hand hygiene in 2023,
which—combined with our pioneering infectious carefacilities—improved our ability to prevent outbreaks.
Escalation measures for guests who tested positive
for COVID-19, meanwhile, proved effective at
containing the spread of the disease.
Thanks to these and other strategies, positivity rates
among our crew were particularly low, illustrating the
success of our crew vaccination program and our
fleet-wide emphasis on cleaning, hygiene and COVIDrelated awareness.
State-of-the-Art Facilities
We continued to upgrade our state-of-the-art facilities
with programs, technologies and training to improveonboard care in 2023, including:•  Continuous Training and Education: Our new
Continuous Training and Education Program
prioritizes monthly clinical training and monthly
clinical practice to ensure our clinicians are up to
speed on cruise ship care. We also added in-officetraining for newly hired clinicians, to introduce
them to the unique challenges of delivering
medical care at sea.
•  Training Portal: Clinicians who want added support
can tap into our new Training Portal, which serves
as a central hub for accessing pertinent clinicalpractices and adding skills in line with the latest
industry standards. We also added a network oftelehealth specialists who can provide consultations
in cardiology, neurology, orthopedics and other fields.

2023 Seastainability | Environmental, Social and Governance Report•  Dental Care Pilot: We launched our first pilot
program for dental services on Royal Caribbean
International’s Serenade of the Seas in December
2023. Although the program is primarily for crew
members, passengers will also receive treatment in
the event of a dental emergency.
•  Ultrasound and CT Scanners: We initiated a planin 2023 to add ultrasound scanners to our ships’
medical facilities to improve our ability to assessand care for complex conditions. We expect the
new scanners to be operational by early 2025 at
the latest.

A Clean Slate of Disinfectants
Disinfecting a ship’s high-traffic surfaces
requires much more than elbow grease. In
2023, we added to our roster of cleaning
agents and protocols with new disinfectant
technologies to keep guests, crew andshoreside workers safe.
•S ynexis BioDefense purifiers: Piloted oneight Royal Caribbean Group vessels, theseunits reduce the presence of microbes
associated with diseases like COVID-19,
influenza and norovirus.
• P DI SaniWipe Prime wipes: Unlike ourearlier wipes, PDI wipes carry an EPA claim
against norovirus, helping them play a keyrole in reducing acute GI cases onboard
our ships.

<

91

>

ACCESSIBLE CRUISING
Royal Caribbean Group is a global leader in providing innovative andaccessible vacations to people with disabilities.
We offer a range of services, managed by ourAccess Department, designed to meet theneeds of our guests with mobility, hearing, visual,neurological/neurodiverse and other disabilities. We
also collaborate with our brands to develop global
disability inclusion strategies and standards in themarketplace and workplace, including in the areas ofdigital accessibility and supplier diversity.

Accessibility on Our Ships
The largest water park at sea and first open free-fallwaterslide on a cruise were not the only firsts whenRoyal Caribbean International’s Icon of the Seas
officially set sail in January 2024. Icon of the Seas also
introduced an accessible two-story Icon Loft Suite,
our first Star Class suite with Genie Service. The ship
also includes an Accessible Surfside Family Suite
offering a separate kids’ room and two Accessible
Sky Junior Suites. In addition, the ship boasts 11
Accessible Infinite Balcony Staterooms that provide
level access from the stateroom to the balcony.

Accessible Trip Planning
A specialized team at Royal Caribbean Group isdedicated exclusively to the needs of the disability
market. The department includes a pre-cruise contact
center that helps guests and travel advisors plan
accessible cruise vacations and shore excursions.
We continued working with Accessible Travel
Solutions in 2023 to expand our lineup of accessible
shore excursions in the Caribbean and Europe—
one of several initiatives to add more accessible
excursion options for guests. All of our accessible
shore excursions are now available for booking online,
making it easy for guests to schedule accessible
adventures at our ports of call. Our Accessible Shore
Excursions team can assist guests and travel advisors
with more complex inquiries and arrange customized
accessible tours.

Gold Awards for Accessibility
Royal Caribbean International andCelebrity Cruises both earned gold awards
in Travel Weekly’s 2023 Magellan Awards
for Overall Accessibility/Inclusivity amongcruise lines.

GUEST SAFETY AND SECURITY
Safety First has been our mantra from the very beginning.

The safety and security of our guests is our highest
priority and fundamental to our operations. Whether
at sea or on land, our goal is to keep our guests andemployees out of harm’s way.

Emergency Preparedness
We take serious measures to ensure every person
aboard our ships is prepared for an emergency or
security event. At the beginning of every cruise, allguests and crew must complete a drill known as the“muster” drill, to ensure they know what to do andwhere to go in the unlikely event of an emergency.
We identify each guest’s muster location on individual
key cards and on the back of every stateroom door.
Guests also have access to eMuster technology,
which makes key elements of our safety drill available
to guests via their mobile devices and stateroom TVs.
Our officers and crew conduct weekly, monthly andannual emergency-preparedness drills on every ship,
and complete extensive training, certification andscenarios in preparation for the very unlikely event ofan emergency, including ship evacuation procedures.
29

Guest Security
We closely monitor security on our ships for the
wellbeing of our guests and crew. This starts with
controlling access to our ships by identifying,screening and accounting for every guest, crew
member and visitor who enters or leaves at a port ofcall. Our security team is also required to wear body
cameras to ensure the safety of passengers.29

Safety Culture
Our Public Safety Officer (PSO) pilot program has
added to our legacy of safety at sea for both guests
and crew. PSOs are responsible for fostering aculture of occupational safety onboard by actively
identifying, assessing and monitoring the unique risks
on each ship, in addition to leading training, injuryrelated investigations and mitigation strategies. The
program helped reduce moderate injuries for guests
by 53% in 2023 compared with the same period in
2022. See Occupational Safety on page 74 for moreon our PSO pilot.

For Celebrity Cruises and Royal Caribbean International only.
Silversea will integrate in the near future.

2023 Seastainability | Environmental, Social and Governance Report

<

93

>

DATA PRIVACY
AND CYBERSECURITY
Protecting guest and employee data is at the top of ourcybersecurity agenda.
Our guests’ and employees’ privacy are important tous. We maintain a comprehensive privacy program
to protect their personal data, with strict guidelines
on when and how data will be shared with a third
party. Our privacy and cybersecurity programs arealigned with all applicable laws and regulations on
the collection and use of personal information, as wellas procedures for maintaining its availability, integrity
and confidentiality. Guests can exercise their privacy
rights—including the type of personal data we collectand use to provide essential services—on our Privacy
Policy page.
Our in-depth cybersecurity infrastructure protects
sensitive information at Royal Caribbean Group,with teams across the organization responsible forsafeguarding our systems and keeping bad actors
at bay. Our Global Chief Information Security Officer
manages these cybersecurity efforts, supported by a
Chief Data Officer and Business Information Security
Officers who work closely with our operational teams.

Managing Our Threat LandscapeWe matured proactive measures throughout 2023
to manage our threat landscape. Our 24/7 Cyber
Counter Threat Operations team is responsible
for assessing, documenting and responding tocybersecurity incidents. We gather internal andexternal threat intelligence to take proactive measuresagainst cyberattacks or attacks that may degrade theperformance of our technical capabilities.
We continue to strengthen our cybersecurity culture
with a range of training programs for employees
and leadership, including tabletop exercises basedon common threat scenarios, basic and targetedphishing (spear phishing) campaigns and custom
cyber-awareness training for specific roles and users.
We seek to make training bite-sized, fun and focused—
mimicking an Escape Room, for example—to help withknowledge retention.
All employees are expected to attend mandatory
cybersecurity training each year and employees in
specific roles are expected to take additional training.

Cybersecurity Framework andGovernanceOur internal cybersecurity professionals leverage
the National Institute of Standards and Technology(NIST) Cybersecurity Framework (CSF) and input fromthird-party cyber experts to define our cybersecurity
program and required changes based on the evolving
threat landscape. Third parties review our cybersecurity
maturity level regularly to ensure updates are includedin the program.

GUEST SATISFACTION
Post-cruise surveys inspire the iconic experiences we provide.

We continuously strive to enhance the guest
experience and provide the best vacations possible.
We measure our success through our Global Post
Cruise Guest Feedback Program. At the conclusionof a cruise, adult guests with an email tied to theirbooking receive a survey covering all aspects ofthe guest experience, including boarding, dining,
entertainment and leaving the ship. Guests haveseven days to complete the survey, and responses
are collected and shared in real time for the entire
organization and crew to view.
Royal Caribbean Group has some of the mostengaged guests in the travel industry. Over 51% of
our guests completed the survey in 2023, more than
three times the average industry response rate. Morethan 91% of guests who responded left a detailed
comment about their experience.

2023 Seastainability | Environmental, Social and Governance Report51%

OF GUESTS
completed our post-cruise
feedback survey, more than 3times the industry average
Of course, responding to guest feedback is justas important as collecting it. Every employee fromshipboard crew members to our CEO is given realtime access to the feedback after each sailing. Our
employees logged in more than 1.2 million times in2023 to analyze ratings, read guest comments andact when necessary.

<

95

>

GOVERNINGRESPONSIBLY
Our corporate governance structure is designed to ensure the long-term
success of our company and cruise brands, uphold our commitments toour stakeholders and maintain our reputation as a leader in the industry.
We hold ourselves and our partners to the highest standards in ethicalbehavior, accountability and transparency.
Board of Directors .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 98
ESG Governance .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 100
Ethics and Compliance .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 102
Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104

2023 Seastainability | Environmental, Social and Governance Report

<

97

>

BOARD OF DIRECTORS
Our Board is responsible for oversight of management and stewardshipof Royal Caribbean Group, with the goal of advancing the company’s
long-term value and meeting shareholder expectations.
Our Board consists of 14 directors, all of whom are
independent under applicable NYSE standards of
independence, other than Jason Liberty, president
and CEO, and Richard Fain, our current chairman andformer CEO. The Board has established guidelines
to assist in determining director independence inaccordance with those standards, which are available
on our Corporate Governance website.
The Board has four committees to help in discharging
its duties: the Safety, Environment, Sustainability and
Health Committee; the Talent and Compensation
Committee; the Audit Committee; and the Nominating
and Corporate Governance Committee.

Board Diversity
The Board recognizes the value of diversity andaims for a mix of individuals with varying skills andbackgrounds—including diversity of race, genderand ethnicity—and experience in business and otherareas that may be relevant to the company’s activities.
Whenever the Board conducts a search for a new
director, the Board considers at least one woman and
one underrepresented minority in the slate of potential
candidates. Three of our directors are ethnic/racial
minorities (21%) and four are women (29%).

Visit Our Leadership to learn more about
individual Board members.

Performance
To ensure consistent, high-quality governance, theBoard and each of its committees perform a selfevaluation each year. We also provide directors withmembership to the National Association of Corporate
Directors (NACD), which provides directors withaccess to continuing education, research materials,
and publications relating to corporate governance,board leadership, environmental and sustainability
matters, and other topical information relevant to theirinterests. From time to time, members of management
also present to the Board or its committees new
developments in areas relevant to the company.
More information about our Board and performancecan be found in our proxy statement, available on our
SEC Filings page.

Board Committee Charters• Safety, Environment, Sustainabilityand Health• Talent and Compensation• Audit• Nominating and Corporate
GovernanceSEASTAINABILITY / GOVERNING RESPONSIBLY

Responsibilities
Our Board normally attends four regularly scheduled
meetings per year. In these meetings, the Board
reviews and discusses reports by management on
the performance of the company, our plans andprospects, and issues we face. The Board also calls
special meetings in accordance with the bylaws asnecessary or desirable. Directors are expected toattend all scheduled Board and relevant committee
meetings.
In addition to its general oversight of management,
the Board performs a range of specific functions(directly and through committees):• S electing, evaluating and compensating the CEO
and overseeing CEO succession planning• P roviding counsel and oversight on the selection,
evaluation, development and compensation ofsenior executives• R eviewing, approving and monitoring fundamental
financial and business strategies and major
corporate actions• R eviewing with management its process to assess
and manage the company’s exposure to risk,
with the understanding that senior management
is responsible for assessing and managing our
exposure to risk and our response• Reviewing the processes in place for maintaining
the integrity of the company, including the integrityof the financial statements and compliance withlaws and ethics• R eviewing the company’s environmental, socialand governance policies and practices withmanagement• E valuating the Board and its committees’
structure, processes and performance

Read more on our Corporate
Governance website.

2023 Seastainability | Environmental, Social and Governance Report

<

99

>

ESG GOVERNANCE
ESG management and performance is monitored by our Board withoversight by our Board Committees.
GOAL

2023 PROGRESS

Further integrate ESG risks into enterprise risk
management system by 2023

Achieved

Increase auditability of ESG data and improveclimate-related disclosures by 2026

Number of verified metrics increased by 120% from2022 to 2023

Primary oversight of ESG at Royal Caribbean Groupfalls to our Safety, Environment, Sustainabilityand Health (SESH) Committee and our Talent andCompensation Committee to a lesser degree, but
all committee charters are structured to ensure ESG
topics receive dedicated attention.

Board ofDirectors

CEO
Decision and accountability

ESG SCM
Leadership, alignment and direction

Supporting Departments and Operations
Driving outcomes and leading execution• Compliance & Reporting• Hotel Operations• Communications• Tax• Deployment• Port Development• Human Resources• Finance• Port Operations• Corporate Affairs(includes GR and Community)• Risk Management• Global Marine Operations• Shared Service Operations• Enterprise Risk Management

ESG Steering Committee
Formed in 2021, our corporate ESG Steering
Committee oversees our commitment to responsible
environmental, social and governance policies
and practices. The cross-functional committee
provides a staff-level, company-wide framework andorganizational structure to help guide our strategy,
progress and reporting.
Membership in the committee consists of corporate
officers representing all relevant departments acrossthe organization. The committee is chaired by Royal
Caribbean Group CEO Jason Liberty. Additional
subject matter experts, including external parties,
may supplement the committee on an ad hoc basis.

SEASTAINABILITY / GOVERNING RESPONSIBLY

Authority and Responsibilities
The primary focus of the ESG Steering Committee
is to oversee activities related to developing andexecuting our ESG strategy and reporting. This
includes operationalizing our strategy and providing
direction on policies, processes and tools related to
ESG. The ESG Steering Committee meets regularly
and provides quarterly updates to the Board’s SESH
Committee. In addition to monitoring ESG progress,
the SESH Committee reviews, monitors and provides
feedback on our Seastainability report prior to release.

• Science-based approach: Ensure all decisions
are supported by scientific facts.
• Measurable performance: Demonstrate in ameasurable way how we are achieving our statedaspirations, goals and targets in everything we do.
• Transparency: Be transparent and open in all
our ESG activities to both internal and externalaudiences through third-party auditing and public
communications.

• Value creation: Always create value for thecompany with our ESG activities.

• Strategic fit: Build on our strengths, history andculture in deciding which ESG actions to take toensure the highest possible return on our activities
for our company, our employees, the environment
and local communities.

• Continuous improvement: Always be better
tomorrow than we are today.

Destination Net Zero Governance

The ESG Steering Committee abides by the following
guiding principles:• Ownership at all levels: Ensure our commitment
to strong ESG performance comes not just fromthe highest corporate levels but is embedded in
the culture at all levels.
• Partnerships: Leverage partnerships with leading
experts and engagement with employees, guests,
shareholders, suppliers and local communities.

2023 Seastainability | Environmental, Social and Governance Report

In the past three years, we’ve focused on building
functional teams throughout the organization withthe skills necessary to execute our Destination Net
Zero strategy. Starting in 2023, the execution of ourstrategy has been led by our Executive Vice Presidentof Maritime with the support of a cross-organizationalteam that reports to the Board and our executive
leadership. This team oversees departments and key
work streams across the company.

<

101

>

ETHICS AND COMPLIANCE
Integrity sails with us—every ship, every cruise, every day.
At Royal Caribbean Group, we aspire to lead withintegrity, grow with purpose and put people first in
everything we do. In recognition of our high ethicalstandards, Royal Caribbean Group was named one of
the World’s Most Ethical Companies for the ninth year
in a row in 2024 by the Ethisphere Institute.

Code of Business Conduct and Ethics
We are committed to conducting our operations
with the highest standards of ethical behavior and inaccordance with the law wherever we do business,
and we expect all Royal Caribbean Group employees,
officers and members of our Board to do the same.
Our Code of Business Conduct and Ethics (“Code”)
sets forth the standards we expect of each other,shapes our culture and defines the character of ourorganization. We review our Code each year with
our Audit Committee to ensure we’re aligned on ourvalues and on par with other companies.
We released an updated Code in early 2023. To
ensure fleet-wide compliance, we reformulated
our annual training to cover the new Code and
Employee Handbook. All employees must takethis mandatory training when hired and annually
thereafter. In addition, we offer specialized training
on specific subject matters to certain employees atperiodic intervals.
We also refreshed our Supplier Code of Conduct in2023 (formerly our Supplier Guiding Principles) withadditional language and standards related to anticorruption, data privacy, confidential information,
conflicts of interest, fair competition, global tradeand human rights (see Sustainable Supply Chain on
page 48 for more).

Avoiding Conflicts of Interest
Royal Caribbean Group employees, officers andmembers of the Board of Directors must avoid
conflicts of interest, including any situation where
personal interests interfere, or even appear tointerfere, with the ability to make objective businessdecisions. We have procedures in place for thedisclosure and review of conflicts of interest. This
includes disclosing related party transactions in
our annual proxy statement in accordance withapplicable laws.

9th

YEAR IN A ROW
named as one of Ethisphere
Institute's World’s Most EthicalCompanies

Reporting Unethical Behavior
We strive to create an environment of open andhonest communication where everyone is free to ask
questions or raise concerns without fear of retaliation.
We expect employees to report any known suspected
misconduct, including concerns about our business
partners, suppliers or anyone acting on behalf ofthe company. We maintain a 24/7 Compliance andEthics AWARE Hotline administered through a third
party through which concerns may be reported
confidentially via telephone, email or the internet.

SEASTAINABILITY / GOVERNING RESPONSIBLY

We rely on the Navex platform to address employee
concerns and manage misconduct allegations. Navex
centralizes the intake, investigation and reporting
processes, enabling us to examine ethics incidents
from all reporting channels in a single database.
As a matter of policy, we review all ethics reports,
investigate and take appropriate remedial actions. The
Audit Committee is charged with reviewing periodic
reports on our Ethics and Compliance Program andcommunicating concerns to the Board.
For reference, Royal Caribbean Group received
about 0.9 incident reports per 100 employees on
our hotline in 2023, below the 1.12 per 100 medianrate for similar-sized organizations (50,000-99,999
employees).30
We use Speak Up training to raise awareness of ourreporting policies and procedures. We also clearly
display Speak Up posters in all crew areas, withperiodic audits to ensure the posters remain in place.

Political Contributions
Royal Caribbean Group does not make politicalcontributions in connection with U.S. elections,though it may contribute to ballot measure
campaigns or committees as permitted by applicablelaw. Any such contribution must be approved by
the Senior Vice President of Corporate Affairs. Royal
Caribbean Group’s U.S. subsidiaries may, with theirown funds, make political contributions as permitted
by applicable law. Any such contribution must be
approved by the most senior officer of the relevant
U.S. subsidiary.

30

All contributions are administered to ensure they
comply with applicable federal, state and local laws
and reporting requirements. It’s Royal CaribbeanGroup policy not to make independent expenditures
directly in support of or in opposition to any candidate.

For more information, see our PoliticalContributions Policy.

Oversight
Oversight of our program rests with Royal CaribbeanGroup’s Board of Directors through the Board’s Audit
Committee and senior management through Royal
Caribbean Group’s Ethics & Compliance Committee.
Thiscommittee
includescross-departmental
membership from Global Ethics & Compliance,
Legal, Audit and Advisory Services, Global Security,
Information Technology, Sales, Operations andHuman Resources.

Navex, “Whistleblowing & Incident Management Benchmark Report,” 2024.

2023 Seastainability | Environmental, Social and Governance Report

<

103

>

RISK MANAGEMENT
We take action to mitigate risk throughout our business and operations.
With 65 ships transporting thousands of people
around the world at any given time, we areexposed to many strategic, operational, reportingand compliance-related risks that can affect our
performance. Our enterprise risk management
process helps us navigate these risks, makerisk-informed decisions and take advantage ofopportunities.
We seek optimal risk governance to enhance ourdecision-making and protect the value of ourbusiness and stakeholders. In addition to continuallyassessing our risk posture, we collaborate with riskowners to ensure that sufficient lines of defense are inplace to address our risks.

Our Process
Our Enterprise Risk Management (ERM) team,within the Audit and Advisory Services department,
performs enterprise-wide risk assessments andcontinuously monitors risk drivers, variables andevents that can affect our performance and theexecution of our corporate strategy. The results andoutput of these risk assessments are shared withsenior leadership, the company’s Executive Risk
Committee and the Board of Directors. Results also
inform Audit and Advisory Services' plans.
The ERM process assures there is cross-functional
representation throughout our program of activities.
Outreach and collaboration with internal and external
stakeholders is achieved via surveys, roundtable
meetings, interviews, Executive Risk Committee
meetings, and meetings with other topic-specificgroups, including but not limited to management
groups focused on cybersecurity, decarbonization,
newbuild, safety, security and environment.
Together we ensure risks are identified, prioritized,
communicated and addressed.

In 2023, we further integrated ESG risks into our ERM
program by unpacking the ESG risk category anddistributing the individual risks within that category totheir respective functional areas.

Our 2023 Risk LandscapeOur most recent enterprise risk assessment identified
decarbonization, cybersecurity and responsible
tourism as a few of the many areas that continue toinfluence our ESG strategy.
Our decarbonization risks include operating andcompliance costs associated with meeting climaterelated regulations; the slow-moving development
and deployment of technologies that support
the transition to a low-carbon economy; potential
disruptions and uncertainties from climate-related
weather events; and acute physical risks to ourinfrastructure and destinations from hurricanes andextreme weather events.
Like all companies, we face risks from cybersecurity
attacks and data breaches, including the risks andcosts associated with protecting our systems andmaintaining integrity and security of our businessinformation, as well as personal data of our guests,
employees and business partners.
Our risks related to responsible tourism include
ensuring the destinations we visit are vibrant andhealthy far into the future. This is critical to thesuccess of our business.

SEASTAINABILITY / GOVERNING RESPONSIBLY

2023 Seastainability | Environmental, Social and Governance Report

<

105

>

APPENDIX
Additional Resources  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 108
Key Performance Tables  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 109
United Nations Sustainable Development Goals  .  .  .  .  .  .  .  .  . 117
SASB Index  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 118
GRI Index  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 121
Independent Assurance Statement  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 127

2023 Seastainability | Environmental, Social and Governance Report

<

107

>

ADDITIONAL RESOURCES
Data Privacy

Human Rights

Privacy Policy

Human Rights Statement
Supplier Code of Conduct

Ethics
AWARE Compliance and Ethics Hotline
Code of Business Conduct and Ethics
Political Contributions Policy

Modern Slavery Statement

Supply Chain
Supplier Code of Conduct

Guest Safety and Security

Environment

Guest Conduct Policy

Environmental Policy
Water Management Policy
Ship Recycling Policy
Waste Stream Process

KEY PERFORMANCE TABLESENVIRONMENT
AREA

INDICATOR

2023

2022

2021

2020

2019

FRAMEWORKS

Total GHG emissions (Scope 1, 2 & 3)
(metric tonnes)

11,379,448

—

—

—

9,635,214i

location-based Scope 2 (metric tonnes)

5,385,484

4,989,942

2,590,041

2,502,145

4,834,768

Scope 1 (metric tonnes)

5,375,318

4,979,842

2,579,274

2,493,580

4,820,278

Total Scope 1 and 2 GHG emissions using

TR-CL-110a.1
GRI 305-1

Scope 2 (location based; metric tonnes)

10,166

10,10010,767

8,565

14,490

Scope 2 (market based; metric tonnes)

10,219

10,167

10,9008,690

15,251

5,993,964

ⁱⁱ—

ⁱⁱ—

ⁱⁱ—

4,800,446i

GRI 305-3

114.79

­—

—

—

—

GRI 305-4

0.227

0.225

0.279

0.334

0.244

GRI 305-4(Gross Ton x Nautical Mile)iiⁱ ⁱⁱⁱ

11.08

10.97

—

—

—

GRI 305-4

Total energy consumed (MWh)8,848,989

8,242,330

4,232,034

3,832,898

6,524,004

TR-CL-110a.3

Scope 3 (metric tonnes) i ⁱⁱ

GRI 305-2

Emissions intensity in kilograms of CO2eper APCD
Emissions intensity in kilograms of CO2e
Emissions
Reduction

per ALB-km
Emissions intensity in grams of CO2e/

GRI 302-1
Total consumed of non-renewables fuels (MWh)8,848,989

8,213,386

4,207,030

3,832,898

6,524,004

GRI 302-1% energy consumed of non-renewables fuels

100%

100%

99%

100%

100%

TR-CL-110a.3

supply (MWh)31,041

28,94425,00300

GRI 302-1% energy consumed from onshore power supply

0.4%

0.3

1%

0%

0%

TR-CL-110a.3

0

0

0

0

0

GRI 302-1

0%

0%

0%

0%

0%

TR-CL-110a.3

7.14

7.89

11.49

7.94

days (APCD)

0.189

0.199

0.359

0.449

0.157

GRI 302-3

Total Sox (metric tonnes)

275,717229,961

114,821103,215

285,167

TR-CL-120a.1

Total energy consumed from onshore power

Total energy from renewable (MWh)% energy from renewable
Average Energy Efficiency Design Index (EEDI)
for new ships

TR-CL-110a.4

Energy intensity per available passenger cruise

GRI 305-7
Air Quality

Total Nox (metric tonnes)

73,271

65,102

32,77730,32667,522TR-CL-120a.1
GRI 305-7

Total particulate matter(metric tonnes)

8,014

6,956

3,469

3,133

7,453

TR-CL-120a.1

Solid waste to landfill (lbs per APCD)

iii

0.28

iii

0.19

0.27

0.5

0.32

GRI 306-5

Food waste (cubic meters)

57,97453,65622,50528,141

75,520

GRI 306-3

76.76iii

61.4iii

14.3

11.5

46.9

GRI 306-4

GRI 305-7

Waste
Management

Total waste recycled(pounds in millions)

In 2022, we inventoried our Scope 3 emissions baseline for 2019, the last year representative of pre-pandemic normal operations. We plan to calculate Scope 3 for 2023 and beyond.
New intensity metric starting 2022, in line with IMO’s CII.
iii Data relates to Royal Caribbean International and Celebrity only.
iii

2023 Seastainability | Environmental, Social and Governance Report

<

109

>

ENVIRONMENT (CONTINUED)

AREA

INDICATOR

2023

2019

FRAMEWORKS

1.4

1.8

1.5

1.5

1.5

52

48

42

41

38

98%

92%

88%

87%

85%

Total amount discharged(metric tons)

13,329,976

11,015,565

4,539,306

5,444,800

14,081,711

TR-CL-160a.1
GRI 303-4

Total amount treated discharge(metric tons)

10,469,447

8,151,606

3,371,293

3,749,850

9,624,254

GRI 303-4

79%

74%

74%

69%

68%

TR-CL-120a.1
GRI 303-4

2,860,529.50

2,863,959

1,168,012

1,694,950

4,457,457

GRI 303-4

21%

26%

26%

31%

32%

GRI 303-4

100%

100%

94%

81%

95%

TR-CL-160a.2

0

2

0

0

—

TR-CL-160a.4

Water withdrawal by source—produced
water (percent) ⁱ

93%iii

94%iii

94%

90%

90%

GRI 303-3

Water withdrawal by source—bunkered
water (percent)

7%iii

—

—

—

—

GRI 303-3

Produced water (m3)

11,511,701iii

—

—

—

—

GRI 303-3

3

Bunkered water (m )iii

800,552

—

—

—

—

GRI 303-3

Water consumption aboard ship (m3)

10,669,722iii

—

—

—

—

GRI 303-5

56.89iii

—

—

—

—

—

50

48

—

—

—

—

Total amount untreated discharge(metric tons)% of wastewater untreatedprior to discharge% of fleet with Ballast Water
Management System (BWMS) installed ⁱ
Number of Notices of Violation (NOV)
received for dumping

Water consumption rate
(Gallons/person/day)

iii

2020

Number of ships with Advanced
Wastewater Processing system% of wastewater treatedprior to discharge ⁱEnvironmental
Management

2021

Effluent quality for discharged
process bilge water (parts per million)% of Fleet with Advanced Wastewater
Processing system ⁱ

Water and
Wastewater
Management

2022

Number of ships that are certified with
ISO 14001

Data relates to Royal Caribbean International and Celebrity only.

SEASTAINABILITY / APPENDIX

SOCIALAREA

INDICATOR

2023

Total number of employees
Total number of supervised workers

iv

2022

2021

2020

2019

FRAMEWORKS

98,200102,500

84,70085,39682,31913,208

11,951

9,300

5,525

5,737

88,70094,30077,00078,45374,240

GRI 2-7

Employees working onboard
our ships

TR-CL-000.C

Our

Employees working at our shoreside

Employees

operations and private destinations

9,500

8,200

7,700

6,943

8,400

Full-time employees

98,100102,400

84,60085,31582,194

GRI 2-7Part-time employees

100

100

100

81

108

GRI 2-7

Male employees

74,342

77,08564,00060,84360,533

GRI 2-7, GRI 405-1

Female employees

23,84225,47920,70019,183

21,728

GRI 2-7, GRI 405-1

Total training hours—shipboard

iii

2,322,362

2,425,311———

Total training hours—shoreside

29,60829,759———26.18iii

25.72

7

11

—

GRI 404-1

3.12

3.63

12

19

—

GRI 404-1

Learning andDevelopment

Average training hours per
employee—shipboard
Average training hours per
employee—shoreside% of male and female employees

F

M

F

M

Shipboard: All team members

22%

78%

22%

78%

22% F

21% F

—

18%

82%

17%

83%

—

—

—

22%

78%

—

—

—

—

—

55%

45%

57%

43%

—

—

—

54%

46%

56%

44%

58% F

57% F

—

29%

71%

29%

71%

21% F

—

—

33%

67%

36%

64%

43% F

—

—

45%

55%

44%

56%

—

—

—

61%

39%

64%

36%

—

—

—

Shipboard: 3 stripes and aboveiii

Shipboard: 2.5 Stripes and below

iii

Global shoreside:
All team members
Diversity,
Equity andInclusion

US shoreside:
All team members
Board of Directors
Female Executive Leadership Team
(reporting to CEO)Global Shoreside: Leads
and above
Global shoreside: Sr Analyst
and belowiii
iv

GRI 405-1

Data relates to Royal Caribbean International and Celebrity only.
Supervised workers are Shipboard contractors or concessionaires.

2023 Seastainability | Environmental, Social and Governance Report

<

111

>

SO CIAL (CONTINUED)

AREA

INDICATOR

2021

2020

2019

F

M

Total

F

M

Total

Total

Total

Total

American and Caribbean

5,571

7,694

13,265

5,277

7,178

12,455

9,934

—

—

< 1 year

1,114

1,436

2,550

1,682

1,947

3,629

—

—

—

1-5 years

2,415

2,691

5,106

1,362

1,467

2,829

—

—

—

6-10 years

682

845

1,527

784

940

1,724

—

—

—

11-15 years

504

876

1,380

536

944

1,480

—

—

—

16-20 years

437

840

1,277

463

857

1,320

—

—

—

> 20 years

419

1,006

1,425

450

1,023

1,473

—

—

—

Tenure of employees*

2023

2022

FRAMEWORKS

North America, Central

South America

1,690

2,639

4,329

1,697

2,594

4,291

3,792

—

—

0-1 year

240

487

727

866

1,222

2,088

—

—

—

1-5 years

1,025

1,450

2,475

388

627

1,015

—

—

—

Diversity,

6-10 years

187

239

426

188

256

444

—

—

—

Equity and11-15 years

178

287

465

194

312

506

—

—

—

16-20 years

44

115

159

45

115

160

—

—

—

20+

16

61

77

16

62

78

—

—

—

5,281

11,106

16,387

4,329

9,460

13,78916,508

—

—

5,380

—

—

—

Inclusion(continued)—

Africa/Europe
0-1 year

1,316

2,438

3,754

2,036

3,344

1-5 years

2,858

5,064

7,922

1,124

2,235

3,359

—

—

—

6-10 years

714

1,813

2,527

759

1,939

2,698

—

—

—

1,308

—

—

—

11-15 years

231

981

1,212

239

1,069

16-20 years

109

464

573

110

489

599

—

—

—

20+

53

346

399

61

384

445

—

—

—

Asia/Australia

9,927

48,97258,8998,491

42,176

50,66747,031——0-1 year

2,203

8,656

10,8592,916

11,262

14,178———1-5 years

4,942

19,753

24,695

2,736

10,41913,155———

12,900

—

—

—

—

—

—

—

—

—

—

—

—

6-10 years

1,819

10,894

12,713

1,915

10,985

11-15 years

532

5,450

5,982

514

5,270

5,784

16-20 years

284

2,617

2,901

270

2,577

2,847

20+

147

1,602

1,749

140

1,663

1,803

* Excludes shipboard employees who have not started their first assignment

GRI 2-7

SEASTAINABILITY / APPENDIX

SOCIAL (CONTINUED)

INDICATOR

2023

2022

—

—

—

21%

14%

—

—

9%

18%

31%

—

—

8%

5%

49%

—

—

—

4%

4%

60%

—

—

—

Other
55%

Asian

2019

Hispanicor Latino

2020

Black orAfricanAmerican2021% of ethnically or
racially diverse
employees(US only)

White

Diversity, Equity
and Inclusion (continued)

AREA

All team members

39%

8%

43%

6%

4%

Board of Directors

79%

7%

7%

7%

—

Executive Leadership
Team (reporting to
CEO)

55%

9%

18%

9%

Leads and above

45%

5%

38%

Sr Analysts and
below

34%

11%

48%

GRI 405-1

Overall Diversity
Index (gender,
ethnicity, veterans,
disabled)(US only)

TotalsAll team members

81%

81%

—

—

—

Leads and above

74%

73%

—

—

—

Sr Analysts and
below

88%

88%

—

—

—

130

—

126

Number of countries
our employees
represent
Distribution by age

FRAMEWORKS

137

139

Shipboard*

Shoreside

Total %

Shipboard

Shoreside

Total %

Under 30

25,961

1,866

28%

38,652

1,568

39%

—

—

—

30 – 50

57,8014,512

63%

51,790

4,159

55%

—

—

—

Over 50

6,499

1,561

8%

4,978

1,419

6%

—

—

—

GRI 405-1* Number includes private destinations employees

2023 Seastainability | Environmental, Social and Governance Report

<

113

>

SO CIAL (CONTINUED)

AREA

INDICATOR

2023

FRAMEWORKS

Hiring numbers Global Shoreside and Shipboard
GenderGlobal shoreside: Leads and above
Global shoreside: Sr Analyst and below

Male

Female

Total

195

133

328

1,002

1,098

2,100

Shipboard: 3 Stripes and above

100

37

137

Shipboard: 2.5 Stripes and belowiii

12,897

5,089

17,986

Under 30

30-50

Above 50

iii

Age Group
Global shoreside: Leads and above

27

245

56

1,035

970

95

Shipboard: 3 Stripes and above

16

98

23

Shipboard: 2.5 Stripes and below

7,201

10,246539

Global shoreside: Sr Analyst and below

GRI 401-1

Voluntary Turnover Global Shoreside and Shipboard
GenderHiring andTurnover

Male

Total

Global shoreside: Leads and above

6.5%

6.3%

6.4%

Global shoreside: Sr Analyst and below

14.3%

13.1%

13.5%

Shipboard: 3 Stripes and aboveiii

5.3%

6.0%

5.4%

Shipboard: 2.5 Stripes and below

5.4%

5.7%

5.5%

Under 30

30-50

Above 50

Global shoreside: Leads and above

10.3%

6.9%

4.8%

Global shoreside: Sr Analyst and below

15.9%

14.0%

6.7%

Shipboard: 3 Stripes and above

3.3%

4.6%

7.5%

Shipboard: 2.5 Stripes and belowiii

4.3%

5.6%

10.3%

iii

Age Group

iii

iii

FemaleData relates to Royal Caribbean International and Celebrity only.

SEASTAINABILITY / APPENDIX

SOCIAL (CONTINUED)

AREA

INDICATOR

2023

2022

2021

2020

2019

FRAMEWORKS

Number of alleged crime
incidents involving passengers
or employees

36

26

Fleet average CDC Vessel

0. No CDC

Sanitation Program

inspections

inspection score, percentage
of inspections failediii
Guest
Safety &Security

4

8—

TR-CL-250a.1

occurred during
97.3, 098.3; 0

2021.

95

—

TR-CL-250a.2

1.2iii

5.1iii

2.97——

TR-CL-250a.3

16

1

0

0

—

TR-CL-250a.3

143

114

120

219

—

TR-CL-540a.1(1) 137,(2) 1(1) 78(1) 194, (2) 0

(2) 0

0

—

TR-CL-540a.2

100%

100%

100%

—

—

TR-CL-310a.3

In 2023, we did
not disclose any
monetary losses
as a result oflegal proceedings associatedwith labor law
violations.

In 2022, we did
not disclose
any monetarylosses as aresult of material
legal proceedings
associated withlabor lawviolations.

In 2021, we did
not disclose any
monetary losses
as a result ofmaterial legal
proceedings
associatedwith labor law
violations.

In 2020, we did
not disclose any
monetary losses
as a result ofmaterial legal
proceedings
associatedwith labor law
violations.

—

TR-CL-310a.4

2.17

1.98

—

—

—

TR-CL-320a.1

88%

88%

86%

89%

89%

GRI 2-30(1) Serious injuries per million
passengers(2) number of voyages witha gastrointestinal illness
count exceeding 2%
Number of conditions ofclass or recommendations
Number of port state control(1) deficiencies and (2)detentions
Percentage of seafarers paidfor overtime
Total amount of monetarylosses as a result of legal
proceedings associated withlabor law violations

Human
Rights

Seafarer lost time incident
rate (LTIR)iii, v% of employees coveredby collective bargaining
agreementsiii
v

Data relates to Royal Caribbean International and Celebrity only.
LTIR is defined as the average lost time (difference from Assignment End date to Sign Off date) x number of signoffs /1M hrs.

2023 Seastainability | Environmental, Social and Governance Report

<

115

>

OTHER OPERATIONAL METRICS
AREA

Activity
Metric

INDICATOR

2023

2022

2021

2020

Available lower berth kilometers(ALB-km)23,692,943,040

22,199,586,149

9,281,945,422

7,484,211,023—

TR-CL-000.A

Available passenger cruise days
(APCD)

46,916,259

41,197,650

11,767,441

8,539,903—

TR-CL-000.B

Passenger cruise days

49,549,127

35,051,935

5,802,582

8,697,893——

88,70094,30077,00078,453—TR-CL-000.C

7,646,203

5,536,335

1,030,403

1,295,144—

TR-CL-000.D

14,294

14,663

4,517

1,755

—

TR-CL-000.E

Number of shipboard employees
Cruise passengers
Number of vessel port calls

2019

FRAMEWORKSUNITED NATIONSSUSTAINABLE DEVELOPMENTGOALS APPROACH
Royal Caribbean Group supports the United Nations Sustainable
Development Goals (SDGs). We referenced the SDGs when developing
our Strategic ESG Framework. The goals below are ones where we feel
we can have the most impact, or where efforts to achieve that goal canalso influence our future business. This table references sections of thisreport that relate to each goal.
GOALS

OUR CONTRIBUTIONS
Ensure access to affordable, reliable, sustainable
and modern energy for all.

Destination Net Zero, Energy Management

Promote sustained, inclusive and sustainableeconomic growth, full and productive employment
and decent work for all.

Supporting Our People, Energizing Our Communities

Make cities and human settlements inclusive, safe,
resilient and sustainable.

Energizing Our Communities, Guest Health and Wellbeing,
Accessible Cruising, Guest Safety and Security

Ensure sustainable consumption and production
patterns.

Waste Management, Water Stewardship, Sustainable Supply Chain

Take urgent action to combat climate change andits impacts.

Destination Net Zero, Energy Management

Conserve and sustainably use the oceans, seas
and marine resources for sustainable development.

Water Stewardship, Wastewater Management, Sustainable Seafood,Protecting Oceans and Marine Ecosystems

Protect, restore and promote sustainable useof ecosystems, sustainably manage forests,
combat desertification, and halt and reverse landdegradation and halt biodiversity loss.
Strengthen the means of implementation andrevitalize the global partnership for sustainable
development.

Sustaining Our Planet, Responsible Tourism

Stakeholder Engagement, Protecting Oceans and Marine Ecosystems,
Green Shipping Corridors, Responsible Food Sourcing, Supporting
Communities, Collaborating to Reach Net Zero, Green Hubs

2023 Seastainability | Environmental, Social and Governance Report

<

117

>

SASB INDEX: CRUISE LINESSASB CODE

INDICATORS

2023 DISCLOSURE

2023 NOTESGREENHOUSE GAS EMISSIONS
TR-CL-110a.1

Gross global Scope 1 emissions

5,375,318 metric tons

Our emissions are calculated using the Greenhouse Gas
Protocol. Scope 1 emissions include fuels used to operate ourships. Emissions factors can be found in our annual responseto the CDP Climate Change Information Request. See the
Our 2023 GHG Emissions section of this report, page 35 andperformance table, page 109.

TR-CL-110a.2

Discussion of long-term and short-term

See Our Journey to Destination Net

strategy or plan to manage Scope 1

Zero (page 30) and Energy Manage-

emissions, emissions reduction targets, and ment (page 36) sections of this report.
an analysis of performance against those

Also see our TCFD report here.

targets
TR-CL-110a.3(1) Total energy consumed,(1) 31,831,959,229 gigajoules (GJ); (3)See the Energy Management section of this report, page 36,(2) percentage heavy fuel oil,

31,041 MWh

and performance table, page 109.

7.14

Based on gross tonnage weighted average. See Energy(3) percentage onshore power supply (OPS),(4) percentage renewable
TR-CL-110a.4

Average Energy Efficiency Design Index(EEDI) for new ships

Management section of this report page 36, and performancetable, page 109.

AIR QUALITY
TR-CL-120a.1

Air emissions of the following pollutants:(1) 73,271 metric tonnes,

See the Energy Management section of this report, page(1) NOx (excluding N2O), (2) SOx, and (3)(2) 275,717 metric tonnes,

36, and performance table, page 109.

particulate matter (PM10)(3) 8,014 metric tonnes

DISCHARGE MANAGEMENT
TR-CL-160a.1

Total amount of ship waste discharged to

13,329,976 cubic meters; 79% of

See the Waste Management section of this report, page 44,

the environment, percentage treated priorwaste treated prior to discharge

and performance table, page 110.

(2) 100%

This is inclusive of our wholly owned and operated brands.

to discharge
TR-CL-160a.2

TR-CL-160a.3

Percentage of fleet implementing ballast
water (1) exchange and

See the Water Stewardship section of this report, page 42,(2) treatment

and performance table, page 110.

Cruise duration in marine-protected areas

In 2023, we finalized a new method-or areas of protected conservation statusology for capturing this data acrossSee the Marine-Protected Areas section, page 53.

our fleet and worked to align it withrecently revised regional and international rules and regulations. We expect
to implement the new methodology inearly 2024.
TR-CL-160a.4

Number of notices of violations received
for dumping0This is third-party verified by DNV. Performance table,
page 110.

SEASTAINABILITY / APPENDIXSASB INDEX: CRUISE LINES CONTINUEDSASB CODE

INDICATORS

2023 DISCLOSURE

2023 NOTESCUSTOMER HEALTH AND SAFETY
TR-CL-250a.1

Number of alleged crime incidents

36

involving passengers or employees

All crimes reported using the CVSSA
definition for reportable crimes for all
RCG vessels. See the Guest Safety andSecurity section of this report, page 93,
and performance table, page 115.

TR-CL-250a.2

Fleet average CDC Vessel Sanitation

97.3, 0

Performance table, page 115.

(1)1.2 (2)16

See the Guest Health and Wellbeing,

Program inspection score, percentage ofinspections failed
TR-CL-250a.3(1) Serious injuries per million passengers
and (2) number of voyages with apage 90 and Guest Safety and Security

gastrointestinal illness count exceeding 2%

section of this report, page 93, andperformance table, page 115.

LABOR PRACTICES
TR-CL-310a.1

Average hourly wage for seafarers, by

Our competitive Total Rewards package includes pay,

See the Benefits and Engagement

regionhousing, meals, health care, savings programs, employee

section of this report, p. 62.

assistance programs, educational opportunities, and more.
Approximately 88% of our workforce is covered by a collective
bargaining agreement that includes many of these benefits.
These programs are frequently reviewed to ensure we are theemployer of choice.
TR-CL-310a.2

Percentage of seafarers working

Working and rest hours are closely monitored and regu-

maximum hours

lated under the Maritime Labor Convention (MLC), an international labor convention adopted by the International
Labor Organization (ILO) that sets out seafarers’ rights tominimum working and living conditions.

TR-CL-310a.3

Percentage of seafarers paid for

100%. All shipboard employees have guaranteed over-See the Benefits and Engagement

overtimetime included as part of their pay.

section of this report, page p. 62

Total amount of monetary losses as a

Our material legal proceedings are disclosed in our SEC

result of legal proceedings associatedreports. In 2023, we did not disclose any monetary losses

with labor law violations

as a result of legal proceedings associated with labor law

and performance table, page 115.
TR-CL-310a.4

violations.
EMPLOYEE HEALTH AND SAFETY
TR-CL-320a.1

Seafarer lost time incident rate (LTIR)**

2.17

See the Employee Health and Safetysection of this report, page 72,
performance table, page 115.

** LTIR includes data for Royal Caribbean International and Celebrity Cruises only. It is the average lost time in months (difference from Assignment End date to Sign Off date) x
number of signoffs.

2023 Seastainability | Environmental, Social and Governance Report

<

119

>

SASB INDEX: CRUISE LINES CONTINUEDSASB CODE

INDICATORS

2023 DISCLOSURE

2023 NOTESACCIDENT MANAGEMENT
TR-CL-540a.1

Number of conditions of class or

143

Performance table, page 115.

Number of port state control(1) 194

Performance table, page 115.

(1) deficiencies and (2) detentions(2) 0

Number of marine casualties, percentage

Information not currently

classified as very serious

disclosed.

TR-CL-000.A

Available lower berth kilometers (ALB-km)

23,692,943,040

Performance table, page 116.

TR-CL-000.B

Available passenger cruise days (APCD)

46,916,259

Performance table, page 116.

TR-CL-000.C

Number of shipboard employees

88,700

Performance table, page 116.

TR-CL-000.D

Cruise passengers

7,646,203

Performance table, page 116.

TR-CL-000.E

Number of vessel port calls

14,294

Performance table, page 116.

recommendations
TR-CL-540a.2
TR-CL-540a.3

ACTIVITY METRICGRI CONTENT INDEXStatement of Use: Royal Caribbean Group has reported the information cited in this GRI content index for the period
January 1, 2023–December 31, 2023 with reference to the GRI Standards. GRI 1: Foundation 2021 was used.

GRI STANDARD

2023 DISCLOSURE

LOCATION

GENERAL DISCLOSURES
2-1 Organizational details

ESG Report page 16
2023 Fiscal Year 10-K page 2

2-2 Entities included in the

ESG Report page 12organization’s sustainability
reporting
2-3 Reporting period, frequency

Reporting period for sustainability reporting: January 1, 2023 – December 31, 2023

and contact point

Frequency of reporting: Annual
Reporting period for financial reporting: January 1, 2023 – December 31, 2023
Publication date: April 2024
Contact: sustainability@rccl.com

GRI 2: General
Disclosures 2021

2-4 Restatements of information

There are no restatements of information in this report.

2-5 External assurance

ESG Report page 127-144

2-6 Activities, value chain and

ESG Report pages 16, 49, 51

other business relationships

2023 Fiscal Year 10-K page 2

2-7 Employees

ESG Report pages 111-113

2-8 Workers who are not

ESG Report page 111

employees
2-9 Governance structure andOur Leadershipcomposition

Safety, Environment, Sustainability and Health Committee Charter
ESG Report pages 111-113

2-10 Nomination and selection ofNominating and Corporate Governance Charterthe highest governance body
2-11 Chair of the highest

ESG Report page 98

governance body
2-12 Role of the highest

ESG Report pages 98-99

governance body in overseeing

Corporate Governancethe management of impacts
2-13 Delegation of responsibility

ESG Report pages 100-101

for managing impacts
2-14 Role of the highest

ESG Report page 101

governance body in sustainability
reporting
2-15 Conflicts of interest

ESG Report page 1022023 Seastainability | Environmental, Social and Governance Report

<

121

>

GRI INDEX CONTINUEDGRI STANDARD

2023 DISCLOSURE

LOCATION

GENERAL DISCLOSURES (CONTINUED)
2-16 Communication of critical

ESG Report pages 102-103

concerns
2-17 Collective knowledge of the

ESG Report page 98

highest governance body
2-18 Evaluation of the performance

ESG Report page 98

of the highest governance body
2-19 Remuneration policies

Talent and Compensation Committee Charter
2024 Proxy Report page 70

2-20 Process to determine

Talent and Compensation Committee Charter

remuneration

2024 Proxy Report page 46
8-K June 2023

2-21 Annual total compensation

2024 Proxy Report page 72

ratio
GRI 2: General2-22 Statement on sustainable devel- ESG Report page 4

Disclosures 2021

opment strategy
2-23 Policy commitments

Each policy is approved individually and its final published version lists all signers and approvers.
ESG Report pages 76, 102
Code of Business Conduct and Ethics
Human Rights Statement and Core Labor Principles
Corporate Governance Principles

2-24 Embedding policy

ESG Report pages 48, 76, 94, 102

commitments
2-25 Processes to remediate

Code of Business Conduct and Ethics

negative impacts

ESG Report pages 76-77, 102

2-26 Mechanisms for seeking advice

ESG Report pages 76-77, 102

and raising concerns
2-27 Compliance with laws and

ESG Report pages 110, 115

regulations
2-28 Membership associations

ESG Report pages 34, 74

2-29 Approach to stakeholder

ESG Report pages 18-19

engagement
2-30 Collective bargaining
agreements

ESG Report page 63

GRI INDEX CONTINUEDGRI STANDARD

2023 DISCLOSURE

LOCATION

MATERIAL TOPICS
3-1 Process to determine material
GRI 3: Material
Topics 2021

ESG Report page 18

topics
3-2 List of material topics

ESG Report pages 20-21
There have been no changes compared to previous reporting period

Economic performance
GRI 3: Material

3-3 Management of material

Royal Caribbean Group Reports 2023 Results and Expects Record Earnings in 2024 on Strong

Topics 2021

topicsDemand2023 Fiscal Year 10-K

GRI 201: Economic

201-2 Financial implications and

ESG Report pages 30-41, 104

Performance 2016

other risks and opportunities

TCFD reportdue to climate change

2023 Fiscal Year 10-K page 21

Procurement practices
GRI 3: Material

3-3 Management of material

Topics 2021

topicsESG Report page 48

GRI 204:

204-1 Proportion of spending on ESG Report page 49

Procurement

local suppliers

Practices 2016
Tax
GRI 3: Material

3-3 Management of material

Audit Committee Charter

Topics 2021

topics2023 Fiscal Year 10-K pages 17-19

207-1 Approach to tax

Audit Committee Charter

GRI 207: Tax 20192023 Fiscal Year 10-K pages 17-19

EnergyGRI 3: Material

3-3 Management of material

Topics 2021

topics302-1 Energy consumption

ESG Report page 36

ESG Report page 109

within the organization

GRI 302:
Energy 2016302-3 Energy intensity

ESG Report page 109

302-4 Reduction of energy

ESG Report page 37

consumption
302-5 Reductions in energy

ESG Report page 27

requirements of products andservices2023 Seastainability | Environmental, Social and Governance Report

<

123

>

GRI INDEX CONTINUEDGRI STANDARD

2023 DISCLOSURE

LOCATION

MATERIAL TOPICS (CONTINUED)
Water and effluentsGRI 3: Material

3-3 Management of material

ESG Report pages 42-43

Topics 2021

topicsWaste Stream Process

303-1 Interactions with water as

ESG Report pages 42-43

a shared resource

RCG Water Policy

303-2 Management of water

ESG Report page 43

GRI 303:
Water and Effluents2018

discharge-related impacts
303-3 Water withdrawal

ESG Report pages 43, 110

303-4 Water discharge

ESG Report page 110

303-5 Water consumption

ESG Report page 110

GRI 3: Material

3-3 Management of material

TCFD report

Topics 2021

topicsESG Report pages 30-31, 101

305-1 Direct (Scope 1) GHG

ESG Report page 109

emissions

TCFD report

Emissions

CDP report
GRI 305: Emissions
2016

305-2 Energy indirect (Scope 2)

ESG Report page 109

GHG emissions

TCFD report
CDP report305-3 Other indirect (Scope 3)

ESG Report pages 35, 109

GHG emissions

CDP report305-4 GHG emissions intensity

ESG Report pages 35, 109

305-7 Nitrogen oxides (NOx),ESG Report page 109

sulfur oxides (SOx), and othersignificant air emissions
Waste
GRI 3: Material

3-3 Management of material

ESG Report page 44

Topics 2021

topicsWaste Stream Process

306-2 Management of

ESG Report pages 44, 46

significant waste-related
impacts
GRI 306:
Waste 2016306-4 Waste diverted fromESG Report page 109

disposal
306-5 Waste directed todisposal

ESG Report page 109

GRI INDEX CONTINUEDGRI STANDARD

2023 DISCLOSURE

LOCATION

MATERIAL TOPICS (CONTINUED)
Occupational health and safety
GRI 3: Material

3-3 Management of material

Topics 2021

topics403-1 Occupational health and

ESG Report page 72

ESG Report page 72

safety management system
GRI 403:403-3 Occupational healthand Safety 2018403-5 Worker training on

ESG Report page 74

Occupational Health services
ESG Report page 74

occupational health and safety403-6 Promotion of worker health ESG Report page 63
403-7 Prevention and mitigation

ESG Report page 74

of occupational health andsafety impacts directly linked bybusiness relationships
Training and education
GRI 3: Material

3-3 Management of material

Topics 2021

topics404-1 Average hours of training

GRI 404: Training
and Education 2016

ESG Report pages 74, 76, 91, 93, 94, 101

ESG Report page 111

per year per employee
404-2 Programs for upgrading

ESG Report pages 91, 94

employee skills and transition
assistance programs

Diversity and equal opportunity
GRI 3: Material

3-3 Management of material

Topics 2021

topicsGRI 405: Diversity405-1 Diversity of governanceand Equal

bodies and employees

ESG Report page 68

ESG Report pages 68, 111-113

Opportunity 2016405-2 Ratio of basic salary and

ESG Report page 64

remuneration of women to men
Local communities
GRI 3: Material

3-3 Management of material

Topics 2021

topics413-1 Operations with local

GRI 413: Local

community engagement, impact

Communities 2016assessments, and development

ESG Report pages 49, 80

ESG Report pages 18-19, 76, 80

programs

2023 Seastainability | Environmental, Social and Governance Report

<

125

>

GRI INDEX CONTINUEDGRI STANDARD

2023 DISCLOSURE

LOCATION

MATERIAL TOPICS (CONTINUED)
Supplier social assessment
GRI 3: Material

3-3 Management of material

ESG Report page 48

Topics 2021

topicsSupplier Code of Conduct

GRI 414: Supplier414-1 New suppliers that were

ESG Report pages 48-49

Social Assessment

screened using social criteria

2016
Public policy
GRI 3: Material

3-3 Management of material

Topics 2021

topicsGRI 415: Public

415-1 Political contributions

U.S. Political Contributions and Disclosure Policy

ESG Report page 103

Policy 2016
Customer health and safety
GRI 3: Material

3-3 Management of material

Topics 2021

topicsGRI 416: Customer

416-1 Assessment of the health

Health and Safety

and safety impacts of product2016

and service categories

ESG Report pages 90, 93

ESG Report page 90

Customer privacy
GRI 3: Material

3-3 Management of material

Topics 2021

topicsESG Report page 94

Guest satisfaction
GRI 3: Material

3-3 Management of material

Topics 2021

topicsGuest satisfaction

Assessment of guest satisfaction

ESG Report page 95

GRI 3: Material

3-3 Management of material

ESG Report page 92

Topics 2021

topicsESG Report page 95

Accessible cruising

Accessible cruising

Considerations to make facilities ESG Report page 92
and activities more accessible

INDEPENDENTASSURANCE STATEMENT
Independent Assurance Statement
DNV Business Assurance USA, Inc. (“DNV”, “us” or “we”) has been commissioned by the management of Royal Caribbean Cruises
Ltd. (RCCL) to carry out an independent limited level assurance engagement on Selected Information for calendar year 2023
as presented in the Royal Caribbean Group’s “2023 Seastainability Report,” (“the Report”). The work was carried out February
through April 2024.

Our Conclusion: Based on the procedures we have performed and the evidence we haveobtained, nothing has come to our attention that causes us to believe that the Selected
Information is not fairly stated and has not been prepared, in all material respects, in accordancewith the Criteria. This conclusion relates only to the Selected Information, and is to be read in thecontext of this Assurance Statement, in particular the inherent limitations explained below.

Selected Information

The scope and boundary of our work is restricted to the 2023 performancedata included within the Report (the “Selected Information”), listed
below. Data verified for the period January 1, 2023 to December 31, 2023.
Environmental
 Total energy consumed (MWh) Total consumed of non-renewables fuels (MWh) Percent of energy consumed of non-renewables fuels
 Total energy consumed from onshore power supply (MWh) Percent of energy consumed from onshore power supply
 Total energy from renewable (MWh) Percent of energy from renewable Energy intensity per available passenger cruise days (APCD) Total SOx (metric tonnes)
 Total NOx (metric tonnes)
 Total particulate matter (metric tonnes)
 Number of ships with Advanced Wastewater Purification system
 Percent of fleet with Advanced Wastewater Purification system
 Total amount discharged (metric tons)
 Total amount treated discharge (metric tons)
 Percent of wastewater treated prior to discharge
 Total amount untreated discharge (metric tons)
 Percent of wastewater untreated prior to discharge Percent of fleet with Ballast Water Management System (BWMS) installed Number of Notices of Violation (NOV) received for dumping Water withdrawal by source - produced water (percent) Water withdrawal by source - bunkered water (percent) Produced water cubic meters Bunkered water cubic meters Water consumption aboard ship
 Water consumption rate (Gallons/person/day) Available passenger cruise days
Page 1

Our competence, independence,and quality control
DNV’s established policies andprocedures are designed to ensure that
DNV, its personnel and, whereapplicable, others are subject toindependence requirements (including
personnel of other entities of DNV andmaintain independence whererequired by relevant ethicalrequirements. This engagement work
was carried out by an independent
team of sustainability assurance
professionals. DNV was not involved in
the preparation of any part of RCCL’s
data or report. This is our third year ofproviding assurance on the Selected
Information and eighth year providing
verification on greenhouse gas
emissions for RCCL. We adopt abalanced approach towards all
stakeholders when performing ourevaluation.

DNV-2024-ASR-685505

2023 Seastainability | Environmental, Social and Governance Report

<

127

>

Employees Total Male and Female Employees
Diversity, Equity & Inclusion
 Gender diversity by job level Global Shipboard and Shoreside diversity by age
 North America, Central America and Caribbean gender diversity by tenure South America gender diversity by tenure Africa/Europe gender diversity by tenure Asia/Australia gender diversity by tenure U.S. Ethnic/Racial diversity by job level
 U.S. Overall Diversity Index (gender, ethnicity, veterans, disabled) by job level
Employment
 Global Shoreside and Shipboard New Hires by gender and age
 Global Shoreside and Shipboard Voluntary Turnover by gender and age
Learning and Development
 Global Shoreside and Shipboard total training hours
 Global Shoreside and Shipboard average training hours per employee
Health & Safety Number of Voyages with Acute Gastroenteritis (AGE) illness count exceeding 2%
 Number of failed United States Public Health (USPH) inspections
 Average Vessel Sanitation Program (VSP) inspection score,
Royal Caribbean International and Celebrity
In addition, DNV has conducted verification on the following 2023 GHG emissions
and carbon intensity related indicators in accordance with ISO 14064-3:2019:
 Scope 1 (metric tons)
 Scope 2 (Location-based, metric tons)
 Scope 2 (Market-based, metric tons)
 Emissions intensity in kilograms of CO2e per APCD
 Emissions intensity in kilograms of CO2e per ALB-km
 Emissions intensity in grams of CO2e /(Gross Ton x Nautical Miles)
 Available lower berth kilometers (ALB-km)
 Distance travelled in kilometers
 Distance travelled in nautical miles
Our opinion for the GHG emissions related data is provided in a separate
statement dated 5 April 2024 for publication with the 2023 Report and reporting
to sustainability disclosures such as The CDP. We do not express any conclusions
on any other information that may be published on RCCL’s website or the Reportfor the current reporting period.

Page 2

DNV-2024-ASR-685505

Responsibilities of RCCL and DNVRCCL has sole responsibility for:• Preparing and presenting the
Selected information in accordancewith the Criteria;• Designing, implementing andmaintaining effective internal
controls over the information anddata, resulting in the preparation of
the Selected Information that is freefrom material misstatements;• Measuring and reporting the
Selected Information based on theirestablished Criteria; and• Contents and statements contained
within the Reports and the Criteria.
Our responsibility is to plan andperform our work to obtain limited
assurance about whether the Selected
Information has been prepared inaccordance with the Criteria and toreport to RCCL in the form of an
independent limited assurance
conclusion, based on the work
performed and the evidence obtained.
We have not been responsible for the
preparation of any statements or data
included in the Report.

Level of Assurance
We are providing a ‘limited level’ of
assurance, and we planned andperformed our work to obtain theevidence we considered necessary toprovide a basis for our assurance
opinion, so that the risk of thisconclusion being in error is reduced,
but not reduced completely. The
procedures performed in a limited
assurance engagement vary in natureand timing from, and are less in extent
than for, a reasonable assurance
engagement; and the level of assurance
obtained is substantially lower than theassurance that would have beenobtained had a reasonable assurance
engagement been performed. We
planned and performed our work to
obtain the evidence we consideredsufficient to provide a basis for our
opinion, so that the risk of thisconclusion being in error is reduced but
not reduced to very low. A ‘reasonablelevel’ of assurance would have required
additional work at headquarters andsite levels to gain further evidence tosupport the basis of our assurance
opinion.

SEASTAINABILITY / APPENDIX

Scope and approach
We performed a limited level assurance engagement in accordance with theInternational Standard on Assurance Engagements (ISAE) 3000 revised –‘Assurance Engagements other than Audits and Reviews of Historical Financial
Information’ (revised), issued by the International Auditing and AssuranceStandards Board. This standard requires that we comply with ethicalrequirements and plan and perform the assurance engagement to obtain limited
assurance.
DNV applies its own management standards and compliance policies for quality
control, in accordance with ISO/IEC 17029:2019 - Conformity Assessment
General principles and requirements for validation and verification bodies, andaccordingly maintains a comprehensive system of quality control including
documented policies and procedures regarding compliance with ethicalrequirements, professional standards and applicable legal and regulatory
requirements.
The criteria for the work performed by DNV is WRI/WBCSD The Greenhouse Gas
Protocol – A Corporate Accounting and Reporting Standard, and Sustainability
Accounting Standards Board (SASB) reporting requirements.
The boundary of our work includes global operations for all Selected Informationin scope except for U.S. shoreside gender diversity for all team members, U.S.
ethnic/racial diversity, and U.S. overall diversity index.

Selected Information
Environmental

 Total energy consumed (MWh) Percent of energy consumed of non-renewable fuels
 Total energy consumed from onshore power supply (MWh) Percent of energy consumed from onshore power supply
 Total energy from renewable (MWh) Percent of energy from renewable Energy intensity per available passenger cruise days (APCD) Total SOx (metric tonnes)
 Total NOx (metric tonnes)
 Total particulate matter (metric tonnes)
 Number of ships with Advanced Wastewater Purification system
 Percent of fleet with Advanced Wastewater Purification system
 Total amount discharged
 Total amount treated discharge Percent of wastewater treated prior to discharge
 Total amount untreated discharge Percent of wastewater untreated prior to discharge Percent of fleet with Ballast Water Management System (BWMS) installed Number of Notices of Violation (NOV) received for dumping Water withdrawal by source – produced water Water withdrawal by source – bunkered water Produced water (cubic meters) Bunkered water (cubic meters) Water consumption aboard ship (cubic meters) Water consumption rate
 Available passenger cruise days
Page 3Inherent Limitations
All assurance engagements
are subject to inherent
limitations as selective
testing (sampling) may notdetect errors, fraud or otherirregularities. Non-financial
data may be subject togreater inherent uncertainty
than financial data, given thenature and methods used for
calculating, estimating anddetermining such data. The
selection of different, but
acceptable, measurement
techniques may result indifferent quantifications
between different entities.
Our assurance relies on thepremise that the data andinformation provided to us by
RCCL have been provided ingood faith. DNV expressly
disclaims any liability or coresponsibility for any decisiona person or an entity may
make based on thisIndependent Limited
Assurance Statement.

8,848,989
100%
31,041
0.4%
Independence
00%0.189 MWh/APCD
275,71773,271
8,014
52
98.1%
13,329,976 m3
10,469,447 m3
79%
2,860,530 m3
21%
100%
0
93%
7%
11,511,701 m3
800,552 m3
10,669,722
56.89 gallons/person/day
46,916,259

DNV-2024-ASR-685505

2023 Seastainability | Environmental, Social and Governance Report

<

129

>

Employees
 Number of Male Employees
 Number of Female Employees
Diversity, Equity & Inclusion
 Gender diversity by job level• Global Shoreside, All team members• Global Shoreside, Leads and above• Global Shoreside, Senior Analysts and below• Global Shipboard, All team members• Global Shipboard, 3 Stripes and above• Global Shipboard, 2.5 Stripes and below• U.S. Shoreside, All team members• Executive Leadership Team (reporting to CEO)

Male
45%
55%
39%
78%
82%
78%
46%
67%

Female
55%
45%
61%
22%
18%
22%
54%
33%

 Gender diversity by tenure• North America, Central America and Caribbeano Less than 1 yearo 1-5 years
o 6-10 years
o 11-15 years
o 16-20 years
o Greater than 20 years

Male
7,694
1,436
2,691
845
876
840
1,006

Female
5,571
1,114
2,415
682
504
437
419

Total
13,265
2,550
5,106
1,527
1,380
1,277
1,425

• South Americao Less than 1 yearo 1-5 years
o 6-10 years
o 11-15 years
o 16-20 years
o Greater than 20 years

2,639
487
1,450
239
287
115
61

1,690
240
1,025
187
178
44
16

4,329
727
2,475
426
465
159
77

• Africa/Europe
o Less than 1 yearo 1-5 years
o 6-10 years
o 11-15 years
o 16-20 years
o Greater than 20 years

11,106
2,438
5,064
1,813
981
464
346

5,281
1,316
2,858
714
231
109
53

16,387
3,754
7,922
2,527
1,212
573
399

• Asia/Australia
o Less than 1 yearo 1-5 years
o 6-10 years
o 11-15 years
o 16-20 years
o Greater than 20 years

48,972
8,656
19,753
10,894
5,450
2,617
1,602

9,927
2,203
4,942
1,819
532
284
147

58,89910,85924,695
12,713
5,982
2,901
1,749

Black orAfricanAmerican
8%
5%
11%
9%

Hispanic or
Latino
43%
38%
48%
18%

 U.S. Ethnic/Racial diversity by job level• All team members• Leads and above• Senior Analysts and below• Executive Leadership Team (reporting to CEO)Page 474,342
23,842

DNV-2024-ASR-685505

White
39%
45%
34%
55%

Asian
6%
8%
4%
9%

Other
4%
5%
4%
9%

SEASTAINABILITY / APPENDIX

 U.S. Overall Diversity Index (gender, ethnicity, veterans, disabled) by job level• All team members• Leads and above• Senior Analysts and below

81%
74%
88%

 Global Shipboard and Shoreside diversity by age• Under 30• 30 to 50• Over 50

Shipboard
25,96157,801
6,499

Shoreside
1,866
4,512
1,561

Percentage
28%
63%
8%

Employment
 New Hires by Gender• Global Shoreside, Leads and above• Global Shoreside, Senior Analysts and below• Global Shipboard, 3 Stripes and above• Global Shipboard, 2.5 Stripes and below

Male
195
1,002
100
12,897

Female
133
1,098
37
5,089

Total
328
2,100
137
17,986

 New Hires by Age• Global Shoreside, Leads and above• Global Shoreside, Senior Analysts and below• Global Shipboard, 3 Stripes and above• Global Shipboard, 2.5 Stripes and below

Under 30
27
1,035
16
7,201

30-50
245
970
98
10,246

Above 50
56
95
23
539

 Voluntary Turnover by Gender• Global Shoreside, Leads and above• Global Shoreside, Senior Analysts and below• Global Shipboard, 3 Stripes and above• Global Shipboard, 2.5 Stripes and below

Male
6.5%
14.3%
5.3%
5.4%

Female
6.3%
13.1%
6.0%
5.7%

Total
6.4%
13.5%
5.4%
5.5%

 Voluntary Turnover by Age• Global Shoreside, Leads and above• Global Shoreside, Senior Analysts and below• Global Shipboard, 3 Stripes and above• Global Shipboard, 2.5 Stripes and below

Under 30
10.3%
15.9%
3.3%
4.3%

30-50
6.9%
14.0%
4.6%
5.6%

Above 50
4.8%
6.7%
7.5%
10.3%

Learning and Development
 Total Global Shoreside training hours
 Total Global Shipboard training hours
 Average training hours per Global Shoreside employee Average training hours per Global Shipboard employee
Health & Safety Number of Voyages with Acute Gastroenteritis (AGE) illness count exceeding 2%
 Number of failed United States Public Health (USPH) inspections
 Average Vessel Sanitation Program (VSP) inspection score, Royal Caribbean International and Celebrity

Page 529,6082,322,362
3.12
26.18
16
0
97.3

DNV-2024-ASR-685505

2023 Seastainability | Environmental, Social and Governance Report

<

131

>

Basis of our conclusion
We are required to plan and perform our work in order to consider the risk ofmaterial misstatement of the Selected Information; our work included, but was not
restricted to:








Conducting interviews with RCCL’s management and data owners, toobtain an understanding of the key processes, systems and controls inplace to generate,
aggregate and report the Selected Information;
Performing limited substantive testing on the most significant contributors tocheck that their data had been appropriately measured, recorded, collated
and reported;
Reviewing that the evidence, measurements and the context provided to us by
RCCL for the Selected Information is prepared in line with the Criteria;
Assessing the appropriateness of the Criteria for the Selected Information;
Reviewing the Report and accompanying narrative to the Selected
Information in regard to the Criteria;
Reviewing HR Database to determine diversity and inclusion values.

DNV Business Assurance
DNV Business Assurance USA, Inc. ispart of DNV – Business Assurance, a
global provider of certification,verification, assessment and training
services, helping customers to build
sustainable business performance.
www.dnv.com

Assurance TeamFor and on behalf of DNV Business Assurance USA, Inc.
Katy, TX
12 April 2024

Kyle Silon
Lead Verifier

Nina Diaz
Verifier

Ke Karl SongTechnical Reviewer

This Statement is for the sole use and benefit of the party contracting with DNV Business Assurance USA, Inc. to produce this Statement (the“Client”). Any use of or reliance on this document by any party other than the Client shall be at the sole risk of such party. In no event will DNV or
any of its parent or affiliate companies, or their respective directors, officers, shareholders, employees or subcontractors, be liable to any otherparty regarding any statements, findings, conclusions or other content in this Statement, or for any use of, reliance on, accuracy, or adequacy ofthis Statement.

Page 6

DNV-2024-ASR-685505

SEASTAINABILITY / APPENDIX

Appendix A. RCCL’s “Criteria”
The table below has been prepared by RCCL. It is intended to provide readers with a summary of the methodologies used by
RCCL to prepare the Selected Information:

Specified Information

2023 Percent of fleet with
Ballast Water Management
System (BWMS) installed

2023 Percent of fleet equippedwith Advanced Wastewater
Purification System (AWPS)

Definition

Percent of ships with approved BWMS installed as per theInternational Ballast Water Management certificate (thirdparty certified by DNV) as compared to total fleet within
wholly owned and operated brands within the reporting
boundary.

Methodology

2023 number of ships with Ballast
Water Treatment Systems on theirInternational Ballast Water
Management Certificate / 2023
Total count of fleet X 100

The International Ballast Water Management certificate fulfils
the requirements for the International Convention for theControl and Management of Ships‘ Ballast Water and Sediments
for ships of 400 gross tonnage and above.
Percent of ships with International Sewage Pollution
2023 number of ships with AWP
Prevention (ISPP) certificate (third- party certified) which are
Systems on their ISPP certificate /equipped with approved Advanced Wastewater Purification
2023 Total count of fleet x 100
Systems as compared to total fleet within wholly owned andoperated brands within the reporting boundary.

2023 Percent of Wastewater
treated prior to discharge

An ISPP certificate is issued in conformity with Annex IV to
MARPOLThe percentage of ship wastewater discharged to theenvironment that was treated prior to Discharge.

2023 Number of Notices for
Violation of Dumping (intowater)

Scope of disclosure is as per Scope of disclosure is as per
Sustainability Accounting Standard Board (SASB), Cruise Line
Standard, 2018 TR-CL-160a.1 Part 2
Notices of violations include those issued by the entity’s flagstate and by any government enforcement agency at ports
where the entity’s vessels visit.

2023 weight of wastewater treatedprior to discharge / 2023 total
weight of waste material x 100

Total number of notices of violations
received for dumping in 2023.

Scope of disclosure is as per Sustainability Accounting Standard
Board (SASB), Cruise Line Standard, 2018 TR-CL-160a.4
2023 Water withdrawal bysource, percent of produced
water

Percentage of produced water for 2023 voyages as compared
to total water withdrawn (water produced and bunkered) for
2023 voyages.

2023 total produced water withdrawn/ (total produced water + total
bunkered water withdrawn) x 100

Gender diversity by job level:•Global Shoreside, All teammembers

Note: Only for Royal Caribbean International and Celebrity.
Percentage of global shoreside employees self-identifying as
either male or female at birth, as compared to total global
shoreside employees.

(Global shoreside male workforce
count / Global shoreside workforce
count) x 100

Job level, All team members:•Leads and above•Senior Analysts and below
Percentage of global shoreside employees at the Lead andabove job level self-identifying as either male or female atbirth, as compared to total global shoreside employees at the L
and above job level.

(Global shoreside female workforce
count / Global shoreside workforce
count) x 100(Global shoreside male Leads andabove workforce count / Global
shoreside Leads and above workforce
count) x 100

Job level, Leads and above:•Lead•Lead – IC
•Manager•Manager – IC

(Global shoreside female Leads andabove workforce count / Global
shoreside Leads and above workforce
count) x 100

Gender diversity by job level:•Global Shoreside, Leads andabove

Page 72023 Seastainability | Environmental, Social and Governance Report

<

133

>

Specified Information

Gender diversity by job level:•Global Shoreside, Senior
Analysts and below

Gender diversity by job level:•Global Shipboard, All teammembers

Gender diversity by job level:•Global Shipboard, 3 Stripes
and above

Gender diversity by job level:•Global Shipboard, 2.5 Stripes
and below

Gender diversity by job level:•U.S. Shoreside, All teammembers

Page 8

Definition•Supervisor•Sr. Manager•Associate Vice President•Chief Executive Officer•Director•Executive Vice President•President•Senior Director•Senior Vice President•Vice President
Percentage of global shoreside employees at the Senior Analyst
and below job level self-identifying as either male or female atbirth, as compared to total global shoreside employees at the
Senior Analyst and below job level.

Methodology(Global shoreside male Senior Analysts
and below workforce count / Global
shoreside Senior Analyst and below
workforce count) x 100

Job level, Senior Analysts and below:•Sr. Analyst – IC
•Sr. Analyst•Specialist•Professional•Non-Level•Coordinator / Admin (INTL)•Coordinator / Admin (U.S.)•Clerical
Percentage of global shipboard employees self-identifying as
either male or female at birth, as compared to total global
shipboard employees.

(Global shoreside female Senior
Analysts and below workforce count /Global shoreside Senior Analyst andbelow workforce count) x 100

Job level, All team members:•Leads and above•Senior Analysts and below
Percentage of global shipboard employees at the 3 Stripes andabove job level self-identifying as either male or female atbirth, as compared to total global shipboard employees at the 3
Stripes and above job level.

(Global shipboard female workforce
count / Global shipboard workforce
count) x 100(Global shipboard male 3 Stripes andabove workforce count / Global
shoreside 3 Stripes and above
workforce count) x 100

Job level, 3 Stripes and above:•3 Stripes•3.5 Stripes•4 Stripes•4.5 Stripes
Percentage of global shipboard employees at the 2.5 Stripes
and below job level self-identifying as either male or female atbirth, as compared to total global shipboard employees at the
2.5 Stripes and below job level.

(Global shipboard female 3 Stripes
and above workforce count / Global
shoreside 3 Stripes and above
workforce count) x 100

Job level, 2.5 Stripes and below:•2.5 Stripes•2 Stripes•1.5 Stripes•1 Stripe
Percentage of U.S. shoreside employees self-identifying as
either male or female at birth, as compared to total U.S.
shoreside employees.

(Global shipboard female 2.5 Stripes
and below workforce count / Global
shipboard 2.5 Stripes and below
workforce count) x 100

Job level, All team members:•Leads and above•Senior Analysts and below(U.S. shoreside female workforce
count / U.S. shoreside workforce
count) x 100(Global shipboard male workforce
count / Global shipboard workforce
count) x 100(Global shipboard male 2.5 Stripes andbelow workforce count / Global
shipboard 2.5 Stripes and below
workforce count) x 100(U.S. shoreside male workforce count/ U.S. shoreside workforce count) x
100

SEASTAINABILITY / APPENDIX

Specified Information

Gender diversity by job level:•Executive Leadership Team
(reporting to CEO)

Gender diversity by tenure in
North America, Central
America and Caribbean

Definition

Percentage of global employees at the Executive Leadershipteam (reporting to CEO) job level self-identifying as either maleor female at birth, as compared to total global employees at
the Executive Leadership team (reporting to CEO) job level.
Job level, Executive Leadership Team (reporting to CEO):•EVP, Maritime•President & CEO Royal•Chief Growth & Digital Officer•EVP, Head of Marine•SVP, Chief Information Officer•SVP, Public Health&CMO•President & CEO, Silversea•Chief Financial Officer•SVP, Chief Legal Officer & Sec•Celebrity Brand President•SVP, Safety Security & Env•EVP, Chief People & Outreach Officer
Total North America, Central America and Caribbean shoresideand shipboard employees self-identifying as either male orfemale at birth, per tenure.
Tenure:•Less than 1 year
•1-5 years•6-10 years•11-15 years•16-20 years•Greater than 20 years
North America, Central America and Caribbean countries:
Antigua and Barbuda; Bahamas; Barbados; Belize; Canada;
Costa Rica; Cuba; Dominica; Dominican Republic; El Salvador;
Grenada; Guatemala; Haiti; Honduras; Jamaica; Mexico;Montserrat; Nicaragua; Panama; Saint Vincent & the
Grenadines; St. Kitts and Nevis; St. Lucia; Trinidad and Tobago;
United States

Gender diversity by tenure in
South America

Job level:•Shoreside Leads and above•Shoreside Senior Analysts and below•Shipboard 3 Stripes and above•Shipboard 2.5 Stripes and below
Total South America shoreside and shipboard employees selfidentifying as either male or female at birth, per tenure.
Tenure:•Less than 1 year
•1-5 years•6-10 years•11-15 years•16-20 years•Greater than 20 years
South America countries:
Argentina; Bolivia; Brazil; Chile; Colombia; Ecuador; Guyana;
Paraguay; Peru; Uruguay; Venezuela

Methodology[Global male Executive Leadership
Team (reporting to CEO) workforce
count / Global Executive Leadership
Team (reporting to CEO) workforce
count] x 100[Global female Executive Leadership
Team (reporting to CEO) workforce
count / Global Executive Leadership
Team (reporting to CEO) workforce
count] x 100

Total North America, Central America
and Caribbean shoreside andshipboard male workforce count per
tenureTotal North America, Central America
and Caribbean shoreside andshipboard female workforce count per
tenureTotal North America, Central America
and Caribbean shoreside andshipboard male workforce count per
tenure + Total North America, Central
America and Caribbean shoreside andshipboard female workforce count per
tenureTotal South America shoreside andshipboard male workforce count per
tenureTotal South America shoreside andshipboard female workforce count per
tenureTotal South America shoreside andshipboard male workforce count per
tenure + Total South America
shoreside and shipboard female
workforce count per tenure

Job level:•Shoreside Leads and above
Page 92023 Seastainability | Environmental, Social and Governance Report

<

135

>

Specified Information

Gender diversity by tenure in
Africa/Europe

Definition

Methodology

Total Africa/Europe shoreside and shipboard employees selfidentifying as either male or female at birth, per tenure.

Total Africa/Europe shoreside andshipboard male workforce count per
tenure•Shoreside Senior Analysts and below•Shipboard 3 Stripes and above•Shipboard 2.5 Stripes and below

Tenure:•Less than 1 year
•1-5 years•6-10 years•11-15 years•16-20 years•Greater than 20 years
Africa/Europe countries:
Albania; Andorra; Austria; Belarus; Belgium; Bosnia andHerzegovina; Botswana; Bulgaria; Cameroon; Cape Verde;Congo; Croatia; Cyprus; Czech Republic; Democratic Republic ofCongo; Denmark; Egypt; Estonia; Finland; France; Gambia;
Germany; Ghana; Greece; Hungary; Iceland; Ireland; Italy;
Kenya; Latvia; Lithuania; Madagascar; Malawi; Malta;
Mauritius; Republic of Moldova; Monaco; Montenegro;
Morocco; Mozambique; Namibia; Netherlands; Nigeria; North
Macedonia; Norway; Poland; Portugal; Romania; Russia;
Rwanda; Senegal; Serbia; Slovakia; Slovenia; South Africa;
Spain; Sweden; Switzerland; Tanzania; Tunisia; Turkey; Uganda;
Ukraine; United Kingdom; Zambia; Zimbabwe

Gender diversity by tenure in
Asia/Australia

Job level:•Shoreside Leads and above•Shoreside Senior Analysts and below•Shipboard 3 Stripes and above•Shipboard 2.5 Stripes and below
Total Asia/Australia shoreside and shipboard employees selfidentifying as either male or female at birth, per tenure.
Tenure:•Less than 1 year
•1-5 years•6-10 years•11-15 years•16-20 years•Greater than 20 years
Asia/Australia countries:
Australia; Bangladesh; Bhutan; Brunei Darussalam; Cambodia;
China; Fiji Islands; Georgia; Hong Kong; India; Indonesia; Israel;
Japan; Kazakhstan; Republic of Korea; Kyrgyzstan; Lebanon;
Macao; Malaysia; Mongolia; Myanmar; Nepal; New Zealand;
Pakistan; Philippines; Singapore; Sri Lanka; Taiwan, Republic ofChina; Thailand; Uzbekistan
Job level:•Shoreside Leads and above•Shoreside Senior Analysts and below•Shipboard 3 Stripes and above•Shipboard 2.5 Stripes and below

Page 10

Total Africa/Europe shoreside andshipboard female workforce count per
tenureTotal Africa/Europe shoreside andshipboard male workforce count per
tenure + Total Africa/Europe
shoreside and shipboard female
workforce count per tenure

Total Asia/Australia shoreside andshipboard male workforce count per
tenureTotal Asia/Australia shoreside andshipboard female workforce count per
tenureTotal Asia/Australia shoreside andshipboard male workforce count per
tenure + Total Asia/Australia
shoreside and shipboard female
workforce count per tenure

SEASTAINABILITY / APPENDIX

Specified Information

U.S. Ethnic/Racial diversity byjob level:•All team members

Definition

Percentage of U.S. shoreside employees self-identifying as oneof the below ethnicity categories, as compared to total U.S.
shoreside employees.

Methodology(U.S. shoreside workforce count per
ethnicity category / U.S. shoreside
workforce count) x 100

Ethnicity categories:•White•Black or African American•Hispanic or Latino•Asian•Other

U.S. Ethnic/Racial diversity byjob level:•Leads and above

Job level, All team members:•Leads and above•Senior Analysts and below
Percentage of U.S. shoreside employees at the Lead and above
job level self-identifying as one of the below ethnicity
categories, as compared to total U.S. shoreside employees atthe Lead and above job level.

(U.S. shoreside Leads and above
workforce count per ethnicity
category / U.S. shoreside Leads andabove workforce count) x 100

Ethnicity categories:•White•Black or African American•Hispanic or Latino•Asian•Other

U.S. Ethnic/Racial diversity byjob level:•Senior Analysts and below

Job level, Leads and above:•Lead•Lead – IC
•Manager•Manager – IC
•Supervisor•Sr. Manager•Associate Vice President•Chief Executive Officer•Director•Executive Vice President•President•Senior Director•Senior Vice President•Vice President
Percentage of global shoreside employees at the Senior Analyst
and below job level self-identifying as either male or female atbirth, as compared to total U.S. shoreside employees at the
Senior Analyst and below job level.
Ethnicity categories:•White•Black or African American•Hispanic or Latino•Asian•Other

(U.S. shoreside Senior Analysts andbelow workforce count per ethnicity
category / U.S. shoreside Senior
Analysts and below workforce count)x 100

Job level, Senior Analysts and below:•Sr. Analyst – IC
•Sr. Analyst•Specialist•Professional•Non-Level•Coordinator / Admin (INTL)
Page 112023 Seastainability | Environmental, Social and Governance Report

<

137

>

Specified Information

U.S. Ethnic/Racial diversity byjob level:•Executive Leadership Team
(reporting to CEO)Definition

Methodology

Percentage of U.S. employees at the Executive Leadership(reporting to CEO) job level self-identifying as one of the below
ethnicity categories, as compared to total U.S. employees at
the Executive Leadership team (reporting to CEO) job level.

[U.S. shoreside Executive Leadership
Team (reporting to CEO) workforce
count per ethnicity category / U.S.
shoreside Executive Leadership Team
(reporting to CEO) workforce count] x
100•Coordinator / Admin (U.S.)•Clerical

Ethnicity categories:•White•Black or African American•Hispanic or Latino•Asian•Other

U.S. Overall Diversity Index(gender, ethnicity, veterans,
disabled) by job level:•All team members

Job level, Executive Leadership Team (reporting to CEO):•EVP, Maritime•President & CEO Royal•Chief Growth & Digital Officer•EVP, Head of Marine•SVP, Chief Information Officer•SVP, Public Health&CMO•President & CEO, Silversea•Chief Financial Officer•SVP, Chief Legal Officer & Sec•Celebrity Brand President•SVP, Safety Security & Env•EVP, Chief People & Outreach Officer
Percentage of U.S. shoreside employees self-identifying as atleast one of the below gender, ethnicity, veteran status, ordisability status categories, as compared to total U.S. shoreside
employees.
Gender:•FemaleEthnicity•American Indian or Alaska Native•Asian•Black or African American•Hispanic or Latino•Native Hawaiian or Other Pacific Islander•Two or more races
Veteran Status•I am a protected veteran•I am a veteran, but do not classify as protected
Disability Status•Yes

U.S. Overall Diversity Index(gender, ethnicity, veterans,
disabled) by job level:•Leads and above
Page 12

Job level, All team members:•Leads and above•Senior Analysts and below
Percentage of U.S. shoreside employees at the Lead and above
job level self-identifying as at least one of the below gender,
ethnicity, veteran status, or disability status categories, ascompared to total U.S. shoreside employees at the Lead and(U.S. shoreside workforce count selfidentifying as at least one of the
below gender, ethnicity, veteranstatus, or disability status categories /U.S. shoreside workforce count) x 100
Gender:•FemaleEthnicity•American Indian or Alaska Native•Asian•Black or African American•Hispanic or Latino•Native Hawaiian or Other PacificIslander•Two or more races
Veteran Status•I am a protected veteran•I am a veteran, but do not classify asprotected
Disability Status•Yes(U.S. shoreside Leads and above
workforce count self-identifying as atleast one of the below gender,
ethnicity, veteran status, or disability

SEASTAINABILITY / APPENDIX

Specified Information

Definition

above job level.
Gender:•FemaleEthnicity•American Indian or Alaska Native•Asian•Black or African American•Hispanic or Latino•Native Hawaiian or Other Pacific Islander•Two or more races
Veteran Status•I am a protected veteran•I am a veteran, but do not classify as protected
Disability Status•Yes

U.S. Overall Diversity Index(gender, ethnicity, veterans,
disabled) by job level:•Senior Analysts and below

Job level, Leads and above:•Lead•Lead – IC
•Manager•Manager – IC
•Supervisor•Sr. Manager•Associate Vice President•Chief Executive Officer•Director•Executive Vice President•President•Senior Director
Percentage of U.S. shoreside employees at the Senior Analyst
and below job level self-identifying as at least one of the below
gender, ethnicity, veteran status, or disability status categories,
as compared to total U.S. shoreside employees at the Senior
Analyst and below job level.
Gender:•FemaleEthnicity•American Indian or Alaska Native•Asian•Black or African American•Hispanic or Latino•Native Hawaiian or Other Pacific Islander•Two or more races
Veteran Status•I am a protected veteran•I am a veteran, but do not classify as protected
Disability Status•Yes
Job level, Senior Analysts and below•Sr. Analyst – IC
•Sr. Analyst

Methodology

status categories / U.S. shoreside
Leads and above workforce count) x
100
Gender:•FemaleEthnicity•American Indian or Alaska Native•Asian•Black or African American•Hispanic or Latino•Native Hawaiian or Other PacificIslander•Two or more races
Veteran Status•I am a protected veteran•I am a veteran, but do not classify asprotected
Disability Status•Yes(U.S. shoreside Senior Analysts andbelow workforce count self-identifying
as at least one of the below gender,
ethnicity, veteran status, or disability
status categories / U.S. shoreside
Senior Analysts and below workforce
count) x 100
Gender:•FemaleEthnicity•American Indian or Alaska Native•Asian•Black or African American•Hispanic or Latino•Native Hawaiian or Other PacificIslander•Two or more races
Veteran Status•I am a protected veteran•I am a veteran, but do not classify asprotected
Disability Status•Yes

Page 132023 Seastainability | Environmental, Social and Governance Report

<

139

>

Specified Information

Global Shoreside andShipboard diversity by age:
•Under 30•30-50•Over 50

New Hires by Gender and job
level:•Global Shoreside, Leads andabove•Global Shoreside, Senior
Analysts and below•Global Shipboard, 3 Stripes
and above•Global Shipboard, 2.5 Stripes
and below

New Hires by Age group andjob level:•Global Shoreside, Leads andabove•Global Shoreside, Senior
Analysts and below•Global Shipboard, 3 Stripes
and above•Global Shipboard, 2.5 Stripes
and below

Definition•Specialist•Professional•Non-Level•Coordinator / Admin (INTL)•Coordinator / Admin (U.S.)•Clerical
Total and Percentage of global shoreside and shipboard
employees within the Under 30, 30-50, or Over 50 age groups,
as compared to the total (all age groups) global shoreside andshipboard employees.
Age group:•Under 30•30-50•Over 50
Total new hires self-identifying as either male or female atbirth, per each of the below job levels.
Job levels:•Global Shoreside, Leads and above•Global Shoreside, Senior Analysts and below•Global Shipboard, 3 Stripes and above•Global Shipboard, 2.5 Stripes and below

Total new hires within the Under 30, 30-50, or Over 50 age
groups, per each of the below job levels.
Job levels:•Global Shoreside, Leads and above•Global Shoreside, Senior Analysts and below•Global Shipboard, 3 Stripes and above•Global Shipboard, 2.5 Stripes and below

Methodology

Total global shoreside workforce
count per age group
Total global shipboard workforce
count per age group[(Total global shoreside workforce
count per age group + Total U.S.
shipboard workforce count per age
group) / (Total global shoreside andshipboard workforce count)] x 100
Total new hires self-identifying as
male at birth, per each of the below
job levels
Total new hires self-identifying as
female at birth, per each of the below
job levels
Total new hires self-identifying as
male at birth, per each of the below
job levels +Total new hires self-identifying as
female at birth, per each of the below
job levels
Job levels:•Global Shoreside, Leads and above•Global Shoreside, Senior Analysts
and below•Global Shipboard, 3 Stripes andabove•Global Shipboard, 2.5 Stripes andbelow
Total new hires within the Under 30
age group, per each of the below job
levelsTotal new hires within the 30-50 age
group, per each of the below job
levelsTotal new hires within the over 50 age
group, per each of the below job
levelsJob levels:•Global Shoreside, Leads and above•Global Shoreside, Senior Analysts
and below•Global Shipboard, 3 Stripes andabove•Global Shipboard, 2.5 Stripes andbelow

Page 14SEASTAINABILITY / APPENDIX

Specified Information

Voluntary Turnover by Genderand job level:•Global Shoreside, Leads andabove•Global Shoreside, Senior
Analysts and below•Global Shipboard, 3 Stripes
and above•Global Shipboard, 2.5 Stripes
and below

Definition

Percentage of voluntary terminations of employees selfidentifying as either male or female at birth, per each of the
below job levels.
Job levels:•Global Shoreside, Leads and above•Global Shoreside, Senior Analysts and below•Global Shipboard, 3 Stripes and above•Global Shipboard, 2.5 Stripes and below

Methodology(Total voluntary terminations of
employees self-identifying as male atbirth, per each of the below job levels/ Average male employee headcountper each of the below job levels) x 100(Total voluntary terminations of
employees self-identifying as female
at birth, per each of the below job
levels / Average female employee
headcount per each of the below job
levels) x 100[(Total voluntary terminations of
employees self-identifying as male atbirth, per each of the below job levels+ Total voluntary terminations of
employees self-identifying as female
at birth, per each of the below job
levels) / (Average male headcount pereach of the below job levels + Average
female headcount per each of the
below job levels)] x 100

Voluntary Turnover by Agegroup and job level:•Global Shoreside, Leads andabove•Global Shoreside, Senior
Analysts and below•Global Shipboard, 3 Stripes
and above•Global Shipboard, 2.5 Stripes
and below

Percentage of voluntary terminations of employees within the
Under 30, 30-50, or Over 50 age groups, per each of the below
job levels.
Job levels:•Global Shoreside, Leads and above•Global Shoreside, Senior Analysts and below•Global Shipboard, 3 Stripes and above•Global Shipboard, 2.5 Stripes and below

Job levels:•Global Shoreside, Leads and above•Global Shoreside, Senior Analysts
and below•Global Shipboard, 3 Stripes andabove•Global Shipboard, 2.5 Stripes andbelow(Total voluntary terminations within
the Under 30 age group, per each of
the below job levels / Average Under
30 age group employee headcount) x
100(Total voluntary terminations within
the 30-50 age group, per each of the
below job levels / Average 30-50 age
group employee headcount) x 100(Total voluntary terminations within
the Over 50 age group, per each of the
below job levels / Average Over 50
age group employee headcount) x 100
Job levels:•Global Shoreside, Leads and above•Global Shoreside, Senior Analysts
and below•Global Shipboard, 3 Stripes andabove•Global Shipboard, 2.5 Stripes andbelow

Page 152023 Seastainability | Environmental, Social and Governance Report

<

141

>

Specified Information
Average training hours per
employee•Global Shoreside•Global Shipboard

Page 16

Definition

Average training hours per global shoreside employee andglobal shipboard employee.

Methodology(Total global shoreside training hours /Total global shoreside employees) x
100(Total global shipboard training hours/ Total global shipboard employees) x
100

SEASTAINABILITY / APPENDIXSTATEMENT
Introduction

DNV Business Assurance USA, Inc. (DNV) has been commissioned by the management of Royal
Caribbean Cruises Ltd. (RCCL) to carry out an independent verification of its Greenhouse Gas(GHG) emissions (Scope 1 and 2). These assertions are relevant to the 2023 calendar year.
Verification Objective

The objective of this verification is to verify conformance with applicable verification criteria,
including the principles and requirements of relevant standards or GHG programmes, within
the scope of the verification; the organization's inventory of GHG emissions; any significant
changes in the organization's GHG emission inventory since the last reporting period; and theorganization's GHG-related controls.
Verification Scope

2023 GHG emissions inventory Scope 1 and 2 (Location-based and Market-based)
Emissions intensity in kilograms of CO2e per APCD
Emissions intensity in kilograms of CO2e per ALB-km
Emissions intensity in grams of CO2e /(Gross Ton x Nautical Miles)
Available lower berth kilometers (ALB-km)
Distance travelled in kilometers for 2023
Distance travelled in nautical miles for 2023
Verification Level of Assurance

The verification was conducted by DNV to a limited level of assurance with the qualification
reported in the below Verification Conclusions.
Materiality Level

Errors / omissions which represent, single or aggregated, the 5% of total emissions are
considered material.
Verification Criteria / Reporting Criteria•

World Resources Institute (WRI)/World Business Council for Sustainable Development(WBCSD) Greenhouse Gas Protocol, Corporate Accounting and Reporting Standard (Scope 1& 2)
Verification Protocols•

ISO 14064-3: 2019: Greenhouse gases -- Part 3: Specification with guidance for thevalidation and verification of greenhouse gas assertions

DNV Business Assurance USA, Inc., 1400 Ravello Drive, Katy, TX 77449

VERIFICATION STATEMENT DNV-2024-ASR-677237

2023 Seastainability | Environmental, Social and Governance Report

Page 1 of 2

<

143

>

Operational Boundary•••

Operational control
Global sites/Vessels
Reporting Period: 1 January 2023 to 31 Dec 2023
Data Verified

Scope 1 GHG Emissions
Scope 2 GHG Emissions (Location based)
Scope 2 GHG Emissions (Market based)
Emissions intensity in kilograms of CO2e per APCD
Emissions intensity in kilograms of CO2e per ALB-km
Emissions intensity in grams of CO2e /(Gross Ton x Nautical Miles)
Available lower berth kilometers (ALB-km)
Distance travelled in kilometers for 2023
Distance travelled in nautical miles for 2023

5,375,318 (MtCO2e)
10,166 (MtCO2e)10,219 (MtCO2e)114.79 kg CO2e/APCD
0.227 kg CO2e/ALB-km
11.08 g CO2e/(GT*NM)
23,692,943,040 ALB-km
8,297,743 km
4,480,423 Nautical miles

Assurance Opinion

Based on the verification process conducted by DNV, we provide a Limited Assurance of the
GHG Emissions Inventory for RCCL. DNV found no evidence that the assertion:• is not materially correct;• is not a fair representation of the GHG emissions information; and• is not prepared in accordance with the Reporting Criteria.
Independence

DNV was not involved in the preparation of any part of RCCL’s data or report. We adopt abalanced approach towards all stakeholders when performing our evaluation.
DNV Business Assurance USA, Inc.
12 April 2024

Lead Verifier
Kyle Silon

Technical Reviewer
Ke Karl SongApproverShruthi Bachamanda

This Statement is for the sole use and benefit of the party contracting with DNV Business Assurance USA, Inc. to produce this Statement (the“Client”). Any use of or reliance on this document by any party other than the Client shall be at the sole risk of such party. In no event will DNV
or any of its parent or affiliate companies, or their respective directors, officers, shareholders, employees or subcontractors, be liable to any
other party regarding any statements, findings, conclusions or other content in this Statement, or for any use of, reliance on, accuracy, or
adequacy of this Statement.

DNV Business Assurance USA, Inc., 1400 Ravello Drive, Katy, TX 77449

VERIFICATION STATEMENT DNV-2024-ASR-677237

Page 2 of 2

2023 Seastainability | Environmental, Social and Governance Report<145>