Seastainability®

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTTable of Contents

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Table of Contents
Executive Letters

3

Environment

18

Social38

Appendix

67

Message From Our CEO

3

Advancing Net Zero Innovation21

Our Guests

40

Fact Sheets

68

Our Journey to Destination Net ZeroSM

23

Our People

43

Key Performance Tables

69

Energy Use and Air Emissions

24

Human Rights

53

Water and Wastewater Management

30

Our Communities

55

United Nations Sustainable
Development Goals Approach

74

Waste Management

31

SASB Table

75

Governance60

GRI Index

78

Supply Chain

32

Board of Directors

62

Assurance Statements

83

Message From the Chairman of our
Board Committee on Safety,
Environment, Sustainability and Health42022 ESG Highlights

5

About This Report

6

Our Business7

Supplier Guiding Principles

35

ESG Governance

63

About Royal Caribbean Group8

Sustainable Sourcing

36

Ethics and Compliance

64

Deliver the Best Vacation
Experiences Responsibly

9

Risk Management

65

Stakeholder Engagement

10

Our Material Issues

14

Our Strategic ESG Framework

15

Our ESG Goals

16

2

Executive Letters

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTA Message From Our President and CEO
This past year marked 30 years of our first formal environmental Save the Waves®. As we reflect on our
progress in 2022, I cannot help but think of the years of work, collaboration and innovation that brought
us here and laid the foundation that will help carry forward our vision to decarbonize our operations andreach Destination Net ZeroSM.
This past year was one of deep collaborationon our journey to Destination Net Zero. We
marked key moments including the additionof a short-term, 2025 target to reduce ourcarbon intensity by double digits compared
to 2019 levels, our first comprehensive
Scope 3 analysis, and our first Task Force on
Climate-Related Financial Disclosures (TCFD)
report, which was published in tandem withthis report.

Through our Blue
Green Promise, weare committed toprotecting, inspiringand empowering
ocean communities.

JASON LIBERTY
President and CEO
Royal Caribbean GroupWe recognize the world needs to takecollective action to stop the advancesof climate change — a task no business,or industry, can or should do alone.
Throughout this report, you will have an
opportunity to delve into the groundwork
and partnerships we’ve developed to guideand accelerate our journey and bolster thedevelopment of zero-carbon technologies
and solutions for the maritime industry,including our partnerships with leadingorganizations like the Mærsk Mc-Kinney
Møller Center for Zero Carbon Shipping andour ongoing work with World Wildlife Fund.
Much like Save the Waves laid thefoundation of our environmental
stewardship journey 30 years ago, we areat a pivotal moment that will reinforce thatfoundation for years to come. Our newest
ships, Silver Nova, Celebrity Ascent, andIcon of the Seas, set to deliver in 2023 and2024, are not only the most state-of-the-art
and environmentally friendly ships we have,but their designs have been future-proofed

to allow for fuel flexibility. Our thoughtful
designs also allow us to pilot technologies,
like fuel cells and converting onboard waste
to energy, that may play a significant role infuture ships and our net zero ambitions.
From Sea to Shore
As a cruise company, we know we’re only
as vibrant as both the destinations wevisit and the oceans we sail, that’s why
our strategies extend from our ships toour shoreside operations as well. From
the tour operators we drive to pursue
sustainability certifications to how we areintentionally diversifying our supplier base,with more local sourcing, we are focusedon innovating across all aspects of ourcompany, especially in our work to advancesustainability in the communities we visit.
In the fall we introduced our fourth LEED,and first Gold-certified facility in Galveston,
Texas, which is also the world’s first zeroenergy cruise terminal. The terminal’s
modern design and development featuresalign with our environmental goals toadvance the development of sustainableinfrastructure. We continue to collaborate
with the Port of Galveston and others aroundthe world to also advance the availability ofshore power connection where our ships
can connect to the clean local electrical grid.

vacation experiences, responsibly. Every day
they live our values to put people first, leadwith integrity, grow with purpose, achieve
excellence, and be a force for good.
These values are not just at the root of our
success, they are engrained practices inevery aspect of Royal Caribbean Group’sbusiness and culture and led to being
recognized for the eighth year in a row by
the Ethisphere Institute as one of the World’s
Most Ethical Companies.
SM
Through our Blue Green Promise , weare committed to protecting, inspiringand empowering ocean communities.
From launching entrepreneur trainings
and inspiring students and teachers, ourdedication to the ports we visit and the small
businesses that help our operations succeed
remain an integral part of our extended
cruise family and our people-first approach.

The passion and ingenuity across the halls,
and decks, of Royal Caribbean Group is
inspiring, and I’m proud to be a part ofit. I encourage you to explore our 2022
Seastainability Report, which reflects ourprogress to advance our environmental,social and governance efforts and deliver
the best vacation experiences, responsibly.

Propelled by People SM
Making all this happen is a group of people
living our purpose to deliver the best3

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Executive Letters

Message From the Chairman of Our
Board Committee on Safety, Environment,
Sustainability and HealthRoyal Caribbean Group’s prevailing mantra has always been continuous
improvement. 2022 was no different, there was a heightened sense of hope,as the company safely returned all ships to service, a feat that took focus,
ingenuity and determination.
That drive and foresight is also evident in the company’s,
and the world’s, most ambitious task, decarbonizing.
Building on a track record of sustained environmental
progress, the team at Royal Caribbean Group is diligently
laying the groundwork for where the company will be 30
years from now, including delivering its first net zero cruise
ship by 2035, starting with double digit reduction in carbon
intensity by 2025.
To do so, they are seeking counsel from premier experts
like the Mærsk Mc-Kinney Møller Center for Zero Carbon
Shipping, Wartsila and World Wildlife Fund to steadily chipaway at problems like safe, scalable, and renewable fuelsof the future. They continue to find and test solutions suchas renewable diesel, and the introduction of fuel cells – astill novel idea that requires thoughtful testing and piloting
before it can be scaled.

While fuel, or energy sources, is undoubtedly the mostpressing issue the company faces on the road to Destination
Net Zero, sustainability impacts the whole organization andI’m pleased at the work being done.
30 years ago, when we introduced Save the Waves, wewere just focused on recycling. Now I’m proud to see theteams at Royal Caribbean Group have embed sustainability
in every aspect of the business, from how the ships arebuilt to the food items we source and how they build
sustainable and environmentally friendly infrastructure in
the destinations we visit.
Having the proper infrastructure in key cruise communities
is vital to the sustainable growth and future of cruising,from port agreements to bring shore power todesigning new terminals that drive growth in sustainable
development, and designing land experiences that
promote responsible tourism.

I have the utmost confidence in this team’s ability and its
drive to achieve the targets it set out. As with all successfulprogress, the best way to drive improvement is to measure
yourself and that’s one of the key tasks of this report. It
makes us all accountable. It allows the teams to reflect andinspires them to continue to push for excellence. I lookforward to seeing the progress over the years to come andseeing where the passion and creativity of the team at Royal
Caribbean Group lead us.

MICHAEL O. LEAVITT
Chairman, Safety, Environment,
Sustainability and Health Committee

4Executive Summary

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

2022 ESG Highlights
Set a short-term target for
Destination Net Zero to
reduce carbon intensity by
double digits by 2025

Opened the world’s first
net-zero cruise terminal
in Galveston, Texas

Signed a partnershipagreement with theMærsk Mc-Kinney
Møller Center for Zero
Carbon Shipping

AWARDS AND
RECOGNITION

Completed U.S.’s firstrenewable diesel pilot
on Royal Caribbean
International’s
Navigator of the Seas

Announced our Blue
Green Promise SM, ourcommitment to support
ocean communities
around the world

Renewed our partnershipwith World Wildlife Fund(WWF) and committed an
additional $5 million topreserve ocean healthSM

Developed
Propelled byPeople initiative

Finalized our supply
chain infrastructure
for our first threeliquefied natural
gas-powered ships

Named one of the World’s
Most Ethical Companies
in 2023 for the eighth year
in a row by Ethisphere
Institute

Launched phase
three of our initia-­
tive to eliminate
single-use plastics
on our ships

Recognized on the 2022
Best Places to Work for
Disability Inclusion list
by Disability:In® and theAmerican Association of
People with Disabilities

Created the Royal Caribbean
Kickstarter Program to help
tourism-related entrepreneursin The Bahamas

20

Ships equippedwith shore power(including ships fromour joint ventures)

Ranked #11 in Healthiest
100 Workplaces in
America by Healthiest
Employers

Launched a
new Executive
Diversity Council

Initiated a pilot tocreate more rigorous
safety standards forships at sea, which
aren’t subject to OSHA
regulations

Awarded one of the 2022
Best Places to Work by
Glassdoor

5

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

About this Report

About This Report
Our annual Seastainability® report communicates our environmental, social andgovernance (ESG) strategy and performance on issues where our business is in a uniqueposition to influence impacts on people, the environment or the economy. The report also
documents our progress in meeting key targets and commitments and how we create
value for our stakeholders.
The content of the report was shaped by our 2021 materiality assessment and strategic ESG
framework, which gives stakeholders a clear understanding of our approach to topics such as
climate change, waste management, ocean conservation, governance and social impact. See
page 14 for more on our reporting methodology.
The information in this report describes our policies, programs and goals and includes
performance data through the end of the 2022 calendar year unless stated otherwise. It covers
the ESG activities of our three wholly owned brands — Royal Caribbean International, Celebrity
Cruises and Silversea Cruises — unless otherwise noted. The information in this report isaccurate as of the date of its initial publication. Supplemental fact sheets are also available withdetail on ongoing programs, initiatives and policies. You can find a complete list of fact sheets in
the Appendix or links to individual sheets throughout this report.
Our report references the Global Reporting Initiative’s (GRI) Universal Standards 2021 andintegrates recommendations of the Task Force on Climate-Related Financial Disclosures (TCFD).
We have also prepared a Sustainability Accounting Standards (SASB) reference table for thereport and obtained external validation of certain environmental and social indicators. Many of
our targets and objectives are aligned with high-priority Sustainable Development Goals (SDGs)
established by the United Nations. See page 74 to learn more on our approach to SDGs.
We will continue to evolve our reporting to reflect these and other assessments and frameworks,
and to seek feedback from investors, employees, community leaders and other stakeholders.
We invite you to visit royalcaribbeangroup.com for updates throughout the year.

This report contains forward-looking statements regarding future performance and results. Actual performance and/or results could differ materially from those expressed in or implied by those forward-looking statements. Past results
and performance do not guarantee future results and performance. 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 inclusion of
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® and SAVE THE WAVES® are trademarks of Royal Caribbean Group.
DESTINATION NET ZERO SM and Blue Green Promise SM are service marks of Royal Caribbean Group.

6

Our Business

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOurBusiness
Founded in 1968, Royal Caribbean Group is
one of the world’s leading cruise companies.

8

About Royal Caribbean Group

9Deliver the Best Vacation Experiences Responsibly

10

Stakeholder Engagement

14

Our Material Issues

15

Our Strategic ESG Framework

16

Our ESG Goals
7

Our Business

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

About Royal Caribbean GroupRoyal Caribbean Group (NYSE: RCL) is the operating business name for Royal Caribbean Cruises Ltd.
We own and operate three global cruise vacation brands: Royal Caribbean International, Celebrity
Cruises and Silversea Cruises. We are also 50% owner of a joint venture that operates TUI Cruises
and Hapag-Lloyd Cruises. In addition to our headquarters in Miami, Florida, we have offices and a
network of international representatives around the world.

1,000+ DESTINATIONSON ALL 7 CONTINENTS

64 SHIPS1 WITH 10
SHIPS ON ORDER AS OF
DECEMBER 2022
~102,500 EMPLOYEES FROM
130-PLUS COUNTRIES

1

Includes ships owned by our joint ventures. Our wholly owned brands operate a total of 52 ships.

8

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur Business

Delivering the Best Vacation
Experiences Responsibly
Our mission is to deliver the best vacation experiences toour guests, responsibly. Every one of our values and actions
flows from this promise. To operate the safest ships on
the seas. To protect the oceans we sail. To put people andcommunities first in everything we do.
But in our drive to be a global leader in
responsible tourism, we’ve had to confront asobering reality. Climate change and related
crises demand faster, more ambitious action,
yet current technologies will not get us where
we need to go. To change our trajectory,
we must push ourselves, our industry andour partners to the limits of innovation andcreativity, while acknowledging that the mostefficient path forward may not exist — yet.
In our 2022 Seastainability ESG report, we
communicate our vision, strategies andprogress in advancing innovation across
our organization and building toward amore sustainable, low-carbon future. The
report describes our short-term targets andstrategies to reduce emissions, promote
the safety and wellbeing of our guests andemployees, and fulfill our Blue Green Promise
to support ocean communities around theworld. And it explains how we’re setting thewheels in motion to produce long-lastingchange in the decades to come as we strive
for net-zero emissions by 2050.

Today, environmental and social
responsibility are factored into every
investment and decision we make. Our
actions have led to significant progress inareas like health and safety, energy andfuel efficiency, diversity and inclusion,
supplier responsibility, and community
empowerment. And while we don’t have
all the answers, we believe our culture ofinnovation and continuous improvement
positions us to meet each challenge head on.
Above all, we seek to deliver outstanding
vacation experiences to our guests in a worldthat gets better every day — and to empowerothers to do the same.

92022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur Business

Stakeholder Engagement
We engage a diverse group of stakeholders to shape our
ESG strategies and reporting.
Throughout the year, we interact with
policymakers, non-governmentalorganizations, destination communities
and many others to learn about issues ofcritical importance to our industry, share
our progress, and build collaborative
partnerships to increase our effectiveness.
Stakeholders also provide valuable expertisethat informs our ESG focus areas, strategies
and reporting.

In alignment with best practices in ESG
reporting, we identify stakeholders to engage
based on the impact they have on ourbusiness and how our business affects them.
We engage with communities where our
employees live and work and destinations
that our guests visit.
We rely on several mechanisms to solicit
stakeholder feedback and respond to key
topics and concerns.

1010Our Business

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Methods of Engagement
STAKEHOLDER

GUESTSEMPLOYEESMATERIALITY ASSESSMENT
Research✔

––

Surveys✔

✔

Social Listening✔

––

ONGOING CHANNELSInterviews✔

• Electronic and onboard surveys• Brand websites, social media and customer hotlines• Onboard cause marketing partnerships• Guest loyalty programs✔

• Internal events, communication channels and daily interaction• Town hall meetings• Hotlines• Employee engagement surveys• Performance and career development reviews• One-on-one meetings and virtual roadshows• Earnings and results presentations• SEC disclosures and corporate governance website• GRI and SASB reporting and CDP climate change information• RCL investor relations portal (www.rclinvestor.com)

SHAREHOLDERS

✔

✔

––

––

COMMUNITIES

✔

––

✔

✔

DESTINATIONS

✔

✔

✔

✔

• One-on-one meetings in support of Global Sustainable Tourism Certification program• Destination stewardship management plans

SUPPLIERS

✔

✔

––

✔

• Enhanced supplier relationship management system• Ongoing dialogue with buyers and commodity managers• Supplier conferences• One-on-one meetings with community and government leaders• Destination listening tours• Stakeholder research and consultation

NON-GOVERNMENTAL
ORGANIZATIONS

✔

✔

✔

✔

• Project-based partnerships• Employee volunteering– Board participation in local nonprofits– G.I.V.E. Program Community activations

POLICYMAKERS

✔

✔

✔

––

• Technical recommendations and onsite tours of our ships• Industry associations

INDUSTRYASSOCIATIONS

✔

✔

✔

✔

• Working group and committee participation• Development of industry standards

TRAVEL AGENTS

✔

✔

––

––

• Independent international representatives• Brand websites and travel agent portal• Regional events

RESEARCH
INSTITUTIONS

✔

✔

––

✔

• Journal publications• Ocean and climate change research projects
112022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTTransforming Our
Engagement Process
Stakeholder engagement continues to be a top priority at
Royal Caribbean Group. We’re currently reviewing our overall
engagement process in the interests of establishing a more
holistic approach. In 2022, in collaboration with internal andexternal stakeholders, we launched an initiative to create a more
uniform, cross-functional stakeholder engagement process forour teams to follow. We plan to continue the development of themethodology and related tracking systems.

Key Stakeholder Groups
Partners
We have a track record of successful collaboration with
non-governmental organizations, industry associations,
shipyards, equipment manufacturers, policymakers, academia,
international consortiums and others to drive positive change.
We believe that by working together to share ideas, bestpractices and innovations, we can contribute to the systemicchange necessary to create a healthier planet, more prosperous
communities and a more sustainable world.
Industry Associations and Affiliated Partners
We engage on key topics affecting the global cruise industry withindustry organizations such as the Cruise Lines International
Association (CLIA) and its regional offices, the Cruise Safety
and Sustainability Forum (CSSF) and others. Our work with
CLIA involves international, regional, national and local
topics, including items related to the International Maritime
Organization’s (IMO) International Convention for the Preventionof Pollution from Ships (MARPOL). MARPOL addresses theprevention of pollution from ships including GHG emissions, airemissions, sewage, oil and waste. To advance environmental
stewardship and the prosperity of the communities we visit,
we share best practices to scale our positive efforts andcontributions. Through membership in regional organizations likethe Association of Arctic Expedition Cruise Operators (AECO)and the International Association of Antarctica Tour Operators(IAATO), we ensure that expedition cruises and tourism in thesesensitive areas is carried out with the utmost consideration for
the natural environment and local cultures.

We also engage with CLIA Europe specifically on European
Union (EU) regulations such as the EU Green Deal — including
the “Fit for 55” legislative proposal — and many more. In
addition, we partner with key shipyards and equipment
partners to improve the design and efficiency of our ships.
These include shipyards such as Chantiers de l’Atlantique inFrance; Meyer Werft in Germany; Meyer Turku Oy in Finland;and Fincantieri S.p.A. in Italy; and technology and equipment
partners such as Wärtsilä. Finally, we work with cruise
operators, ports, industry associations and maritime forums toresearch low-carbon solutions for the maritime industry, suchas exploring the feasibility of “green corridors” in the PacificNorthwest (see page 27)
Global Alliances
We engage a range of international alliances and advisory groups
to help accelerate our sustainability ambitions, particularly our
Destination Net Zero targets. These include the Global Maritime
Forum’s Getting to Zero Coalition and the Mærsk Mc-Kinney
Møller Center for Zero Carbon Shipping (see page 22). We arealso a founding member of the IMO’s Global Industry Alliance,
now known as the IMO GreenVoyage2050 Project.
Academia
Researchers and scientists from leading academic institutions
such as the Massachusetts Institute of Technology, theUniversity of Miami, the University of Strathclyde, Aalto
University and the World Maritime University play critical roles
in our understanding of ocean and climate issues. For example,
since the year 2000, the University of Miami’s (UM) Rosenstiel
School of Marine and Atmospheric Science has operated labs
onboard several of our ships. With grants from Royal CaribbeanGroup, UM’s OceanScope program (see page 56) has beencollecting oceanographic, meteorological and atmospheric
data important to climate change research using highlysophisticated instruments placed strategically throughout theparticipating ships.

Our Business

RENEWING OURPARTNERSHIP WITH
WORLD WILDLIFE FUND
We began partnering with World Wildlife
Fund (WWF) in 2016. With WWF’s help,
we set ambitious and measurable targets
to reduce our environmental footprint
and support ocean conservation projects
around the world. Our two organizations
bring different strengths to the table,
but together have pushed forward a
conservation agenda that requires
both parties to listen, appreciate andaccommodate each other’s uniquechallenges and perspectives.
After making great strides in the firstphase of our partnership, we renewed
our partnership for another five years in
2022. In the process, we collaborated on
new responsible tourism and sustainablesourcing targets and developed strategies
to advance other Royal CaribbeanGroup initiatives like our Destination
Net Zero initiative and Blue Green
Promise. Throughout this report, you’ll
see highlights of our work together
demonstrating the breadth of ourpartnership and our shared impact.

12

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Making Engagement More Meaningful
Productive engagement with stakeholders has always been a
Royal Caribbean Group priority. But as we’ve formalized our
ESG objectives and world events have affected our businessin profound ways, we’ve refined our stakeholder engagement
process to be even more meaningful and robust.
Stakeholders with advanced knowledge of our business arealso key to helping us execute our increasingly ambitious
ESG agenda. We regularly engage with a variety of
stakeholder groups in the interest of sharing information,gathering feedback and building relationships founded ontrust and transparency. Examples of these groups include:

Policymakers
We see policymakers and government officials as partners
toward our shared goals. We work with them to increase
the amount of shore power at cruise terminals, and we
provide input on future policies and regulations. For
example, we engaged with the California Air Resources
Board to understand the potential for expanding California
renewable energy tax credits to make lower-carbon
fuels as economically viable as traditional fuels for local
maritime use. We also invite regulators at all levels — frommunicipal to federal — to tour our ships and learn about ourenvironmental, health and safety, and other initiatives.

Our Business

Destination Communities
and Nonprofit Groups
We closely engage with our destination communities, so
we can better understand their priorities and meet theirlong-term economic, environmental and social needs.
Ultimately, these communities are our partners, and wewant to empower their success, not stand in their way. We
also engage organizations critical of the cruise industry, sothey understand how we operate when seeking to hold us
accountable. By helping all stakeholders understand who weare and what we’re about, we believe we can be a catalyst for
positive change in our industry.

13

Our Business

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur Material Issues
Employee and guest health and safety, GHG emissions and climate strategy
are among our stakeholders’ top concerns.
Our Approach
We conduct materiality assessments
to help us understand which topics
are most relevant to our business andstakeholders today and which issues arelikely to emerge in the future. This process
helps us shape our sustainability strategy,
prioritize our actions, determine gaps
in our approach, and identify risks andopportunities that impact the long-term
health of our business. It also informs thetargets we choose to pursue and how wemeasure our performance and progress.
Our most recent materiality assessment,
conducted in 2021, engaged top Royal
Caribbean Group executives, employees,
guests, investors, non-governmentalorganizations, industry peers, suppliers,
destination ports, shipyards, academia
and other partners. The assessment
helped identify key topics we consider
material and our highest priority, basedon the deemed level of concern to ourstakeholders and the degree of Royal
Caribbean Group’s environmental, socialand economic impacts. Items in bold
listed on the table below were identified asincreasingly important over the next one
to three years.
See Stakeholder Engagement on page 10
for more on our methods of engagement.
We plan to conduct a new materiality
assessment in 2023.

ENVIRONMENTAL

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 andwellness• Ocean stewardship• Guest satisfaction and experience• Ethics, integrity andcompliance• Risk management

Other material topics

Other material topics

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

This Sustainability Materiality Matrix maps the issues that are most important for sustainability management and reporting based on thedeemed level of concern to our stakeholders and the degree of Royal Caribbean Group’s environmental, social and economic impacts.
The results are displayed in table format for easier comprehension.

14

Our Business

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur Strategic ESG Framework
We’re committed to being a leader in ethical, sustainable
and responsible practices in the travel and tourism
industry.
In 2021, based on our materiality assessment, we introduced a new strategic framework
to better reflect our innovation and leadership in building a more sustainable cruiseindustry. Linked to our core business strategy, the framework provides a clear,actionable, multi-year roadmap to help strengthen our business, expand and deepen ourcommitments, and guide our long-term decision making.
Grounded in our values, our ESG framework is embedded in our culture and extends
across every part of our operations. Our framework factors in widely adopted external
standards such as the United Nations Sustainable Development Goals (SDGs), an
ambitious plan to address global challenges and shift the world to a more sustainable
and resilient path by 2030, while laying the foundation for our own goals. Learn more
about how aspects of our business are aligned with individual SDGs on page 74.

ADVANCE NET ZEROINNOVATIONCHAMPION COMMUNITIESAND THE ENVIRONMENT• Emissions Reduction• Climate Strategy• Circular Economy• Water & Wastewater Management• Destination Stewardship andCommunity Development• Responsible Tourism• Sustainable Sourcing

GOVERN RESPONSIBLY

PROVIDE
UNFORGETTABLECRUISE EXPERIENCEAdvance Net Zero Innovation
We’re committed to decarbonization through innovation, collaborative partnerships anda transition to cleaner fuels, smarter technologies and improved energy efficiencies.
Champion Communities and the Environment
We invest in our communities to foster culture and inclusive opportunities and protect
the environment and ocean health for future generations.
Provide Unforgettable Cruise Experiences
We seek feedback from our guests, employees and communities to inform our practices
related to their health, wellbeing, safety and security, so we can continue to deliver
unforgettable cruise experiences.
Foster Human Rights and Be an Employer of Choice
We treat our employees, suppliers and the communities in which we operate with dignity
and respect.
Govern Responsibly
We take an integrated approach to oversight, risk management and stakeholder
engagement and embed appropriate policies and practices for ethics, compliance anddata security within our operations.

• Board Oversight• Ethics, Integrity &Compliance• Enterprise Risk Management• Stakeholder Engagement• Transparency• Data Security• Guest Satisfaction• Guest Health & Wellbeing• Guest Safety & Security• Food Quality and Safety

FOSTER HUMAN
RIGHTS AND BE AN
EMPLOYER OF CHOICE• Human Rights• Diversity, Equity & Inclusion• Employee Health andWellness15

Our Business

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur ESG Goals
GOAL

TARGET

2022 PROGRESSSTATUS

Achieve net-zero GHG emissions

2050• Began reviewing and evaluating the Science-Based Targets initiative (SBTi)
Maritime Sector Decarbonization methodology published in Nov. 2022 andassessing its application in our target-setting practices

Early stages

Reduce our carbon intensity by double digits from2019 baseline

2025• Implemented energy- and fuel-efficiency advancements

On track• Finalized supply chains for new liquefied natural gas-powered ships• New shore power agreements in progress in key destinations, including
Galveston and Miami• Continued implementing initiatives for voyage and vessel operational
efficiency, underwater hull performance, and energy savings

EMISSIONSREDUCTION

Net-zero cruise ship2035

• Became a strategic partner in the Mærsk Mc-Kinney Møller Center for Zero
Carbon Shipping

Early stages• Joint declaration with the Finnish Government and the Meyer Turku Oy
shipyard for maritime green transition• First Movers Commitment for green shipping corridors in Pacific Northwest• OceanLeaf research project for net-zero ship
• Renewable diesel pilot in California

WATER ANDWASTEWATERMANAGEMENTWASTE
MANAGEMENTCIRCULAR ECONOMY

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

2025

100% of fleet equipped with Advanced Wastewater
Purification systems

2025• 92% equipped

On track

100% of fleet equipped with IMO and USCG Certified
Systems for ballast water2025• 100% equipped with IMO Certified

On track

Reduce solid waste offloaded to landfill by 90% fromthe 2007 baseline

2025

Reduce 100% of single-use plastic

2025• Produced 94% of freshwater used onboard1

On track• Avoided bunkering in water-stressed areas• 67% equipped with USCG Certified• Reached 91% reduction from 2007 baseline

Complete• Expanded use of green hubs for recycling, reuse or energy recapture• 60% reduction• Launched phase three of our initiative after returning to full service

On track

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

1

16

Our Business

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur ESG Goals (continued)
GOAL

SUSTAINABLE
SOURCING

DESTINATIONSTEWARDSHIP AND
COMMUNITY
DEVELOPMENTRESPONSIBLE
TOURISMTARGET

2022 PROGRESSSTATUS

Source 100% cage-free eggs globally2025• 52% sourced

On track

Source 100% of chicken for U.S. operations from
Global Animal Partnership Certified suppliers2025• 20% sourced

On track

Source 100% gestation-crate-free pork globally2025• 15% sourced

On track

Source 90% Marine Stewardship Council (MSC)
certified wild-caught seafood and source 75%
Aquaculture Stewardship Council (ASC) certified
farm-raised seafood.

2025• 83% of MSC certified wild-caught seafood sourced and 75% of ASC certified
farm-raised seafood sourced

On track

Obtain MSC and ASC chain of custody certificationfor our ships

2023• Work conducted to develop chain of custody certification

On track

Advance destination stewardship and community
development through partnerships, initiatives andresponsible practices2026• Held multi-stakeholder workshop to identify key areas of impact

Early stages

60% certification of RCG global
tours to GSTC standards

2026• Joint work with teams to develop 2026 target

On track

Support sustainable and resilient oceancommunities, employee engagement and volunteering
through the implementation of our Blue Green PromiseSM

2024• 39% of tours certified as of end-of-year 2022
• Implemented cultural and historical education activities for guests with local
community participation in Labadee, Haiti

Early stages• Implemented environmental improvements supporting conservation andefficiency at Perfect Day at CocoCay and Labadee sites• Supported student development through mentoring programs in South
Florida — including Kids and the Power of Work (KAPOW) and Big Brothers
Big Sisters — and our STEM for Oceans program in the Caribbean

DIVERSITY, EQUITYAND INCLUSIONHUMAN RIGHTS

ENTERPRISE RISKMANAGEMENTTRANSPARENCY

Form an Executive Diversity Council, chaired by CEO

2023• Council formed in 2022 (ahead of schedule)

Complete

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

2024

• U.S. shoreside review completed

On track

Implement program to foster an inclusive anddiverse supply chain through our procurement
process2024• Enhanced our supplier web portal to more accurately capture supplierclassifications

Early stages

Publish updated human rights policy and conduct
human rights impact assessments

2025• Engaged with strategic partner and internal stakeholders; began developing
roadmap for 2025 completion

On track

Integrate ESG risks into enterprise risk management
system2023• Started evaluating ESG risk priority areas

Early stages

Increase auditability of ESG data and improveclimate-related disclosures2026• Mapped climate risks to risk owners and began assessing current andemerging risks to develop action plan
• Increased number of 3rd-party verified metrics from 2021 ESG report

On track• Developed company’s first TCFD report, published in 2023

For more details on our Key Performance Indicators for these and other topics, see page 69.

17

Environment

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Environment
Through our actions on climate, water, waste and more,
Royal Caribbean Group is helping lead the way to a moresustainable cruise industry.

21

Advancing Net Zero Innovation23

Our Journey to Destination Net Zero

24

Energy Use and Air Emissions

30

Water and Wastewater Management

31

Waste Management18

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Environment

Our journey to reduce our environmental footprint began morethan 30 years ago with the introduction of Save the Waves.
Originally a waste recycling program, the initiative grew into
a company-wide approach to embedding environmental
sustainability into the bedrock of the company’s culture. Overthe ensuing three decades, protecting the planet’s finite natural
resources evolved organically from a choice to a way of life forour company and employees.
To meet the urgency and scale of the world’s
environmental challenges, we must accelerate
our pace. There’s no time to waste. Climatechange and environmental degradation are altering the ocean’s chemistry and disrupting themarine environment, putting ecosystems, livelihoods and oceanside communities at risk. Achanging climate could impact Royal CaribbeanGroup’s operations and performance. Potential
risks to our business from extreme weather
events include higher operational costs, itinerary disruptions, increased climate regulations
and the possibility that certain destinations
could become less desirable or unavailable.
Ensuring the health of our oceans and planet
requires continual, collective action. We’reresponding by accelerating our ongoing
decarbonization strategies, embracing theopportunity to achieve net-zero emissions by
2050 and innovating with our partners to build
a more sustainable cruise industry.

In 2022, we built on the Destination Net Zerovision we announced in late 2021. This year,
we focused on operationalizing our strategy
by developing a carbon reduction roadmap thatcovers energy and fuel efficiency, alternative
fuels and technologies, and renewable energy
sourcing. In the process, we amplified ourpartnerships, committing to new strategic
collaborations and investments to catalyze
zero-carbon innovation in the maritime sector.
To ensure the health and vitality of our oceans
for generations to come, we also continued todevelop new targets and technologies to help
us conserve water, minimize waste and use
other resources as efficiently as possible in the
day-to-day operation of our ships. Currently, 48of the 52 ships from our wholly owned brands
are certified ISO 14001 for environmental
management.2

Read our fact sheets for moreon our environmental practices.

2

Ten Silversea ships obtained ISO 14001 certification in January 2023. The remaining four ships without ISO 14001
certification operate in the Galápagos and maintain the national park’s certification.

19

Environment

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur Voyage to a More Sustainable FutureOver the past 30 years, we have increasingly strengthened ourcommitments and actions to reduce our environmental impact.

1991

2011

Established Save theWaves® sustainability
programFirst Environmental
Officer onboard any
cruise ship

Obtained ISO 14001
environmental and ISO
9001 quality management
certifications

1992

1996

1997

Successfully installed Advanced
Emissions Purification (AEP)
system on Liberty of the Seas,
certified to International
Maritime Organization standards

Received Gold-level certificationfor our Perfect Day at CocoCay
private island from Sustainable
Travel International

2012

2013

Established
Environmental
Committee of theBoard of Directors

1998

Installed first
Advanced Wastewater
Purification (AWP)
systems

Launched OceanScopeprogram with
University of Miami
for monitoring climate
data

Installed smokelessgas-turbine engines
on eight ships

2000

1999

Committed to
installation of AWP
onboard all vessels

2004

Began partnering withWorld Wildlife Fund andset 5-year targets

Signed a 12-year powerpurchase agreement that yields
carbon offsets equivalent toaround 10-12% of our annual
carbon emissions

Met our goal of reducing
GHG emissions by up to
35% from 2005 levels by
2020

2016

2018

2019

2020

2022

2021

Opened the world’s first
net-zero cruise terminal
in Galveston, Texas

Announced
Destination Net Zerodecarbonization
initiative20

Environment

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Advancing Net Zero Innovation
We’re on a journey to achieve net-zero emissions by 2050.
GOAL

2022 PROGRESS

Achieve net-zeroemissions by 2050

• Began reviewing and evaluating the ScienceBased Targets initiative (SBTi) Maritime Sector
Decarbonization methodology published in
Nov. 2022 and assessing its application in ourtarget-setting practices

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

• Implemented energy- and fuel-efficiency
advancements• Finalized supply chains for new liquefied natural
gas-powered ships• New shore power agreements in progress in key
destinations, including Galveston and Miami• Continued implementing initiatives for voyage
and vessel operational efficiency, underwaterhull performance, and energy savings

Deliver a net-zerocruise ship by 2035

• Became a strategic partner in the Mærsk
Mc-Kinney Møller Center for Zero Carbon Shipping• Joint declaration with the Finnish Government andthe Meyer Turku Oy shipyard for maritime green
transition• First Movers Commitment for green shipping
corridors in Pacific Northwest• OceanLeaf research project for net-zero ship
• Renewable diesel pilot in California

In October 2021, we announced a giant step on oursustainability journey with Destination Net Zero, ourinitiative to achieve net-zero carbon emissions by 2050.
Building on the progress we’ve already made in
reducing our carbon footprint, the initiative lays out apathway to reduce greenhouse gas (GHG) emissions,protect our oceans and ensure the viability of thedestinations our guests and employees care deeply
about. It’s also a critical step in holding ourselves
accountable to our goals and commitments as we
invest in the technology and innovation necessary toachieve emissions-free cruising.

There is no silver bullet todecarbonizing shipping or
achieving low emissions. We are
exploring all possible avenues andpartnering with world-leading
expertise on our journey to net zero.
— HARRI KULOVAARA,
Executive Vice President Maritime,
Royal Caribbean Group

Our Pathway to Decarbonization
Our goal to reach net-zero emissions requires us to set
a range of short-, medium- and long-term targets, withmany milestones, strategies and investments to drive
our progress at every stage. In 2022, we mobilized
across the organization to develop a comprehensive
carbon reduction roadmap for the next five years.
The roadmap focuses on four main areas:• Advancements in energy and fuel efficiency• The development of low-carbon fuels andsustainable technologies• The pursuit of alternative energy sources• Supplier engagement to shift to low-carbon
processes

The roadmap is rigorous and data driven, with tools,
processes and policies currently known and available— both in our ships’ operation and in how we measure
our progress.
By following this roadmap, we expect to reduce ourcarbon intensity — which measures our ships’ operational
efficiency in kilograms of GHG emissions per gross
tonnage distance traveled (in GT-NM) — by double digits
by 2025 from a 2019 baseline. We also aim to level off,and potentially reduce, our absolute emissions in thenear term, even as our organization grows. As alternative,
lower-carbon fuels become more widely available andeconomically viable, we will assess the opportunity to set
even more aggressive carbon reduction targets. We willcontinue to rely on the latest climate science for thesetargets as we accelerate toward our net-zero pledge.

21

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Partnerships and Alliances
Achieving net zero by 2050 requires widespread collaboration,
as no one company can do it alone. To achieve our objectives,
we’re forging strong partnerships with shipyards, governments,
suppliers, academia and industry associations to develop
zero-carbon technologies and solutions.
This includes joining alongside 230 other signatories in theGetting to Zero Coalition’s Call to Action, which calls on
governments and industry to work together to decarbonize
international shipping. In 2022, we entered into a formal
partnership with the Mærsk Mc-Kinney Møller Center for Zero
Carbon Shipping and signed a maritime declaration with the
public/private pairing of the Finnish Government and shipyard
Meyer Turku Oy. We’re also on the board of Ocean Exchange,a global ecosystem of innovators that seek to accelerate theadoption of breakthrough solutions for healthier oceans.

We continue to partner closely with WWF to refine our
GHG emissions reduction targets and develop climatechange strategies. The collaboration has generated valuable
insights on the challenges and opportunities associatedwith the target-setting process. Royal Caribbean Groupalso participates in WWF’s Climate Business Network, whichallows us to collaborate with other WWF partner companies
across the world to gain the knowledge and guidance needed
to take credible climate action.
We believe our industry can be a powerful collective force
to drive demand and incentivize these types of innovations.
To help advance this process, we’re also engaging with
policymakers and international bodies like the International
Maritime Organization to call for consistent standards andcollaboration that will help us accelerate progress together.

See our ESG Governance section on page 63 to learn
about our approach to Destination Net Zero governance.

Royal Caribbean Group provides
unparalleled capabilities andinsights to the decarbonization
agenda. We welcome themonboard and look very muchforward to the collaboration.
BO CERUP-SIMONSEN
CEO, Mærsk Mc-Kinney Møller
Center for Zero Carbon Shipping

Environment

COLLABORATING TOADVANCE ZERO-CARBON
SOLUTIONSIn 2022, we accelerated our commitment
to climate action by signing a partnershipagreement with the Mærsk Mc-Kinney
Møller Center for Zero Carbon Shipping.
With the agreement, we committed to along-term strategic collaboration to develop
zero carbon technologies and solutions forthe maritime industry.
Leveraging our long history of innovation,
we plan to share knowledge, drive
innovation and participate in projects inareas related to ship design, emissions
management, energy-efficient design andoperation, and safety. We’ve also agreed tomake our ships available to test promising
low-carbon technologies, although thedetails have yet to be defined.
Our independent frameworks reflect
similar visions. The Center’s Maritime
Decarbonization Strategy 2022 outlines theactions the industry must take to meet theobjectives of the Paris Agreement, including
elevating energy efficiency, enablingalternative fuel pathways, and incentivizing
emissions reduction through aggressive
industry targets and regulatory reform.
We expect our collaborations to help us
make significant gains in our pursuit of
our net-zero targets. For example, theknowledge pooled by the Mærsk McKinney Møller Center includes the current
readiness of a variety of alternative fuelpathways, including feedstock availability,
fuel production, fuel storage andlogistics, onboard energy storage and fuelconversion, and vessel emissions — allcritical elements in our pursuit of progress.
22

Environment

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur Journey to Destination Net ZeroSM

A giant step in our sustainability journey, Destination Net Zero is our initiative toachieve net-zero carbon emissions by 2050. Here’s how we plan to do it.

Key
Milestones
Continually
Improve Energy
and Fuel Efficiency

2025

2035

2050

By 2025, reduce our carbon
intensity by double digits
from a 2019 baseline

By 2035, deliver a
net-zero-emissions
cruise ship

By 2050, achieve net-zeroemissions

Energy-efficiency
retrofits on existing ships

Route, voyage and hull
performance optimization

Pursue Alternative
Energy Sources| Shore power development

Efficiency gains indesign/build of new ships

Smart itineraryplanning| Onsite renewable energy
Renewable electricity
certificates and other oﬀsets

Transition to Alternative
Fuels and Technologies

Engage Suppliers and Partners
to Advance Our Carbon Goals

Partnerships to advance innovation

Engage suppliers in emissions reduction opportunities

Piloting and development of new technologies

Collaborate with suppliers on lowering emissions

Alternative fuel pilots and transitional fuel strategies

Source from local suppliers

Supply chain development for future fuels

23

Environment

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTEnergy Use and
Air Emissions
Our climate strategies include a relentless
focus on energy and fuel efficiency,
advancements in ship design and collaboratingon the development of alternative fuels.
The fuel consumed by our ships represents a significant portion of our
total GHG emissions. That’s why for decades we have pursued more
fuel-efficient engines, energy-efficiency initiatives and advancements
in ship design.
With Destination Net Zero, we’ve developed a more robust roadmap
to further reduce emissions and air pollution using every tool at our
disposal. Our biggest challenge — and our most promising long­term opportunity — is in transitioning to alternative fuels and energy
solutions. At the same time, we’re also amplifying our commitment
to energy and fuel efficiency and alternative energy sourcing in our
tenacious pursuit of a low-carbon future.

Download our Energy Use
and Air Emissions fact sheet.

OUR GHG EMISSIONSRoyal Caribbean Group experienced a significant drop in direct (Scope 1) and indirect (Scope 2)
emissions in 2020 and 2021 due to our suspension of global cruise operations in response to
the COVID-19 outbreak. Our 2019 and 2022 emissions more accurately reflect our “business as
usual” year-over-year performance.
In 2022, we inventoried our Scope 3 emissions for 2019 to capture pre-pandemic emissions
outside of our direct physical footprint. 2019 offers a more accurate representation of ourtypical emissions than the COVID-affected 2020 and 2021. The results of this work established
our baseline of 4,800,446 metric tonnes CO2e. This is a crucial first step in our commitment
to reduce emissions throughout our supply chain. We plan to calculate Scope 3 emissions for2023 and beyond.

OUR GHG EMISSIONS

2022

2021

2020

2019

Total GHG emissions (metric tonnes CO2e)
using location-based Scope 2

4,989,942

2,590,041

2,502,145

4,834,768

Scope 1

4,979,842

2,579,274

2,493,580

4,820,278

Scope 2 (location-based)

10,10010,767

8,565

14,490

Scope 2 (market-based)

10,167

10,9008,690

15,251CARBON INTENSITY
We’re committed to reducing our carbon intensity by double digits by 2025 from a 2019baseline. Our carbon intensity is calculated in kilograms of GHG emissions per gross
tonnage distance traveled (in GT-NM). Our intensity increased from 2019 to 2020 due
to suspending our operations for COVID-19 — resulting in a dramatic drop in our annual
distance traveled — while still needing to maintain operations that use energy and produce
emissions.

See our Performance Tables on page 69 formore on our GHG and other air emissions.

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2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Elevating Energy and Fuel Efficiency
We challenge ourselves to enhance the energy
efficiency of our fleet each year. Thanks to our cultureof continuous improvement, each new class of Royal
Caribbean Group ships is significantly more efficientthan its predecessor class. With Destination Net Zero,
we’re making energy and fuel efficiency an even bigger
priority, as we look to squeeze every ounce of efficiency
out of our ships’ operation.
Equipment and Design Solutions• Energy-efficient equipment: We retrofit our existing
fleet with a wide range of proven energy-saving
technologies, including highly efficient AC chillers
and HVAC automation systems. We use data andpilot programs to test, qualify and roll out applicabletechnologies to the fleet. These technologies are
optimized through advanced digital and data analytics
platforms, which help us benchmark and understandenergy consumption at the equipment level for bothpropulsion and service power. We have completed over
500 energy-efficiency retrofit projects to date, including
roughly 15 in 2022, with another 400-plus matured
projects in the pipeline through 2027. We’re also
constantly pursuing new innovative solutions alongside
our industry partners and knowledge experts.
• New-build innovations: Our newer ships showcase thelatest in energy-efficient engine and equipment designs— and we’re scaling up our ambitions even more for
future new builds. Lessons learned and best practices
are constantly exchanged between our operations andnew builds teams. In 2022, our new builds achieved
an average Energy Efficient Design Index (EEDI) rating
approximately 40% better than the IMO’s 2023 phaserequirement, which called for a 30% reduction in carbon
intensity from a 2008 baseline.
Data-Driven and Operational Solutions• Route optimization: We use predictive analytics todetermine the most energy- and fuel-efficient routes
for our cruises, taking both external and internal ship
factors into account. These include forecasted wind,
wave height and currents; minimum depth; vessel draft;
and the need to meet environmental regulations andavoid restricted and sensitive areas.

• Onboard trim, speed and engine load optimizer:
Our real-time data analytics platforms use ship-specificpropulsion models and forecasted weather conditions
to constantly advise the ship on ways to save energy.
• Vessel operations optimization: Operational datais collected remotely, normalized and benchmarked
against the optimal and/or baseline performance toensure our ships are operating as designed and meeting
our energy-saving targets.
• Advanced hull performance: Data-driven analysis
of our ships’ hull and propeller performance helps us
choose the optimal hull designs to efficiently propel our
ships. We factor in elements like hull surface preparation
at the drydock, hull coatings and technologies, andmaintenance and inspection cadence.
• Smart deployment and itinerary planning: We deploy
tools to help our planning teams understand the fuelusage and carbon impact of different itinerary choices.
For example, by leaving earlier or arriving later, ourships can travel slower between ports, saving fuel andassociated emissions.
The Next Generation in Efficient Cruising
Our latest ships continue to set new standards for energy
and fuel efficiency. Launched in 2022, Royal Caribbean
International’s Wonder of the Seas has been fine-tuned
to glide through the water thanks to an air lubrication
system on the hull that uses millions of microscopic
bubbles to reduce drag. The ship also uses heat wastefrom the engines to power an onboard turbine that can
supply up to 15% of the hotel’s power load.
Royal Caribbean International’s Icon of the Seas willup the ante even further upon its release in 2024. In
addition to its liquefied natural gas (LNG)-poweredengine and fuel cell system, the ship will feature arobotic hull cleaner that removes debris and slime when
the ship is docked in port, preventing an increase indrag. Icon of the Seas will also feature an “eco-mode”
function that can automatically power down energy
sources when passengers go ashore. Power in individual
cabins can turn back on when passengers scan their
SeaPass cruise card upon returning to the ship.

Environment

AN EFFICIENT SILVER LINING
When we suspended cruise operations during the COVID-19
pandemic, we moved to cut energy use on our ships to theabsolute minimum. Reduction strategies included monitoring
shipboard energy data to determine which equipment canbe turned off or run at lower capacity during down periods;
testing optimal speed, auxiliary power and engine usage forpeak efficiency when moving crew or supplies or while idle;
revising our service load baselines to monitor and track energy
deviations; and accelerating our data analytics to improve ourdashboarding and monitoring.
While we put some of our ships in dry dock, others remainedat anchorage or operated with a scaled-back crew in port. We
also used the layup period to evaluate new technologies andexperiment with different power delivery systems.
Upon our return to full service, we launched Project Enhancefor the operational fleet, a program designed to revive,
reconnect and rejuvenate fleet energy efficiency. The
objective was to bring the fleet’s efficiency back to where
it had been pre-pandemic. Project Enhance has performed
beyond expectations, with teams advancing several of thedigital tools and programs to make our ships even moreenergy efficient than they were before.

REDUCING EMISSIONSWITH ABATEMENT TECHNOLOGIESTo help mitigate emissions from our fuels and reduce related air
and wash water pollution, we invest in and develop state-of-theart emissions-abatement technologies. As of the end of 2022,
69% of our ships had been equipped with Advanced Emissions
Purification (AEP) systems — often referred to as scrubbers —which remove approximately 98% of sulfur dioxides, 40% to 60%
of total particulate matter, and up to 12% of nitrogen oxides from
our air emissions. These hybrid systems can operate in an open
or closed loop, depending on the requirements and rules of thegeographical location. Nine of our ships had also been equippedwith Selective Catalytic Reduction (SCR) systems, which reduce
nitrogen oxides greater than 90%. All new builds will contain
SCR systems.

See our Energy Use and Air Emissions
fact sheet for more.

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2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Environment

Transitioning to Low-Carbon Fuels and Technologies
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 and engaging in
partnerships to advance the industry as a whole.
It’s important to acknowledge that there is no miraclefuel on the horizon, and that no individual company can
do it alone. Many alternative fuels and technologies arestill in the development phase, and our pace is limited bytheir availability. We believe transportation companies will
rely on a wide mix of lower carbon fuels in the future. To
prepare, we’re testing and future-proofing our new builds
with fuel flexibility, so we can easily ramp up to the fuelsthat best meet our needs when they’re available.
LNG-Powered Ships
We continue making progress on our plan to deliver new
ships powered by a range of sustainable power sources
like dual-fuel LNG engines, hydrogen-based fuel cells andbattery technology. Leading the way on our transition toalternative fuels is LNG, the cleanest burning fossil fuelcurrently available.3 LNG-powered engines provide thebest solution to future-proof our newbuilds as loweremissions alternatives become commercially viable during
the lifespan of the ship.
In 2022, we finalized the LNG supply chain for our first
three LNG-powered ships: Silversea’s Silver Nova, which
debuts in 2023, and Royal Caribbean International’s Iconof the Seas and Utopia of the Seas, both debuting in 2024
(see Sustainable Sourcing on page 36 for more.) Two
additional Royal Caribbean Group ships with LNG engines
are currently on order for 2026.

3

LNG also supports pioneering technologies, such as fuelcells, that we’re exploring for select ships. We anticipate
that fuel cell systems and battery technology can help
supplement some of the main energy supply needed to
run our ships.
Two promising fuel cell systems are under development
between multiple manufacturers, shipyards and Royal
Caribbean Group. This complex and cutting-edge
undertaking changes how energy traditionally has been
generated and distributed onboard cruise ships. The task
has been formidable, especially given the operational,
testing and regulatory challenges involved in this type ofinnovation. With our partners, we are developing a fuel cellapplication for Icon of the Seas and Silver Nova that will be
at a smaller scale to start, but as we conquer challenges
with these alternative technologies, we plan to deploy
more advanced fuel cell systems on future ships.

We also took our first step on a methanol-fueled pathway
in 2022, making the decision to equip our future Celebrity
Edge-class new build (2025 delivery) with newly developed
tri-fuel engines with the ability to burn methanol. Together
with methanol-ready fuel storage and delivery systems,
this will give the ship unmatched fuel flexibility andensure that we are ready to adapt and drive towards amore sustainable way of sailing as alternative, low-carbon
solutions become more viable.

FIRST TO USE RENEWABLE DIESELRoyal Caribbean International’s Navigator of the Seas
was the first major cruise ship to sail from a U.S. port
using renewable diesel for part of its fuel needs.

Preparing for Next-Generation Fuels
In late 2022, Royal Caribbean International’s Navigator of
the Seas became the first major cruise ship to sail froma U.S. port using renewable diesel to meet part of its fuelneeds. Made from renewable raw materials like feedstocks,
waste oil and unusable animal fats, the fuel emits lesscarbon than traditional marine fuels. Yet the production
process makes the fuel molecularly identical to traditional
marine gas oil — creating a “drop in” fuel that we can safely
use with our ships’ existing engines.
We plan to evaluate the feasibility of this lower-carbon fuelfor long-term use, with ambitions to expand its usage toother ships across the fleet.

Switching from heavy fuel oil to LNG can reduce GHG emissions by up to 22% when including anticipated reductions ofmethane slip in the supply chain and improvements to combustion by 2030, according to the 2021 Sphera study “2ndLife Cycle GHG Emission Study on the Use of LNG as Marine Fuel.” LNG also removes more than 90% of our ships’ local
emissions (sulfur oxides, nitrogen oxides, and particulate matter) while at port.

26

Environment

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

OceanLeaf Research Project
for Net-Zero Cruise Ship
Building a net-zero cruise ship by2035 is one of our most significant
Destination Net Zero targets. In 2022,
Royal Caribbean Group completed
a joint development study called
OceanLeaf with key partners Chantierde L’Atlantique and DNV to assess
potential technologies and strategies
for a net-zero ship concept. The project— which brought together experts inship design/naval architecture, fuelsystems, safety, rules and regulation —delivered three “future-proof” concept
designs with the potential for delivery
between 2030 and 2035.
The group considered alternative fuels
LNG, methanol and ammonia for theconcepts, with the goal of achieving
net-zero GHG emissions for all ship
operations and operating without
emitting air pollutants such as sulfur
dioxides and nitrogen oxides. The
OceanLeaf project was an important
step for Royal Caribbean Group, as
we continue to explore all the viable
pathways that can get us closer to zerocarbon shipping.

Pursuing Alternative Energy Sources
In addition to pursuing energy
efficiency and future fuels, we’rescaling up our use of renewable energy
to meet our Destination Net Zerotargets. The use of renewable energy
can help reduce or offset the emissionsof our shoreside operations and caneven help power our ships in somecircumstances.
Enabling Shore PowerRoyal Caribbean Group is committed
to improving air quality and reducing
GHG emissions by enabling shore
power as an alternative energy sourcefor our ships. Cruise ships traditionallyrun off their diesel auxiliary engines
while at port. Shore power allows cruise
ships to “plug into” to electricity at theport, so that the engines do not needto operate when the ship is embarking
and disembarking passengers or
loading supplies. Depending on thelocation and regional energy mix,
local power grids may use a mix ofrenewable energy sources in addition
to fossil fuels, potentially reducing ouremissions.

It has been a pleasure working with
Royal Caribbean Group and Chantiers del’Atlantique on this project. Combining
our expertise to come up with tangible
and practical solutions for future cruise
ships using alternative and emerging
fuels has never been more important.”
PAAL JOHANSEN
Senior Vice President andGlobal Cruise Ship Director, DNV

20
SHIPS

equipped to use
shore power by theend of 2022, withmany more on deck.

Enabling shore power is complicated.
Ports must build shore-power-readyterminals — which few have to date —while our ships must be equipped touse the power provided. On our end,
20 Royal Caribbean Group ships were
equipped to use shore power by theend of 2022, with additional retrofits on
the way as more ports add shore power
capabilities. All new builds will haveshore power connections. This includes
ships owned by our joint ventures.
We frequently advocate for shore power
when interacting with ports, such as
working with the PortMiami in 2021 to
begin construction on a shore-power­
ready terminal for Royal CaribbeanGroup ships. In late 2022, we signed
an agreement to help bring similar
shore power capabilities to the Port ofGalveston, Texas. The agreement gives
Royal Caribbean International’s Allureof the Seas shore power priority at theport once it becomes available.
We’re also looking at alternative power
options beyond the ports themselves.
For example, we signed a 2022
memorandum of understanding with
Shell to build a power barge fueledby renewable fuel cells. Rather thandrawing power from the shoresideport terminal itself, the barge would
essentially create our own floating
source of energy.

PARTNERING TO EXPLORE ZEROCARBON SHIPPING CORRIDORSIn 2022, we joined ports, industry, governments anddecarbonization experts to explore the feasibilityof the world’s first cruise-led “green corridor” in the
Pacific Northwest. A green corridor is a maritime
route where zero GHG emission solutions aresupported and enabled through technological,
economic and regulatory collaboration. The projectis aimed at accelerating the deployment of zero
GHG emissions ships and operations between
Alaska, British Columbia and Washington.
In 2021, the United States, Canada and 22 othercountries signed the Clydebank Declaration to
support the establishment of six green corridors by
2025. Our green corridors partnership — known as
the First Movers Commitment — sets us on a path
to collaborate, define and implement the optimum
pathway for cruise corridors starting in the PacificNorthwest. The First Movers commitment is uniquein that it focuses on cruise shipping in a regional
market, rather than optimizing two or three ports (acorridor) on a global route.
In addition to further defining the scope andapplication of the green corridor concept, First
Mover partners are also committed to enhancing andsupporting each other’s current emissions-reduction
efforts and using the green corridor as a testbed forlow- and zero GHG technologies and ships.

The First Mover Commitment in the PacificNorthwest is a demonstration of thecollaboration and innovation needed between
ports and the cruise industry to achieve ourshared goals.
KELLY CRAIGHEAD
President and CEO of Cruise Lines International
Association

27

Environment

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTFirst Net-Zero Cruise Terminal
In addition to pursuing net-zero cruise
ships, we’re also pursuing LEED Zero Energy
certification for some of our shoreside
operations. This includes the use of onsite
renewable energy at select locations. For
example, our Port of Galveston terminal,
which opened in late 2022, is 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 ofphotovoltaic solar panels to create a net-zeroenergy balance. This is based on the quantityof renewable energy produced that displaces
non-renewable energy on the grid.
Our fourth LEED-certified facility and our
first Gold certified — with certification to be
granted in 2023 — the Galveston terminal
also features several design strategies alignedwith our holistic environmental goals andcommitment to sustainable infrastructure.
The builders prioritized materials with asmaller carbon impact while diverting 75% of
the project’s waste from landfill. The terminal
also boasts bicycle facilities and electriccharging stations, promoting alternativemeans of transportation for guests and staff
and reducing transportation-related carbon
emissions.
Offsetting Emissions withRenewable Energy
We remain committed to our partnership witha 62-turbine wind power facility in Reading,Kansas, to partially offset our GHG emissions.
We signed a 12-year power purchase agreementwith the facility in 2018, which began commercial
operations in May of 2020 with the goal of
producing offsets equal to 10% to 12% of ourannual emissions. The partnership has on average
generated approximately 465,000 tons of carbon
offset credits annually, which represents roughly
10% of our carbon emissions output during anormal operational year.

ROYAL CARIBBEAN GROUP’S

ZERO ENERGY CRUISE TERMINALRoyal Caribbean Group's new Galveston Cruise Terminal incorporates design strategies
that align with its holistic environmental goals and its focus to advance thedevelopment of sustainable infrastructure.

ELECTRICVEHICLEON TRACK TO ACHIEVE
U.S. GREEN BUILDING COUNCIL
THE FIRST

LEED
GOLD

CRUISE TERMINAL IN

IN 2023

ZERO ENERGYCHARGING STATIONSAVAILABLE

TEXAS

100% SOLAR POWEREDTHROUGH 30,000 SQ. FT. OF ON­SITE
SOLAR PHOTOVOLTAIC PANELSIMPROVED SUSTAINABILITY IN CONSTRUCTION75%

OF CONSTRUCTION WASTE

DIVERTED FROMLANDFILLPRIORITIZEDLOWER CARBON MATERIALSAND TRANSPORTATIONPROCESS

LIGHTING
STRATEGIESTO REDUCE LIGHTINGPOLLUTIONPARTNERING WITH CLIA
AND INDUSTRY PARTNERS ON
A MORE SUITABLE CARBON
REDUCTION METRIC
The International Maritime Organization (IMO)
has adopted ambitious targets to reduce GHG
emissions from shipping, including a goal to cut
the carbon intensity of all ships by at least 40% by2030. While we support strong collective action,
we believe the IMO methodology used to calculate
carbon intensity is not appropriate for the cruiseindustry operations profile. In response, we’repartnering with the Cruise Lines International
Association (CLIA) to develop a cruise-specificmethodology for decarbonization that levels theplaying field.
The IMO’s Annual Carbon Intensity Indicator (CII)
ratio rewards shipping companies that emit theleast amount of carbon from point A to B. The
standard is applicable to every ship sailing the
global oceans above a given gross tonnage. But
cruise ships operate differently than traditionalcargo ships. Our ships spend over 20% of theirtime at port annually, where they traditionallydraw power from our diesel engines. Because
we’re not adding distance while at port, our
CII ratio increases, which may bring us out ofcompliance with the IMO targets in some cases.
The formula also can produce negative incentives
by encouraging ships to travel longer distances— thus decreasing the ratio while increasing
absolute emissions. We’re committed to meetinginternational decarbonization standards, but wealso believe the standards should not be one­size-fits-all. In partnership with the CLIA, we’redeveloping a new methodology to mitigate thedifference between cargo and cruise lines whilestill helping the cruise industry meet the IMO’s
short-term decarbonization goals.
28Environment

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTBreaking New Groundin Sustainable Shipbuilding
The carbon footprint of cruising includes not just the operationof our ships, but also the carbon impact of the materials,
energy and techniques used to build them. In 2022, weentered the development phase of a new project to ascertain
how we can construct ships more sustainably. The project
goals include creating a new industry standard for low-carbon
ship construction.
Initially we planned to follow systems such as the U.S. Green
Building Council’s Leadership in Energy and Environmental
Design (LEED) framework, which is used to help constructsustainable buildings on land. However, we soon realized thatwhat happens on land cannot always be easily transferred tothe sea. So, we set that aside and started working on a new
system in collaboration with our major shipyard partners.

Phase one of the project is to work with shipyards to identify
the baseline emissions from new builds and set targets for
improvement. The second phase will factor in the carbon impact
of building materials, so we can identify suppliers who produce
lower-emissions steel and greener individual components.
Thanks to hard work from our teams and an enthusiastic
response from shipyards, we’ve already made good
progress on the baseline and framework for Royal Caribbean
International’s Icon of the Seas, which will launch in 2024. If
testing goes well on Icon of the Seas, we expect to create
formal guidelines, develop a verification process and test
the framework on two or three additional new builds before
adopting it on a large-scale basis.

Charting a Course for Net-Zero Cruising
In late December 2022, we signed a maritime declaration with
the Finnish government and the Meyer Turku Oy shipyard
to chart a path for innovative and sustainable shipbuildingin Finland. The commitment is set to advance innovation,
strengthen our competitiveness and bolster the maritime
industry’s ecosystem. The declaration announces several
actions, including preparing a plan to produce net-zero ships in
Finland; collaborating to curb economic challenges and secure
the long-term viability of the maritime industry; and piloting
and testing new innovations and technologies on Royal
Caribbean Group ships.

We believe the framework could play a valuable role in helping
us reduce Scope 3 emissions — and potentially serve as auniversal framework for other companies in the cruise andshipping industries.

BUILDINGSUSTAINABLY

We’re partnering to create
a new framework forsustainable ship construction akin to the LEED
land-based guidelines.

29

Environment

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Water and Wastewater Management
Water is a precious resource, both on our ship and off. We go to great lengths to ensure it’s used efficiently.
GOAL

2022 PROGRESS

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

• Produced 94% of freshwater used onboard4• Avoided bunkering in water-stressed areas

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

• 92% equipped

Equip 100% of our fleet with IMO and USCG
Certified Systems for ballast water by 2025

• 100% equipped with IMO Certified• 67% equipped with USCG Certified

On a ship, water is always top of mind.
We must have a sustainable supply offreshwater for our guests and crew,
while also being mindful of the water wedischarge into the oceans.

Our crew is trained to conserve water on
our ships, and we encourage our guests todo the same. Guests, for example, can savewater by reusing towels, linens and sheets.

3. Safely treat the water we discharge.

At our Perfect Day at CocoCay private
destination, we reuse water from ourwastewater treatment system to irrigate ourlandscaping. We also use Defender filters in
our pools, which require much less water for
operation than sand or paper filters.

Water Conservation

Onboard Freshwater Production

We take steps to reduce water consumption
on our ships using tools like aerators, low-flow
showerheads, and reduced-flow dishwashers
and laundry equipment. Aerators, for example,
use air to create water pressure rather than
forcing water out at high volumes, allowing
our guests to shower comfortably while
reducing overall water use. We also employ
creative solutions, such as repurposing
the condensation produced by our airconditioning units for our laundry system.

Royal Caribbean Group ships produce 94%of the freshwater used on board via steam
evaporation or reverse osmosis desalination
systems. This water is used for drinking,showers, sinks, toilets, kitchen galleys, pools,
technical machinery and spas. While we dooccasionally need to bunker water — theterm for loading locally sourced freshwater
onto a ship in port — we avoid or reduce
bunkering in areas facing water shortages. 5

Our water strategy is three-fold:
1. Conserve water as much as possible.
2. Produce most of the freshwater we needonboard.

For Celebrity Cruises and Royal Caribbean International only. Silversea Cruises will integrate in the near future.
We use the World Resources Institute Aqueduct Water Risk Atlas 2.1 to determine whether an area is water stressed.

Wastewater Treatment
Our policy is to have no untreatedwastewater on our ships go overboard. All
our ships are equipped with wastewater
treatment plants that take all internationaland maritime standards and law into
account, and in many cases go above andbeyond what’s mandated by law.
As of 2022, 92% of our ships were equippedwith Advanced Wastewater Purification(AWP) systems. These systems treat sewage
and graywater — including water from sinks,
showers and kitchen galleys — to standards
twice as stringent as U.S. federal standards.
We test this water effluent daily to ensure
we’re compliant with regulatory and Royal
Caribbean Group standards. The results
are verified by a third party every quarterto further validate our compliance.4 We’recommitted to equipping 100% of our fleet
with AWP systems by 2025.
Treated wastewater from our AWP systems
is discharged beyond three nautical
miles from nearest land. All other treatedwastewater and graywater is discharged
a minimum of 12 nautical miles from land,
compared with the three nautical miles
required by applicable laws.

Ships that operate in the Baltic Sea aresubject to stricter wastewater guidelines.
In 2022, we upgraded Celebrity Cruises’
Celebrity Silhouette and Royal Caribbean
International’s Voyager of the Sea with Balticcompliant wastewater treatment systems.

Ballast Water Treatment
Ballast water is seawater brought onto aship to help stabilize it. We’re committed
to treating ballast water, which reduces or
eliminates its potential to discharge non­native species into other environments
when our ships move from port to port.
Currently, 100% of our fleet is equipped withballast water treatment systems certified tomeet International Maritime Organization
requirements; 67% of these systems are also
certified to meet United States Coast Guard
requirements. We aim to install systems
certified to meet both standards on 100% of
our fleet by 2025.

Download our Water andWastewater Management
fact sheet

See our Performance Tables on
page 69 for more on our water andwastewater progress in 2022.

4
5

30

Environment

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Waste Management
Our Save the Waves® program is the catalyst for making
sure no solid waste goes overboard.
GOAL

2022 PROGRESS

Reduce solid waste offloaded to landfill
by 90% by 2025 from 2007 baseline• Reached 91% reduction from 2007 baseline• Expanded use of green hubs for recycling, reuseor energy recapture

Reduce 100% of single-use plastics by 2025

• 60% reduction of single-use plastic• Launched phase three of our initiative after
returning to full service2022 marked the 30th year of our
Save the Waves program, our very firstformal environmental initiative. Over theyears, we’ve introduced rigorous waste
management techniques and technologies,
along with ambitious reuse and recycling
programs, to reduce the amount of waste
produced on our ships and divert theremaining waste from landfills.
Save the Waves has since evolved into a
global commitment to ingrain sustainability
practices into every aspect of Royal
Caribbean Group’s business and culture,
but preventing waste remains one of its
core missions. Today, 100% of our ships areequipped to be landfill-free, with systems
and processes established to divert all waste
streams from local landfills.
In 2022, we introduced a new process for
how we calculate our waste baseline toimprove accuracy. With a new conversion
metric to align the weight and volumes ofdifferent waste categories, we’re able to better
understand all aspects of our waste streams,
identify opportunities for improvement, andset and meet reduction targets.

solid and liquid waste into synthesis gas, orsyngas, using controlled amounts of oxygen
and/or steam. Because syngas is produced
without combustion, it provides a low-carbon
alternative to traditional marine incinerators.
We can use this syngas as a fuel substitute tosatisfy certain energy demands on our ships,
such as powering our hotel facilities.

Green Hubs

Reducing Single-Use Plastic

We are committed to divert 90% of ourwaste from landfills by 2025 (from a 2007
baseline). Green hubs will play a key role inenabling our landfill-free capabilities. Our
green hub program collaborates with local
waste vendors at select ports to verify —through periodic audits — that the waste
offloaded from our ships is treated properly
and diverted from a landfill. We send any
solid waste that can’t be recycled, reused or
repurposed to waste-to-energy facilities inapproved ports.

In 2022, we launched phase three of ourinitiative to eliminate single-use plastics
on our ships. During the first two phases,
we eliminated plastic straws, stirrers, steakmarkers, condiment packages, cutlery andshopping bags, helping reduce our singleuse plastics onboard by 60% since 2019.
Phase three focuses on eliminating plastic
water bottles, food containers, cups and lids.
Many of our ships have already switched torecyclable aluminum cans for drinking water.

We currently maintain green hubs in ports
across the United States, Europe and otherregions, and are focusing on expanding the
program’s presence in the Mediterranean.

Emerging Waste Management
Technologies
Royal Caribbean International’s upcoming
Icon of the Seas will introduce a first-of-itskind waste management system that converts
waste to energy onboard, allowing us tocompletely repurpose our waste to reduce ourenergy consumption. The system converts

Our target is eliminating 100% of single-use
plastics from our ships by 2025, with thepossible exception of disposable medical
gloves and other items critical to health andsafety. Upon the completion of phase three
in 2023, we will reassess the program anddetermine our next steps.
Download our Waste
Management fact sheet.

See our Performance Tables on page 69
for more on our waste progress in 2022.

First cruise company to achieve

ISO 14001

certification for environmental
management.

Industry’s first dedicated onboard

ENVIRONMENTAL
OFFICERS

to ensure waste standards
are met with daily monitoring,
testing and compliance controls.

Every crew member receives

IN-DEPTH SAVE THE
WAVES TRAINING

upon joining and is expected
to follow proper waste
management protocols.

31Supply Chain

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTSupply Chain

35

Supplier Management and Principles

36

Sustainable Sourcing

We are committed to sourcing responsibly toprotect people and the planet.
32Supply Chain

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur supply chain fuels everything we do. It also provides anopportunity to extend our positive impact well beyond thewalls of our business by leveraging our approximately 10,000
supplier relationships in over 120 countries.
We seek to build a more responsible, resilient supply chain that promotes the wellbeing of workers,
communities, our employees and the environment. In sourcing food, fuel, materials and other items
for our ships, we strive to choose partners and products that adhere to sustainable practices. Our
partnerships with WWF and the Humane Society have contributed to this effort, helping drive newideas as we chart a course for a more sustainable food supply.
We also work diligently to build strong relationships with suppliers and business partners who share
our commitment to ethical business practices and human and workplace rights.

Read our fact sheets for moreon our supply chain practices.

33

Supply Chain

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTInterview with Our Executive Vice
President of Shared Services Operations
We chatted with Laura Hodges Bethge, Royal Caribbean Group’s Executive
Vice President of Shared Services Operations, on the role of the supply chain increating a more sustainable economy.
Q: Our supply chain is essential todelivering the best vacations, responsibly.
What role do you see it playing inside andoutside our business?
A: For us, building a more responsible andresilient supply chain is a top priority whensourcing the food, fuel and supplies that
contribute to an exceptional experience on
our ships.
I believe our commitment to source
responsibly is a unique opportunity toincrease our positive impact and help protect
our people and planet. In fact, this past year,
we created robust supplier management
plans and strategies that track our progress.
Q: Behind our seamless shoreside andonboard operations are devoted teams
addressing numerous challenges. How
does your team ensure that our operations
meet and exceed industry standards?
A: Collaboration is essential to us because
procuring resources for our cruise ships is acomplex process with many moving parts. To
maintain a balance between quality, service,pricing and social and environmental safety,
our employees across teams and departments
must effectively communicate and work
together.

Recognizing the value of collaboration, we
also partner with organizations that share
our commitment to ethical and sustainablebusiness practices. Our partnerships withWorld Wildlife Fund (WWF) and the Humane
Society have been invaluable in driving new
ideas and efforts on our journey to a moresustainable and humane food supply.
At Royal Caribbean Group, collaboration is
integrated into every process in our businessbecause we know that together, we can unlock
innovative and holistic solutions to our biggest
challenges.
Q: Where we source our food has become
increasingly important. What would you
say guides our sourcing decisions?
A: While we focus on the fuel that powers
our ships, we are also passionate about the
food that powers our guests. This year we
continued to increase the percentage ofsustainable seafood we serve on our ships,
as sourcing from sustainable farms andfisheries is deeply important to us.
Our partnership with WWF helped us
develop sustainable seafood targets and is
helping us strengthen our seafood sourcing.

We’re also looking at working with local
vendors to source food and supplies. This
helps lower our carbon footprint, supports
local companies and communities, and gives
exceptional culinary options to our guests.
For example, our cruises on the Pacific
Coast and Alaska enjoy locally grown fresh
fruits and vegetables from family-owned
businesses. We also source fresh wild-caught
seafood from local fisheries.
Q: What achievements or initiatives fromthe past year make you most proud?
A: We are dedicated to creating a supply
chain that not only delivers the greatest
products but also fosters the health and wellbeing of our employees, communities andenvironment. This year we have made great
progress. I’m especially proud that:• We completed our Scope 3 emissions
assessment — which is helping us define
clear targets on our journey to Destination
Net Zero — and shared the results in our
first TCFD report.
• Royal Caribbean International’s Navigatorof the Seas became the first major cruise
ship to sail from a U.S. port using renewablediesel. This was a significant step in
exploring alternative fuels on our journey to
net zero.

• We advanced our transition to alternative,
low-carbon fuels, including finalizing our
liquified natural gas (LNG) supply chain for
our first LNG-powered ships: Silversea’s
Silver Nova, which debuts in 2023, andRoyal Caribbean International’s Icon of theSeas and Utopia of the Seas, both debuting
in 2024.
Q: We love learning why employees choose
to work at Royal Caribbean Group. Can you
share your “Why RCG”?
A: Without a doubt it is our drive to innovate.
Working with like-minded people who areeager to break new ground and evolve ismotivating. I love that every day feels like
we’re on the brink of a new discovery.

34

Supply Chain

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTSupplier Guiding Principles
Integrated tools and management strategies help us improve the performance of our
supply chain and meet our responsible sourcing targets.
We manage our global operations withhonesty, fairness, integrity and trustworthiness,
and we expect and require our suppliers to
do the same. To help ensure the integrity andperformance of our supply chain, in 2022
we strengthened our supplier managementfoundation, creating a robust plan andstrategies to systematically track our impact
and progress.

Supplier Guiding Principles
We work diligently to build and maintainrelationships with suppliers who share
our commitments to fair labor practices,human rights, environmental stewardshipand safety. Our Supplier Guiding Principles
outline the minimum ethical standards andrequirements for all Royal Caribbean Groupsuppliers. We encourage our suppliers to use
these principles to guide their actions and tocontinuously raise standards throughout theirorganization.
Our Supplier Guiding Principles are consistent
with the expectations put forth by the United
Nations Global Compact, International Labor
Conventions and our company’s own Code ofBusiness Conduct and Ethics.
In addition to adhering to our guidelines, we
expect suppliers to report any concerns or
violations using our AWARE compliance andethics third party 24/7 hotline or by email,phone or online.

New Supplier Screening
We maintain a comprehensive review
process for suppliers who do business with
us to ensure they share our commitment tohuman rights and doing business ethically.
Suppliers are reviewed for their sustainability,
operational, financial, ethical and regulatory
standards. During the registration process,we request information on diversity, safety
and environmental certifications, in addition
to background on organizational structure,
ownership, financial data, accreditations andlicenses.

Enhanced End-to-End
Management Tools
We further enhanced our supplier web portal
in 2022, with the goal of full operational
deployment in early 2023. Our portal provides
a single, central hub for collecting informationfrom suppliers, with classification data on
supplier diversity, environmental practices
and other decision-useful information. Withan easily searchable database of information
provided during the supplier intake process,we’ll be better equipped to evaluate
our supplier partnerships and meet our
responsible sourcing targets.
The portal will be particularly valuable inhelping us advance our work with our diverse
supplier base, including small, minority-owned
and local suppliers, which can spark economic
development in our destination communities

and potentially reduce our GHG emissions.
We’re also integrating a business spend
management platform, which will provide an
end-to-end view of our supplier spend andhelp promote operational efficiencies acrossour supply chain.

Evaluating ESG Risk
in Our Supply Chain
Given our dynamic and global supply chain,
we’re also looking at how to use the ESG
information in our supplier portal mosteffectively to determine risk. In response to
emerging, ESG-related supply chain risks
identified by our Enterprise Risk Management
program, we continued developing a morerobust ESG Risk Framework in 2022. The ESG
information and framework allows us to createa single aggregated view of supply-chainwide operational, social, environmental andgovernance risks, helping us prioritize efforts
and allocate resources to mitigate our risks.
Within the framework, our supply chain
ESG Risk Register provides a construct of
how to view risks. It also integrates thirdparty research and insights to ensure ourinformation is actionable, current andaccurate.
For information on our commitment to humanrights, see page 53. For more on our overall
enterprise risk management process, seepage 65.

35

Supply Chain

2 022 ENVIRENVIRONMENTONMENTAL
AL,, S
SOCIALOCIAL AND GO
GOVERNANCE
VERNANCE REPORREPORTT

Sustainable Sourcing
We’re committed to searching for more ways to provide sustainably
and locally sourced food to our guests and establish more sustainable fuelsources.

WWF: OUR PARTNER INSUSTAINABLE SEAFOOD
SOURCING
WWF works with companies like ours totrace foods and beverages from origin to
the table, measuring the impacts along theway. WWF helped us develop our sustainableseafood targets and supports our efforts tosource seafood from fishery and aquaculture
improvement projects with sustainable
and ethical sourcing practices. We’re also
working with WWF to achieve our chain ofcustody for seafood handling and launch
our Marine Stewardship Council/Aquaculture
Stewardship Council eco-label.
We have supported multiple fisheryimprovement projects in partnership with
WWF, including working to transition mahi
fisheries across Peru, Ecuador and Costa Ricaand supporting more responsibly farmed
salmon in Chile.

GOAL

2022 PROGRESS

Source 100% cage-free eggs
globally by 2025

• 52% sourced

Source 100% of chicken for U.S.
operations from Global AnimalPartnership Certified suppliersby 2025• 20% sourced

Source 100% gestation-crate-freepork globally by 2025

• 15% sourced

Source 90% Marine StewardshipCouncil (MSC) certified wildcaught seafood and source 75%
Aquaculture Stewardship Council(ASC) certified farm-raised seafood
by 2025• 83% of wild-caught
seafood MSC certified
and 75% of farm-raised
seafood ASC certified

Obtain MSC and ASC chain ofcustody certification for our ships
by 2023• Work conducted todevelop chain of custodycertification

Procuring resources for our cruise ships is a complex
process that involves diverse vendors across the globe. Our
ships’ guest capacity ranges from 100 to more than 7,000. To
meet our guests’ needs, we must ensure we have scalable,
sustainable sources of food, fuel and other products for theduration of our cruises, which may range from a few nights
to several weeks.

In making sourcing decisions, we evaluate products toensure a balance of quality, service, price, and social andenvironmental responsibility. Our sustainable sourcing targets
play a key role in helping us achieve this balance while driving
transparency and accountability in our supply chain.

Sustainable Seafood
In 2022, we continued to increase the percentage ofsustainable seafood we serve on our ships. Sourcing fromsustainable farms and fisheries is a high priority for Royal
Caribbean Group, as they help give species time to replenish
their population and protect biodiversity. Several years ago,
we set a 2020 target to source 90% of our wild-caught and
75% of our farm-raised seafood from sustainably certified
sources. The target was postponed due to the COVID-19
pandemic; however, we remain committed to sourcing 90%
of our wild-caught and 75% of our farm-raised seafood fromsustainably certified sources by 2025.

Cruelty-Free Foods
We strive to improve the treatment of farm animals raised forthe meat and eggs we procure for our ships. This includes
committing to ensure that 100% of our pork is gestation­crate-free, 100% of our eggs are cage-free, and 100% of ourchickens sourced for U.S. operations are certified by the
Global Animal Partnership by 2025.

362022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Local Product Sourcing
Where we source from is just as important as who wesource from. We’re exploring ways to procure food,beverages and other products from suppliers who
operate near our cruise terminals around the world.
Local sourcing helps reduce the carbon footprintof our supply chain, boost local businesses andcommunities, improve lives in the destinations weserve and expand culinary options for our guests.
For example, we supply our Pacific Coastal andAlaskan cruises with products from several familyand employee-owned businesses that deliver
locally grown fresh fruits and vegetables, as well as
local fresh milk, cheese, ice cream and other dairy
products. In addition, we have engaged farmers in
Puerto Rico to supply local dairy items and fresh
vegetables for our ships through partnerships withlocal government agencies.

Future Fuel Supply Chains
While our shipbuilding and marine operations
teams develop the technologies to power our ships
with cleaner fuels, our supply chain team is working
to establish reliable and sustainable sources forthese fuels.
LNG Supply Chain
In 2022, we finalized our supply chain for LNG, thecleanest-burning fossil fuel currently available. ThisLNG supply chain will accommodate Silversea’s
Silver Nova and Royal Caribbean International’s
Icon of the Seas and Utopia of the Seas in Florida
and the Caribbean. All three ships will debut in thenext two years.

Supply Chain

One of the keys to establishing LNG as a standard
for powering cruise ships is building an extensive,
safe and reliable supply chain infrastructure. For
example, our LNG partners will provide stateof-the-art marine bunkering and gas delivery
mechanisms to refuel Icon of the Seas at various
Caribbean destinations. Royal Caribbean Group’s
Icon class ships will run primarily on LNG but canalso run on distillate fuel for ports without LNG
infrastructure. The LNG fuel will be sourced fromfacilities in Jacksonville, Florida, which eventually will
incorporate renewable feedstocks in the fuel mix tofurther reduce its carbon footprint.
Other Future Fuels
LNG isn’t the only alternative fuel on our current
supply chain agenda. In 2022, we partneredto supply renewable diesel to Royal Caribbean
International’s Navigator of the Seas, the first trial ofthis nature in North America. We plan to expand our
supply chain for renewable diesel to Europe in 2023
as we assess the fuel’s feasibility for long-term use.
We’re also evaluating the availability andcompatibility of other alternative fuels for our
new builds and existing fleet. Although many ofthese fuels and related technology are still inthe developmental phase, we’re committed toassessing their supply chain potential in advance,
so we can hit the ground running when the fuels
are available.

Download our Supply
Chain fact sheet.

37SocialC SOCIAL AND GOVERNANCE
E RE
2022 ENVIRONMENTAL,REPORT

SocialWe’re committed to being a force for good for our
employees, guests and destination communities.

40

Our Guests

43

Our People

53

Human Rights

55

Our Communities38

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

SocialNo business is an island, but it’s especially true of Royal
Caribbean Group. From our employees to our guests to thedestinations we visit on our cruises, we have millions ofopportunities to make a difference in people’s lives.
We seek to make our vacations as safe as they are memorable through industry-leading health,safety and privacy practices. Internally, we champion a creative, collaborative culture thatempowers our shipboard and shoreside employees to thrive.
We also aspire to protect the oceans and adjacent communities for generations to comewith our Blue Green Promise SM . Announced in 2022, the Blue Green Promise sets a
course to restore ocean ecosystems, inspire future generations and invest in theeconomic vibrancy of our destination communities. We consider the survival andsuccess of the seas we sail and the places we visit our highest responsibility —one we gladly accept.

Read our fact sheets for more on our guest
and employee practices and social impact.

39

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur Guests
We go above and beyond to create a safe, healthy environment for guests and provide unforgettable cruise experiences.
When people choose to sail the world withus, we owe it to them to make their trips asrelaxing, safe and healthy as possible. We
honor their trust and loyalty by continuallyraising the bar in health and safety, data
privacy and other areas central to ourguests’ wellbeing. In the wake of COVID­
19, this included pioneering a dynamic
onboard medical system with a state-of­
the-art public health presence, enabling us
to once again offer one of the world’s safest
vacation experiences.

Guest Health and Wellbeing
We’ve long maintained some of theindustry’s most rigorous and thoughtful
health and safety protocols. Whether at sea
or on land, we aspire to keep our guests
and employees out of harm’s way andensure they’re prepared in the event of an
emergency or security incident.
The severity of COVID-19 required us to takeour existing health and safety measures tothe next level. We reevaluated our entire
health and safety infrastructure and applied
the best available science, technology,
engineering and public health principles tomake a range of improvements.
In 2022, we continued building on theseenhancements with new equipment andstrategies, as well as evolving our systems to
be more flexible and responsive when publichealth crises arise.

State-of-the-Art Facilities and Staff
Our ships are equipped to manage a wide
range of medical scenarios. Already state-of­
the-art prior to the pandemic, our facilities
were upgraded in 2021 to provide enhanced
assessment, diagnosis, care and support
for severe cases of COVID-19 or COVID-like
illnesses. Staffed with highly credentialed
doctors, nurses and other medical
professionals, who are available 24/7, ourfacilities can support urgent and emergent
care issues, as well as overnight patient care,when needed.

We’ve also enhanced our prevention protocols,
including improving our inspection andsurveillance capabilities to better detect
COVID-19, gastroenteritis (GI) and othertransmissible illnesses as early as possible.
Improved testing of potable water, recreational
water facilities and living areas — combinedwith our infectious care facilities — make us
more capable of stemming outbreaks before
they spread. This is important to our crew
members as well, whose health is critical todelivering outstanding vacation experiences toour guests.

A More Flexible Care Model

Evolving COVID Protocols

Prior to the pandemic, our medical system
was fairly reactive and defined: Guests
received outstanding medical care when
they needed it, but preventative care wasn’t
as much of a priority. COVID-19 compelled
us to create a more dynamic care structure
capable of responding to unforeseen crises,with an increased focus on preventing
outbreaks before they happen.
Among our most consequential moves
was adding Infection Control Officers
to each ship in 2021. These officers are
responsible for helping us adhere to thehighest standards of public health andinfectious disease protocols. In 2022, webegan transitioning from a single officer
per ship to a traveling team of Public Health
Officers, who facilitate our evidence-based,
data-driven infection prevention and control
program in close coordination with our
medical teams, shoreside public healthofficials, crew and other team members.

Improvements in our onboard protocols
and processes — along with factors likeincreased vaccine protection and changing
cultural attitudes — led us to ease up on
some of our COVID protocols in 2022. We
no longer automatically disembark anyone
with COVID, as we’re now capable of safely
isolating patients onboard without increasing
risk to crew or other guests. Our vaccination,
surveillance testing and masking policies
have changed as well. COVID case counts
aboard our ships have continued trending
lower as we’ve lifted our protocols, validating
our ability to effectively manage cases
without disruption.

Continuous Reporting and Monitoring
We currently monitor evolving COVID
conditions, along with the percent ofour guests who test positive. Our teams
also continually monitor and evaluate our
response protocols and actions to assess
their effectiveness. We report all cases of
COVID-19 and influenza-like illnesses to theappropriate authorities, as required.
For ships sailing in U.S. waters, GI cases
are also reported to the CDC when a 2%
threshold is reached. Thanks in part to our
public health protocols, only one Royal
Caribbean Group ship exceeded the GI
threshold in 2022.

15-20xPER
HOUR

Frequency of air changes inpublic spaces on our ships (andup to 12x in our staterooms)

TWICE

the frequency
recommended for public
spaces like theaters andhotel lobbies*(ASHRAE www.ashrae.org)

We also use advanced localized
air filtration with MERV 13
filters and antimicrobial copper
cooling coils to provide an
additional layer of protection.

40

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Guest Safety and Security
The safety and security of our guests is ourhighest priority and fundamental to ouroperations.
Emergency Preparedness
We take serious measures to ensure every
person on board our ships is prepared foran emergency or security event. At the
beginning of every cruise, all guests andcrew must complete a drill known as the“muster” drill, to ensure they know what to
do and where to go in the unlikely eventof an emergency. We identify each guest’s
muster location on individual key cards andon the back of every stateroom door. Guests
also have access to pioneering eMuster
technology which makes key elements ofour safety drill available to guests via theirmobile devices and stateroom TVs.
In addition to the muster drill for our guests,
our officers and crew conduct weekly,monthly and annual drills on every ship, andcomplete extensive training, certificationand scenarios in preparation for the very
unlikely event of an emergency, including
training on ship evacuation procedures. All
our ships have sufficient lifesaving craftto accommodate every guest and crew
member onboard, as well as additional
capacity in reserve.

Best Practices from
Leading Safety Organizations
All our ships are designed and operated incompliance with the strict requirementsof the International Maritime Organization,
the UN agency that sets global standards
for the safety and operation of cruise ships,
codified in the Safety of Life at Sea (SOLAS)
Convention. This includes compliance with
the International Ship & Port Facility Security
Code (ISPS). In addition, our ships comply with
the U.S. Cruise Vessel Security and Safety Act(CVSSA) requirements regardless of where
they sail in the world, including requirements
on railing heights, access control, closed
circuit TV, medical preparedness, crime
allegation reporting and crew training. Our
own requirements generally exceed thosespecified within the CVSSA.
Guest Security
Our security teams go above and beyond
to ensure guest safety. We were the first
corporation to receive RAINN certification in2015, providing a clear path for preventing
and responding to sexual assaults. Our
security guards are also required to wear
body cameras for the protection of ourguests and crew.6 We’re also evolving ourapproach to situation management, so we
can better understand and prepare for the
security risks our guests face both at sea
and in our destination communities.

Data Privacy and Cybersecurity
Privacy is important to us and we aretransparent around what personal
information we collect and how we use it.
Our Privacy Policy is available here.
Our privacy and cybersecurity programs
are designed in line with applicable laws
and regulations and serve to govern thecollection and use of personal informationand to maintain its availability, integrity andconfidentiality.
This includes administrative controls
such as policies, standards, procedures,and resiliency and recovery plans;
technical controls such as encryption,access measures, vulnerability and patch
management, security threat detection, andautomated prevention and remediation tools;
and physical controls such as CCTV, security
guards, electronic access systems and hightier data centers. In addition, we maintainorganizational oversight through executive
management and the Audit Committee on
our Board of Directors.

NIST Cybersecurity Framework
Our internal cybersecurity professionals
leverage the National Institute of Scienceand Technology (NIST) cybersecurity
framework and input from third-party cyberexperts to define our cybersecurity program,our progress, and required changes basedon an evolving external landscape and therisks most relevant to our business. We
continuously monitor threat intelligence andtake proactive steps to keep bad actors atbay. Our 24/7 Security Response Teams are
responsible for assessing, documenting andresponding to all cybersecurity incidents.
All employees are expected to attend
mandatory cybersecurity training eachyear, as detailed in our employee Code ofBusiness Conduct and Ethics. We also offer
targeted cybersecurity training for specificroles, along with “just-in-time” training thatsimulates specific cyberthreat scenarios tohelp employees stay current.

Download our Health, Safety
and Security fact sheet for moreon our guest safety practices.

6

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

41

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Accessible Cruising
Royal Caribbean Group is a global industry
leader in providing innovative and accessible
cruise vacations for people with disabilities,
with a wide variety of accessible products
and services designed to meet the needsof our guests with mobility, hearing, visual,neurological/neurodiverse and otherdisabilities. We also collaborate with ourbrands to develop global disability inclusion
strategies and standards in the marketplace,including in the areas of digital accessibility
and supplier diversity.

Accessibility Advancements for Our
Ships and Destinations
Our newest ships continue to raise the barin accessibility. Launched in 2022, Royal
Caribbean International’s Wonder of theSeas boasts 45 accessible staterooms,
including two-story Crown Loft Suites
featuring elevators with easy access to bothlevels and accessible bathrooms on eachfloor. Celebrity Beyond, Celebrity’s newest
Edge series ship, includes 28 accessible
staterooms with automatic doors. The ship’s
Accessible Edge Staterooms feature Infinite
Verandas that turn the guest quarters into
a seamless space — from the room’s door
all the way to the water’s edge — with no
thresholds or ramps to the veranda.

We also enhanced accessibility at our
private Perfect Day at CocoCay island. Paved
pathways with accessible trams dot theisland. We equipped the Oasis Lagoon Poolwith two pool lifts, while the Coco Beach
Club features an Infinity Pool with a lift,
accessible routes to all floating and beachcabanas, ramps, lowered counters and anaccessible restroom.
Accessible Trip Planning
Our 30-person Access Department includes
a specialized pre-cruise contact center
that helps guest and travel advisors plan
accessible cruise vacations and shore
excursions. Online microsites and brochures
are also available with detailed informationon accessible cruise options.
Award-Winning Autism-Friendly Program
Designed in collaboration with travelorganization Autism on the Seas™, ourAutism-Friendly Program is designed toaddress the many needs of individuals
with autism, Down syndrome and otherdevelopmental disabilities. Both Royal
Caribbean International and Celebrity
Cruises offer a wide range of autism-friendly
products and services, including sensoryfriendly films and toys; special dietary menu
options; and staff with autism-friendly
training in our youth club.
Exclusive to Royal Caribbean International,
most ships feature free on-demand accessto The Autism Channel™, a streaming TV
channel that provides information andresources on improving the lives of people
with autism spectrum disorders.

On Celebrity Cruises, we partner with Fat Brain
Toys® — one of the most highly regarded toy
companies among occupational, physicaland play therapists — on an exclusive autismfriendly toy lending program.

Guest Satisfaction
We continuously strive to enhance the guest
experience and provide the best vacations
possible. We measure our success throughour Global Post Cruise Guest Feedback
Program. Since 2014, we have collected,
analyzed and taken action on survey
feedback from over 11 million guests across
107 countries in 15 different languages.
At the conclusion of a cruise, each guest
receives a survey covering all aspects ofthe guest experience, including boarding,dining, entertainment and leaving the ship.
Guests have seven days to complete thesurvey, and responses are collected andshared in real time for the entire organizationand crew to view.
Royal Caribbean Group has some of themost engaged guests in the travel industry.
Over 50% of our guests completed thesurvey in 2022, more than twice the averageindustry response rate. More than 90%
of guests who responded left a detailed
comment about their experience.
Of course, responding to guest feedback
is just as important as collecting it. Every
employee from shipboard crew members
to our CEO is given real-time access to the
feedback after each sailing. Our employees
logged in more than 900,000 times in 2022
to analyze ratings, read guest comments andact when necessary. Thanks to the effortsof this program and our dedicated crew, wehave improved our key performance metrics
by 30% since 2014.
42

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur People
We champion a strong, inclusive, employee-focused culture.
GOAL

2022 PROGRESS

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

• Council formed in 2022
(ahead of schedule)

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

• U.S. shoreside review
completed

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

• Enhanced our supplier web
portal to more accurately
capture supplier classifi­
cations~102,500

130+ COUNTRIESEMPLOYEES IN 2022

94,300Crew
members

8,200

Representing 60% of theworld’s nationalities

Shoreside
employees

We travel most of the known world — and our team members are withus every step of the way. Their warmth, caring and professionalism isthe reason our guests keep coming back for more.
To build the best possible team, we nurture a diverse, dynamic
culture that reinforces collaboration, passion and innovation. We also
take care of our people with industry-leading safety practices andworld-class compensation and benefits, including numerous mental
wellness resources to support our employees’ overall wellbeing.

50,667
employees

12,455
employees

GENDER BREAKDOWN BY REGION

58%

60%

Male

Male

42%

40%

13,789

69%

Male

31%

employees

83%

Male

17%

FemaleFemaleFemaleFemaleNorth America,
Central America& Caribbean

South America

Europe, Middle
East & Africa

Asia, Australia& Oceania

4,291
employees

Download our Workplace
Culture fact sheet.
Gender Breakdown by Region and Global Employee Distribution figures exclude Silversea Cruises shipboard data.

43

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTInterview with Our Chief
People & Outreach Officer
We chatted with Dana Ritzcovan, Royal Caribbean Group’s Chief
People and Outreach Officer, on the importance of values,
fostering creativity and our 2022 successes.
Q: In 2022, we returned to full operations
and delivered memorable vacation
experiences to five million guests, exceeding
our own expectations. What is the north starguiding how we conduct our business?
A: Delivering the best vacations responsibly
guides the company and our people, who— along with innovation — are at the coreof everything we do. Our passion and theculture to deliver the best experiences for ourguests, our employees and the communities
we touch compel us to act responsibly and do
the right thing across our business.
We recently introduced Propelled by People,
a new program that’s anchored in our values
to put people first, achieve excellence
together, grow with purpose, lead withintegrity and be a force for the greater good.
The program encompasses our commitment
to drive progress on the issues that mattermost to our people and reinforce our cultureof continuous improvement as we continue
to introduce new, innovative experiences
both for our employees and our guests.

Q: We drive innovations that revolutionize
cruising. Do you feel a diverse and dynamic
employee culture is important to foster
creativity?
A: Every day we challenge ourselves andeach other to unlock innovation and bring
continuous improvement to our work. An
integral part of doing this is bolstering a strong,
inclusive and employee-centered culture.
In 2022, we employed more than 102,000
people from more than 130 countries,
representing 60% of the world’s nationalities.
By empowering every team member tobring their full and authentic self to work, wegain breakthrough insights fueled by theirunique ideas, experiences and cultures thatcatapults our vacation experiences to someof the best in the world.
Q: Royal Caribbean Group has a long trackrecord of environmental programs andinitiatives. How important is it to embedsustainability across an organization?
A: Since we introduced our Save the Waves
environmental program decades ago, we
knew our employees were at the heart ofits success. That’s why every crew member
undergoes Save the Waves training onboard
and plays a role in helping us achieve targets
like our ambition to achieve zero landfill
across the fleet.

Our shoresides teams are just as committed
to being a force for the greater good. While
this dedication is pervasive across Royal
Caribbean Group, over the last few years wehave expanded and created dedicated roles
that are embedded in key functional areas
across the company to continue to advanceour efforts.
For example, several years back we
expanded Environmental Officers from ourships to our private destinations. Since then,have added a dedicated shoreside private
destination sustainability role.
Q: What achievements or initiatives fromthe past year make you most proud?
A: Early on in 2022, the return of our global
fleet to services was a major milestone that
can’t be denied, but the year continued tobring moments that reinforced our values
and made me proud to be a part of Royal
Caribbean Group, including:• We completed our 2022 gender pay equity
assessment, which found that, on average,
women are paid 99.98% of what men
receive at Royal Caribbean Group.
• Our internship program — Search for
Excellence and Adventure University(SEA-U) — brought 100-plus students toour campus from a diverse talent pipeline,
including from Historically Black Collegesand Universities (HBCUs) and Hispanic
Serving Institutions (HSIs).

• We introduced Royal Caribbean Group’s
Blue Green Promise to protect, inspire andempower ocean communities and madeprogress on our ongoing work around thatcommitment. This includes continuing to
educate students at L’Ecole Nouvelle Royal
Caribbean, our school located near our
private destination in Labadee, Haiti. We
also helped build resilience into the new
Philipsburg Marketplace on St. Maarten,
so vendors can safely store their goods inpermanent, weather-resistant stalls.
Q: We love learning why employees choose
to work at Royal Caribbean Group. Can you
share your “Why RCG”?
A: For me, it’s the people — the people
we work with, the innovative work we do,the opportunities for growth and newchallenges, and the devotion of everyone
here to do the right thing.

44

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Propelled by PeopleSM

Our Values
At Royal Caribbean Group, we deliver unforgettable vacations to guests whotrust us with life’s greatest moments. We build the best ships, and even better
careers, all while doing the right thing. We are passionate. We are innovative.
We are unstoppable. We open the world to our employees.

Every ship, every cruise, every day, we aspire to:

Put people
first

Achieve excellence together

Grow withpurposeLead withintegrity

Be a force for thegreater good

We recognize the power ofdiverse teams and a culturethat values the contributionof individual talents, skills
and ideas, fosters belonging,trust, and respect
for all.

We embrace collaboratingwith our partners, creating
a fun work environment andsupporting our guests andeach other with passion,
pride and commitment.

We have the courageand humility to challenge
ourselves and each other,
unlocking innovation andcontinuous improvement
in service of our guests,
shareholders, ourcommunities and otherstakeholders.

Honesty, sound judgment,
taking responsibility andoperating with the highest
ethical standards are core to
our success.

It’s in our DNA to make sure
we are strong stewards of theenvironment, respect humanrights and positively impact
the people and communities
we touch.

45

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

2022 GLOBAL WORKFORCE ROLES BY GENDER

Diversity, Equity and Inclusion
As a global company with ships and offices around the world, we recognize
the vital role that diversity, equity and inclusion (DEI) plays in our success.
Studies show that organizations with strong DEI practices and inclusive cultures
attract and retain the best talent and spur higher levels of innovation. To ensure
Royal Caribbean Group accurately reflects the world we explore, we strive toattract talented professionals with a diversity of backgrounds, experiences andperspectives.
Our DEI strategy focuses on three areas:
1. Increase the diversity of our employee base and leadership by recruitingfrom a wider, more diverse pool of talent.

GLOBAL SHORESIDEALL TEAMMEMBERS

57%
FemaleSENIOR
MANAGERS
AND BELOWDIRECTORPLUS

43%

37%

Male

Female

63%

59%

Male

Female41%
Male

SHIPBOARD

2.B olster our culture of inclusion by empowering each team member to bring
their full and authentic self to work.
3. Reflect the increasing diversity of our guests and partners with DEI
initiatives they truly value.

ALL TEAMAMEMBERS

3 STRIPES
AND ABOVE

Increasing Employee and Leadership Diversity
At Royal Caribbean Group, we’re committed to increasing diversity across
our organization and unlocking the potential of our team members. Throughpartnerships with Historically Black Colleges and Universities (HBCUs), Hispanic
Serving Institutions (HSIs) and diversity recruiters, we’re finding, hiring andretaining exceptional candidates from underrepresented groups. Leaders also
have access to better data to help them assess the diversity of their teams anddrive progress in meeting our DEI goals.
Executive Diversity Council
In 2022, we launched a new Executive Diversity Council intended to better
integrate DEI into our business strategy and help us deliver measurable progressagainst our goals. Chaired by CEO Jason Liberty and composed of 11 seniorleaders, the council is responsible for prioritizing the DEI initiatives that are mostcritical for our company and creating accountability for the results. Many of these
initiatives are spearheaded by the council itself, which reports on their progress in
employee newsletters, all-hands meetings, town halls and other company events.

22%

Female

78%

17%

Male

Female83%
Male2022 U.S. WORKFORCE BY ETHNIC DIVERSITY
ALL TEAM MEMBERS

DIRECTOR-PLUS

55%

35%

58%

81%

62%

83%

Racial minority

Diversity Index*

Racial minority

Diversity Index

SENIOR MANAGERS
AND BELOW

Racial minority

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

2022 BOARD DIVERSITY

21%

Racial minority

29%
Women

46

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Attracting Diverse Candidates
We continued to broaden our talent pipeline in 2022 with
programs to recruit diverse talent. This year marked the first fullyear of our Search for Excellence and Adventure University (SEAU) internship program, which puts a strong focus on recruitingfrom HBCUs and HSIs. More than 100 interns participated in the
11-week summer program, including 28 graduating seniors, andwe extended employment offers to roughly two-thirds of theinterns. Our SEA-U program earned a 2022 Early Talent Award
from Handshake, which celebrates employers that launch careers
for young people. The program also landed on Vault’s 100 BestInternships for Diversity list, ranking #3 in Diversity with Respect to
Women, #8 in Racial and Ethnic Diversity and #29 overall.
We also continued helping veterans flourish in their careers
through our partnership with the U.S. Department of Defense’s
SkillBridge program. The program enables active members of themilitary to obtain specialized training through apprenticeships andinternships during their last six months of duty.

PROMOTING WOMENIN LEADERSHIPOn January 1, 2023, Barbara
Muckermann transitioned fromchief commercial officer to thepresident and CEO of Silversea
Cruises. In doing so, Muckermann
became the second woman to leadone of Royal Caribbean Group’s
three wholly owned brands, joining
Lisa Lutoff-Perlo, president andCEO of Celebrity Cruises.

Employee Resource Groups
We promote Employee Resource Groups (ERGs) to foster
inclusivity and build community among team memberswith shared backgrounds, affiliations or interests. Believingthat grassroots efforts are one of the best ways to generate
sustainable change, our leaders look to ERGs for feedback andguidance on creating inclusive business practices.
Seven ERGs are currently available to all employees, two of
which were formed in 2022:

Strengthening Our Cultureof Equity and Inclusion
We believe we’re at our best when people have the support andopportunity to be their authentic selves. At Royal CaribbeanGroup, we champion equity and inclusion across our organization
to create a workplace where everyone can thrive. This includes
even small details, such as serving foods from our employees’
home countries, so they feel at home wherever they are.

Anchored in
Pride (LGBTQ+)

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

Generation
to Generation(multigenerational
professionals)

Black Originators
Leaders and Doers(Black/African
American)Networkof Women

SOMOS(LatinX)

BEST FOR DISABILITY INCLUSIONFOR SIX YEARS RUNNING
We were named one of the 2022 “Best Places
to Work for Disability Inclusion” for the sixthyear in a row by Disability:IN® and the American
Association of People with Disabilities.

Royal Organization
for Abilities
Resources(disabilities)

47

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

99.98%
Our 2022 gender pay equity
assessment for U.S. shoreside
employees found that on
average, women are paid
99.98% of what men receiveat Royal Caribbean Group.

Gender Pay Equity
Closing the gender pay gap is both the rightthing to do and good business. Studies
show that achieving pay equity can increase
innovation, spur productivity throughimproved team morale, attract better talentand motivate leaders from underrepresented
groups to remain with a company. Royal
Caribbean Group has reviewed U.S. shoreside
employee compensation to ensure gender
pay equity. We will continue to conduct thisassessment annually going forward andare committed to making recommended
adjustments as needed.
DEI Training
In addition to targeted efforts to attract
diverse talent, we strive to create an inclusive
environment where our employees can
excel. To help foster this environment, werolled out new unconscious bias training in
2022. Through examples that explore themost common forms of unconscious bias
and its implications, participants are trained
to recognize their own biases when making
decisions and engaging with others.

Employee Health, Safety and Wellness
Whether at sea or on land, we are committed tocreating a safe and healthy environment where
our employees can thrive. From high-quality
preventative and mental health care to a new
pilot program to transform workplace safety,
our employees’ wellbeing is always top of mind.

Using Data to Improve Care
We increasingly use data from surveys,
healthcare claims and other sources toimprove health outcomes for our employees.
For example, diabetes can be effectively
managed if caught early, but can cause severe
complications if detected late. An uptick indiabetes claims among our crew members
led us to improve diabetes care offerings
onboard our ships, with an emphasis on early
detection. These modest improvements
in preventative care can not only help our
employees live healthier lives, but also prevent
more expensive and complicated claims andlost workdays down the road.

Mental Health and Wellness
We also rely on data to help us better serve
our employees’ mental health and wellness
needs. In response to surveys citing theemotional toll of COVID-19, time away fromhome and other stressors our crew members
experience, we’ve started adding mental
health systems with counseling support tomany of our ships. These systems add tothe many mental wellness programs we’vecreated for both shoreside and shipboard
employees in recent years.
In 2022, we made a conscious effort tochange the dialogue around mental healthby switching from disparaging terms such as“mental illness” to more uplifting terminology
like “mental fitness,” and encouraged
employees to train their mental fitness inaddition to their physical fitness. The slightchange in verbiage — along with a consistentemphasis in our bi-weekly shoreside andmonthly shipboard newsletters — sends astrong message to employees that Royal
Caribbean Group cares about their wellbeing.

11th HEALTHIESTWORKPLACE
We finished #11 in the Healthiest 100
Workplaces in America rankings from
Healthiest Employers®, which recognizesorganizations taking a more proactive
approach to employee health.

48

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Well Platform
Our Well Platform offers resources tosupport employees across eight dimensionsof wellbeing: Physical, emotional, social,intellectual, occupational, financial,environmental and spiritual. Employees canaccess fitness classes, mediation sessions,personal training programs, personalized
health tips and more — virtually and in person— all designed to uphold a high standard ofwellness no matter where they are.
We made several improvements to our
Well Platform in 2022, including:

Healthy Living Rewards
Available through our Florida Blue insurer,
Better You Strides invites our shoreside
Florida employees to record their healthjourney through a fun, customizable
rewards program. Participants earnpoints toward reducing medical costs,
just for completing healthy activities
such as preventative screenings, disease
management, healthy eating, walking forwellness, managing stress, meal planning or
reading nutrition labels.

• Discount offerings to wellness facilities

Workplace Safety• Equipment upgrades in our fitness facilities,
including at our Crew Medical Hotel and
Perfect Day at CocoCay

We go the extra mile to make sure ourmarine work environments are as safe
as possible for our crew. One oddity
about shipboard safety, however, is that
the Occupational Health and Safety
Administration (OSHA) has released few
maritime-specific safety regulations
regarding ship operations. Most OSHA
regulations focus on shipbuilding andother drydock concerns, not what actually
happens at sea. While we follow our own
rigorous Occupational and Guest Safety
standards, we also recognize that there’s
always more to be done.

• Onsite massages and chiropractic, vision,
dental, and medical care
• Onsite flu shots for shoreside locations• Integrated chiropractor and physicaltherapy services at our Production
Studios to support injury prevention andmaintenance for our entertainment crew
• Onsite breast cancer education• Bi-weekly wellness educational seminars• Monthly and quarterly financial wellness
seminars

In late 2022, we initiated a pilot on Royal
Caribbean International’s Oasis of theSeas, Harmony of the Seas and Freedomof the Seas to strengthen our approachto occupational and guest safety acrossour fleet. Through multiple layers of risk

assessment, mitigation, monitoring andcontrols, the pilot focuses on the thousandsof unique safety risks on a cruise ship —such as handling knives and chemicals,
operating heavy machinery and installing AV
equipment on our live entertainment stages.
The program’s focus areas include:• Injury prevention• Risk assessment and policy development• Robust education and training• Clear responsibility and accountability foroccupational and guest safety• Validation and compliance monitoring• Performance measurement
To help coordinate the program, weestablished a new Public Safety Officer
aboard our ships. Currently a “proof ofconcept” position on the three ships, Public
Safety Officers are responsible for monitoring
ship-board compliance with our policies andstandards, monitoring relevant injury issues
and claims, and addressing the underlying
root causes. The role also takes the lead on all
injury-related investigations and associatedresponses onboard. Other responsibilities
include training the staff, monitoring theship’s overall performance and addressing
issues or trends identified during audits or
quality control reviews.
We expect to deploy Public Safety Officers
fleet-wide in early 2023.

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Employee Benefits and Engagement
To help us attract and retain top talent,
we maintain a compensation and benefits
package for shoreside employees that’s
among the most generous in our industry.
See our Workplace Culture fact sheet for
details on our compensation package.
At sea, our crews have access to the samestate-of-the-art medical facilities as ourguests, including critical care equipment
to provide appropriate assessment,
diagnosis, care and support for severecases of COVID-19 or other illnesses.
Shoreside employees also have access totailored care offerings designed to improve
employees’ quality of life.
We advocate for our employees’ wellbeing
in other ways. For example, we maintained
consistent health care costs and coveragefor our employees throughout COVID-19 andits aftermath, so they didn’t bear additionalburdens during an already difficult time.
We also offer extra-special perks for new
employees, such as giving employees andguests a complimentary seven-day cruise
after starting at Royal Caribbean Group, plus
discounts on future cruises.
Employees can also take advantage of
flexible working arrangements that givethem more control over how and when they
like to work. Shoreside employees have theoption to work from home on Fridays andcan also work from anywhere in the world
for two weeks out of the year.

Living Wage
As the cost of living increases in many of ourcommunities, wages don’t always follow. To
ensure that our shoreside employees earnenough to live comfortably, we conducted
an assessment in 2021 and implemented
adjustments in 2022 for all U.S. employees.
The wage is based on the hourly rate for
two working adults with one child in the
Miami area, according to the MIT Living
Wage Calculator. We’re working on similar
policies for global shipboard and shoreside
employees. All shipboard employees haveguaranteed overtime included as part oftheir pay. We believe these policies are both
good for our employees and good businessin terms of rewarding and retaining talent.
Shipboard Benefits
Our shipboard employees work with us
for specified contract periods and are also
eligible for benefits. As of December 31,
2022, 88% of our shipboard employees
were covered by collective bargaining
agreements. Our competitive Total Rewards
package for these employees includes
pay, housing, meals, health care, savings
programs, employee assistance programs,
educational opportunities and more. These
include medical coverage for the durationof the contract and access to a range of
onboard amenities and services that vary bystaff ranking and position. Eligible officers
have access to year-round medical coverage
under a group plan at their discretion.
We typically apply these same standards tocrew members not covered by collective
bargaining agreements.

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Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Employee Engagement
Listening to and acting on employee
feedback is critical to our business. We
regularly collect feedback from employees
to better understand and improve theirexperiences and identify opportunities tostrengthen our culture.
We rely on quarterly pulse surveys togauge how our employees feel about
their experience working for the company.
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. In 2022, our full-year
engagement level was 86% for shoreside
employees and 80.3% for shipboard. Bothnumbers are well above our targets andindustry averages.

Learning and Professional
Development
Our Learning and Development team is a
catalyst for building a culture of continuous
learning for both shipboard and shoreside
employees, offering a diversified portfolio ofopportunities — from in-person, instructorled training sessions to anytime, anywhere
online platforms for learning on the go.
In 2022 our workforce invested roughly 2.5
million hours in our online RCL University
platform, which covers such topics as
ethics, compliance, safety and security,
professional development and leadershipskills. In total, employees completed morethan 1 million courses within our learning
management system.

Employee
Tenure0-1 year ................... 31%
1-5 years ................ 25%
6-10 years ............. 22%
11-15 years ...............11%
16-20 years ............. 6%

2.5

MILLION
HOURS
Our workforce invested
approximately 2.5 million
hours in our online RCL
University platform.

20+ ............................. 5%

Download our Workplace
Culture fact sheet

51
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2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

SocialAchievements and Awards

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Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Human Rights
We are committed to respecting human rights andmaintaining ethical labor practices in our business
operations and throughout our value chain.
GOAL

2022 PROGRESS

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

• Engaged with strategic partner and internal
stakeholders; began developing roadmap for2025 completion

We also place a high priority on conducting business in accordance with the highest
standards of business ethics, core labor principles and general treatment of the people in
our workplace. We expect our business partners and suppliers to do likewise.

Principles and Policies
Our respect for human rights is enshrined in our Code of Business Conduct and Ethics,
which is underpinned by a robust suite of corporate policies and procedures. Notable
among them are our:
• Human Rights Statement• Supplier Guiding Principles

At Royal Caribbean Group, we recognize and embrace our responsibility — alongside thatof governments and domestic and international organizations — to respect, uphold andpromote internationally recognized human rights standards as set out in the International
Bill of Human Rights, the United Nations Guiding Principles on Business and Human Rights,
and the principles concerning fundamental rights in the International Labour Organization’s
Declaration on Fundamental Principles and Rights at Work.

• AWARE Compliance and Ethics Hotline• Modern Slavery Statement• Trainings that include human rights content
We’re currently in the process of updating our human rights policy, which we expect topublish in 2025. We’re also in the early stages of performing human rights
impact assessments for our hiring partners and crew.

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2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Safety & Quality
Management System
Among the most important expressionsof our respect for human rights is how wemanage our crew members. We employ
a Safety & Quality Management system(SQM) to standardize operations on ships
across our Royal Caribbean International andCelebrity Cruises brands. Silversea Cruises
uses a Vessel Management System (VMS)
that’s similar in design.
Our SQM is designed to ensure continuous
compliance with laws, regulations,requirements and commitments applicableto the ships and our shipboard workforce,
including the Maritime Labour Convention
2006 (MLC) — an International Labor
Organization convention — and the laws andregulations of the vessel’s flag state. Periodic
audits ensure the system is working andprovide the opportunity to identify system
improvements.
Our global workforce is employed incompliance with applicable laws andregulations. Our crew is largely represented
by seafarers’ unions and employed underunion-negotiated agreements that set forthcomprehensive employment conditions
that are consistent with or go beyond therequirements of the MLC.
All our hiring partners are MLC certified
or audited for MLC compliance by Royal
Caribbean Group. Additional efforts are madeby Royal Caribbean Group to ensure that ourhiring partners are operating consistently with
our Supplier Guiding Principles.

Download our Ethics andCompliance fact sheet.

SocialPreventing Human Trafficking
We are committed to respecting andprotecting human rights wherever we
operate and are taking steps to prevent
human trafficking wherever possible.
We recently began working directly with
Customs and Border Protection (CBP)
Washington on the Blue Lightning Initiative(BLI), which is affiliated with the Departmentof Homeland Security Blue Campaign.
We are currently assessing how we may
implement the BLI program, which helps
train internal human resources professionals,
crew and check-in staff to identify potential
traffickers and human trafficking victims
and report their suspicions to federal law
enforcement. The training also covers bestpractices for reporting anonymous tips.
We also participate in a joint task force with
the CBP and FBI to collaborate and share
information on illegal activity, including
patterns, nationalities and profiles ofpotential traffickers.

“Speak Up” Culture
We promote a “speak up” culture thatencourages our global workforce to seek
guidance and report issues or concerns. We
provide several channels to do so. DedicatedHuman Resources Managers on each
vessel and in our shoreside offices address
employee concerns. Managers receive
specialized training to record employees’questions, issues and concerns and escalate
when necessary. Employees can also
report issues related to harassment anddiscrimination on our AWARE complianceand ethics hotline, available 24/7 by phone,email and online.

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Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTOur Communities
We’re committed to empowering and inspiring thecommunities we visit, while protecting the oceans we sail.
GOAL

2022 PROGRESS

Certify 60% of RCG global tours to Global Sustainable
Tourism Council (GSTC) standards by 2026

• Joint work with teams to develop 2026 target• 39% of tours certified as of end-of-year 2022

Advance destination stewardship and community
development through partnerships, initiatives andresponsible practices• Held multi-stakeholder workshop to identify key areas of
impactSupport sustainable and resilient oceancommunities, employee engagement andvolunteering through the implementation of ourBlue Green PromiseSM by 2023-2024• Implemented cultural and historical education activities forguests with local community participation in Labadee, Haiti• Implemented environmental improvements supporting
conservation and efficiency at Perfect Day at CocoCay andLabadee sites• Supported student development through mentoring
programs in South Florida — including Kids and the Powerof Work (KAPOW) and Big Brothers Big Sisters — and our
STEM for Oceans program in the Caribbean

As a cruise company that sails the world, we’re
only as vibrant as the seas we sail and the places
we visit. We embrace our responsibility to connect
our guests to the planet’s most beautiful places
and cultures — and do no harm in the process.
In 2022, we announced the Blue Green Promise,
our commitment to supporting sustainable andresilient ocean communities around the world. The
Promise is the outcome of in-depth stakeholder
conversations to amplify our longstanding
efforts in ocean conservation and community
empowerment. The centerpiece of our community
engagement efforts going forward, our Blue Green
Promise encompasses three pillars:Protecting Oceans
We’re working to ensure our oceans’ health andvitality for generations to come by protecting andrestoring ecosystems, reducing marine pollution,
advancing sustainable seafood and supporting
biodiversity.
Inspiring Future Generations
We’re investing in educational resources,
supporting conservation education andproviding skills training to help develop the next
generation of leaders committed to healthy oceancommunities.
Empowering Communities
We’re partnering with the ocean communities
we visit to ensure their continued cultural andeconomic vibrancy. Our approach includes
supporting small businesses and local
entrepreneurs and promoting economic growththrough employment opportunities.

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Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Protecting Oceans
Oceans serve as passageways to theworld’s most beautiful places, and we’recommitted to preserving their healthand vitality. We’ve partnered on several
initiatives over the years to restore andmaintain a healthy ocean environment,
minimize the impact of human activity
on the oceans, and preserve marine
biodiversity. We’re currently evaluating new
initiatives as we begin to implement ourBlue Green Promise.
Our work with WWF is a cornerstone of ourefforts to improve the health of the oceans.
Since 2016, we’ve raised more than $8.4
million with WWF to fund conservation
efforts, and we’ve recently committed toanother five years and $5 million in supportof this vital partnership. Many of ourinitiatives are ongoing, producing a ripple
effect of progress each year.

Sea Turtles
Through our partnership with WWF, we’resupporting important sea turtle conservation
efforts across the globe, including reducing
the entanglement of sea turtles in fishingnets and raising awareness of threats toleatherback egg harvesting. One fishery
WWF worked with in Mexico reduced theunintentional catch in its nets by 80%. Thanks
in part to a WWF initiative in Indonesia, theloss of leatherback eggs has decreased from
83% to less than 30% per season.
Recent wins also include the “SurrenderYour Shell” initiative, a collaboration between
Royal Caribbean Group’s Australian team,
WWF Australia and the Australian Museum
Research Institute. As part of the initiative,
the Australian government changed federal
policy for six months, allowing Australians
to send historically purchased tortoiseshell
products to WWF Australia — along withdetails of where and when they werepurchased — without the risk of prosecution.
The information helped us create a“ShellBank” database to identify vulnerable
turtle populations and partner with local
communities, governments and the tourism
industry on turtle protection initiatives.

Whale Sharks
Travelers from across the world maketheir way to the small town of Donsol in
the Philippines to see whale sharks, anendangered species. To help protect thesemagnificent creatures, we partner with WWF
to gather information on local whale sharks— part of an effort to build up the whale
shark ecosystem with the help of the local
community. Since the start of the program,the ocean region surrounding Donsol has
been protected by new regulations, helping
protect the whale shark population. Tourism
has flourished, boosting the economy andquality of life for locals.

Supporting Ocean ResearchStarting with Royal Caribbean
International’s Explorer of the Seas in2000, select Royal Caribbean Group ships

have been equipped with OceanScope,a comprehensive suite of oceanographic
and meteorological instruments that record
real-time data on ocean and atmosphericconditions. The instruments provide
invaluable open-source data to scientists
who are researching the effects of climatechange. A partnership with the Universityof Miami’s Rosenstiel School of Marine andAtmospheric Science, OceanScope is now
featured on four of our ships, including
Celebrity Cruises’ Celebrity Flora, whereit tracks the unique intersection of sevencurrents around the Galápagos Islands.

Galápagos Reforestation
Celebrity Cruises has partnered with the
Galápagos National Park since 2014, giving
guests the opportunity to plant trees tosupport the native Scalesia reforestation. The
archipelago’s Scalesia forests are incredibly
biodiverse habitats that house a striking
number of endemic plant and animal species,
including the iconic Galápagos Giant Tortoise
and some of the world’s rarest birds.

TREES PLANTED IN THE GALÁPAGOS SINCE 201456

Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTRCL CARES

Inspiring Future Generations
We sail to destinations around the world,
including to regions where educational
infrastructure is limited. As a company
that firmly believes a good education
can change lives, we invest in education
to help develop the next generation ofleaders committed to healthy oceancommunities.
Our focus areas include ensuring
equitable access to educational
resources, supporting educational
initiatives related to ocean and local
ecosystems, and providing skills training
for community members. Many of
our investments emphasize Science,
Technology, Engineering and Math
(STEM)-based learning as an avenue for
economic vibrancy.

Mentorship Opportunities
Royal Caribbean Group teams up withorganizations throughout Miami toempower kids to reach their full potential
through fun and engaging educational
opportunities. For the past 18 years, we’ve
partnered with the local Big Brothers
Big Sisters (BBBS) School-to-Work
Program. The students, or “Littles,” visit
our offices monthly to shadow a mentor.
This one-on-one mentorship promotes
job readiness, reinforces the importanceof training and education, and provides
students with the knowledge to reach
their career goals.

Continuing our promise to inspire
the next generation of leaders, South
Florida employees also mentor third
graders through a partnership with
Kids and the Power of Work (KAPOW).
KAPOW consists of monthly visits tothe classrooms that help students
explore the link between success in theclassroom, at work and in life.

In 2021, we expanded the program to
Haiti and launched a STEM training coursefor Bahamian teachers. In the 2022 Haiti
camp, 100 students — including 85 girls— participated in a tsunami simulationand learned about the five layers of theocean. The STEM for Oceans initiative
is a partnership with the Pan American
Development Foundation (PADF).

Mentees in both programs get theunique opportunity to tour a cruise shipat the end of the school year to learn
about the importance of education in avariety of fields.

L’Ecole Nouvelle Royal
Caribbean

STEM for Oceans
Launched in 2019 in the Bahamian Capitalof Nassau, our STEM for Oceans initiative isdesigned to instill a lifelong love of scienceand oceanography in students ages fiveto 16 from underserved communities.
Students attend camp where they learn
to operate underwater rovers, explore sea
grass, learn about mega- and miniaturefauna of the sea, and collaborate on
solutions for the preservation of coastal
habitats and ecosystems. More than 1,000
students participated in our Bahamian
STEM camps in 2022, with projects ranging
from studying the impact of climatechange on small island states to recreating
marine landscapes with everyday
household items.

Since 2010, Royal Caribbean Group has
funded and operated an elementary schoolthat serves 300-plus students annuallyfrom surrounding villages near Labadee,
our private destination on Haiti’s northerncoast. With our support, the school provides
an education for children in kindergarten
through fifth grade, including classes inEnglish and environmental stewardship.
When students complete primary school,
we continue to support their education
through scholarships to secondary schools
in the town of Cap Haitien.

Sitka Sound Science Center
We provide funding for the Scientists in the
Schools program, a flagship program of
the Sitka Sound Science Center and partof the science curriculum for all students
in Sitka, Alaska — one of the destination
communities on our Alaska cruises. The
award-winning program exposes every
Sitka student to new scientific disciplines,
research ideas, basic scientific concepts
and educational and career paths inscience, with age-appropriate content
designed to meet state standards.

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Empowering Communities
From the Caribbean to Europe to
the South Pacific, the destinations
we visit are packed to the brimwith rich culture, stunning beautyand compelling histories. We
respect and celebrate these
destination communities, andwork closely with them to ensure
their continued cultural andeconomic vibrancy.

WWF: ELEVATING OURAPPROACH TO DESTINATIONSTEWARDSHIPWWF
WF supportssRoyal Caribbean Group’s
work with the MAR Network, a project topromote sustainable tourism in the cruise
hotspots of Cozumel, Mexico; Roatan,
Honduras; and Belize City, Belize. WWF
also continues to support our efforts toachieve GSTC-certification for destination
tours to benefit local communities
and reduce negative impacts to theenvironment.
We’re also working with WWF to integratesustainability and resilience principles
into the planning, design, daily operations
and decision-making of our private
destinations and port projects. By
improving these practices, we strengthen
our ability to reduce environmental risks,build community trust and create better
conservation outcomes.

Together with our partners, weseek to preserve and promotelocal cultures, create sustainable
employment opportunities
and catalyze economic growthamong small businesses and local
entrepreneurs. In each community,
we work jointly with local leaders tounderstand the best way to support
their needs.

Royal Caribbean Programsfor Small Business
Development
In 2021, we pooled resources with
the Access Accelerator Small
Business Development Centrein The Bahamas to launch theRoyal Caribbean Program,which administers funding
and training opportunities
to small businesses on New
Providence, Grand Bahama
and the Berry Islands. After
providing $250,000 at launch,
we invested an additional$250,000 in 2022 to help
incubate small businesses andbring additional jobs to thecommunity. This year’s grantees

included the owner of a small rental car
facility and a local ice cream producer thatneeded additional equipment to handle
demand.
We launched the Royal Caribbean
Kickstarter Program in 2022 to giveentrepreneurs with innovative, tourismrelated business ideas the same type ofboost. Twenty-five applicants participatedin the program’s initial eight-weekbootcamp, learning to convert their ideas
into investment-ready business models.
Upon completion of the training camp, top
performers competed for pre-seed funding
to launch their businesses. Top finishers
included One Big Nut, a fresh coconut
franchise startup on New Providence thatreceived $15,000 in funding; Bahamoments,a bespoke tour/travel operator on New
Providence that received $10,000; andLignum Vitae, a local products and produce
startup that received $7,500. Traveling Tots
Rentals in New Providence and AMaziTours
in Grand Bahama won $5,000 each.

Revitalizing Local Economies
We invest in projects to reinvigorate
marketplaces, boardwalks and natural areasin the communities we visit. In particular,
we look to support local artisans andentrepreneurs who are the backbone of thelocal economy. We encourage our guests toimmerse themselves in these destinations
and buy from local businesses when possible.
Philipsburg Marketplace in St. Maarten
In 2022, we committed to help rebuild thePhilipsburg Marketplace in St. Maarten,which sustained significant structural
damage during Hurricanes Irma and Maria in

2017. A critical element of the reconstruction
is ensuring the marketplace is strong enoughto withstand high winds and inclement
weather. In the new design, vendors will
be able to store their goods safely within
their stalls rather than removing items daily.
St. Maarten is one of the top destinations
we visit each year, and we expect thereconstruction to play a key role in boosting
the island’s economic productivity. We
expect to formally announce the project
details and timeline in 2023.
Alaska Travel Industry
Association Foundation
The pause in sailing during COVID-19 put afinancial strain on our cruise communities.
Knowing that our return to service wouldn’t
make up for losses over a 16-month
period, we partnered with the Alaska Travel
Industry Association Foundation to assist
more than 60 tourism-related businesses
and community organizations in theirpandemic recoveries. Recipients included
small businesses, such as Sitka Bike andHike and Chilkat River Adventures, as wellas organizations supporting community
needs, like Fairbanks Community Food
Bank, Sunshine Station Child Care and Huna
Heritage Foundation.
Many organizations came up with innovative
uses for the funding. For example, Alaska
Excursions developed a hydroelectric system
to power their operations, while the Alaska
Sealife Center in Seward developed online
digital content to bring their natural history
classes to remote learners.

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Social2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Responsible Tourism
Tourism depends on the beauty of theenvironment and the vibrancy of local culture.
We make a special effort to do no harm to thedestinations we visit, so our guests can admire
their charms for generations to come. We
do this by working with local governments,
tourism businesses, communities and ourguests to build trust and engagement andeffectively manage risks.
When feasible, we seek to generate a positiveenvironmental impact by embedding
sustainability and resilience principles into
the planning, design and operation of ourprivate destinations and port projects.

Private Destinations
In growing our portfolio of private
destinations, we’re seeking to advancesustainability from ship to shore and set a
new environmental standard for the travel andtourism industry. To deliver on this goal, we’ve
built a new private destination framework toanchor our environmental goals.
Principles in the framework include:• Minimizing the environmental impact ofdesign, construction and operation• Reducing the waste we produce andthe waste that reaches the landfill in ourdestinations• Protecting the native species within ourdestinations, from construction throughoperations
To help us reach our environmental goals,
we’ve adopted a simple, repeatableapproach: Measure, reduce, offset, repeat.
Perfect Day at CocoCay
We’ve started applying this framework for
new development projects at our Perfect
Day at CocoCay destination. To help meet
our Destination Net Zero commitments,

we are currently working to complete afull carbon assessment at Perfect Day at
CocoCay that highlights opportunities tosource alternative energy, reduce waste
and develop onsite carbon-offset projects.
Botanical and wildlife assessments led tothe design of a Forest Management Plan
that will help us conserve and restore theisland’s indigenous forest in partnershipwith the Bahamian government.
We also began updating Perfect Day at
CocoCay’s waste management capabilities,
including installing a new wastewater
treatment system in 2022 that processes
95% of all wastewater on the island
above and beyond what’s mandated
by international standards and local
regulations. We’re currently reusing someof this treated effluent for local irrigation. A
modernized waste management facility withan upgraded aerobic composter is next in
our plans.

GSTC-Certified Tours
By 2021, we had more than doubled our2020 goal of offering our guests 1,000
destination tours certified by the Global
Sustainable Tourism Council (GSTC).
GSTC-certified tour operators agree toprotect the overall health of destinations,preserve local heritage, maximize social andeconomic benefits to the community andreduce negative impacts to the environment
from travel-related waste. For us, GSTC
certification is a great way to reduce
our environmental impact and meet theenvironmental standards of our guests.
We deepened our commitment to
responsible tourism this year with a newgoal to certify 60% of Royal CaribbeanGroup’s global tours to GSTC standards by
2026. We currently offer upwards of 3,500
total excursion tours.

ALASKA LISTENING TOURThe ports we visit in Alaska are as special to us as the surrounding
glaciers and mountains. Ketchikan is a hub for fishing and outdoor
sports, but is also home to colorful, hand-carved totems that line
the city’s streets. Sitka’s small-town appeal stems from a uniqueblend of Russian, Tlingit and American history evident in local
galleries and architecture.
While our presence in port towns provides a boost to tourism, werealize it can disturb local routines and strain natural resources if
not properly managed. To ensure we’re making a positive, lasting
impact on the places we visit, we embarked on a journey to engage
local Alaska leaders and express our commitment to the long-term
health and resilience of their communities.
We began with the opening of our new Sitka terminal in March 2022.
To alleviate traffic congestion in the city’s busiest area, we located
our terminal outside the downtown area and are supporting Sitka
Trail Works, a building connector road from our terminal to a trailthat runs through the island. Our guests who want to visit downtown
can take a tour bus or enjoy a hike or bike trip.
In addition, our Sitka terminal expands opportunities for small,
Alaska-owned businesses and promises to make a significant
economic impact in their community. Through a close partnershipwith community leaders, we developed the 40,000-square-footfacility to feature local retail shops and restaurants.
In June, to continue building a shared vision of the future, ourexecutive team traveled to Alaska to engage with local leaders.
Meeting with nearly 100 government, community and business
representatives in Anchorage and Sitka, leaders shared theirneeds, priorities and concerns, giving us a firsthand look at our
impact. Executives also immersed themselves in the local culture— including railroad tie competitions, homestead tours and wildlife
excursions — to get a better sense for the values and customs we’re
working to preserve.

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GovernanceOur leaders drive our sustainability efforts, but our commitment
to ESG is embedded in our business and culture at all levels.

62

Board of Directors

63

ESG Governance64

Ethics and Compliance

65

Risk Management60

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

GOAL

Governance2022 PROGRESS

Integrate ESG risks into enterprise risk
management system by 2023

Increase auditability of ESG dataand improve climate-related
disclosures by 2026

• Started evaluating ESG risk priority areas• Mapped climate risks to risk owners and began assess­ing current and emerging risks to develop action plan

• Increased number of 3rd-party verified metrics from2021 ESG report• Developed company’s first TCFD report, published in 2023

We are committed to running our business with integrity,honesty and transparency, and to applying best-practice
governance principles across our operations.
Our corporate governance structure is designed to ensure the long-term success of ourcompany and cruise brands, uphold our commitments to our stakeholders and maintain ourstrong reputation as a leader in the industry.
In fostering an innovative culture committed to continuous improvement, we hold ourselves
and our partners to the highest standards in ethical behavior, accountability and transparency.

Download our Standards
and Regulations fact sheet.

61

Governance2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTBoard of Directors
Our Board is responsible for the control and direction of Royal Caribbean Group, with thegoal of advancing the company’s long-term value and meeting shareholder expectations.
Our Board consists of 14 directors, all ofwhom are independent under applicable
NYSE standards of independence, otherthan Jason Liberty, president and CEO, andRichard Fain, our current chairman andformer CEO. The board has establishedguidelines to assist in determining director
independence in accordance with thosestandards, 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; theTalent and Compensation Committee; theAudit Committee; and the Nominating andCorporate Governance Committee.

Board Committee
Charters
Learn more about the responsibilitiesof our Board committees.
Safety, Environment,
Sustainability and Health
Talent and Compensation
Audit Committee

Board Diversity

Performance

Diversity is as much a priority at the Board
level as in the rest of the company. The
Board recognizes the value of diversity
and aims for a mix of individuals withvarying skills and backgrounds — including
diversity of race, gender and ethnicity —and experience in business and other areasthat may be relevant to the company’s
activities. Whenever the Board conductsa search for a new director, the Board willconsider at least one woman and one
underrepresented minority in the slate ofpotential candidates. Three of our directors
are ethnic/racial minorities (21%) and four
are women (29%).

To ensure a consistent level of high-quality
governance, the Board and each of its
committees performs a self-evaluation eachyear. The committees report the resultsof these evaluations to the larger Board.
More information about our Board andperformance can be found in our proxystatement, available on our SEC Filings page.

Visit the Our Leadership page on
our website to learn more about
individual Board members.

Responsibilities
Our Board normally attends four regularlyscheduled meetings per year. In thesemeetings, the Board reviews and discusses
reports by management on the performanceof the company, our plans and prospects,
and issues we face. The Board also calls
special meetings in accordance with thebylaws as necessary or desirable. Directors
are expected to attend all scheduled Boardand relevant committee meetings.

• Providing counsel and oversight on theselection, evaluation, development andcompensation of senior executives• Reviewing, approving and monitoring
fundamental financial and businessstrategies and major corporate actions• Ensuring management has a process inplace to assess and manage the company’s
exposure to risk, with the understandingthat senior management is responsible forassessing and managing our exposure torisk and our response• Reviewing the processes in place formaintaining the integrity of the company,
including the integrity of the financial
statements and compliance with laws andethics• Reviewing the company’s environmental,social and governance policies andpractices with management• Evaluating the Board and its committees’
structure, processes and performance

In addition to its general oversight ofmanagement, the Board performs a rangeof specific functions (directly and throughcommittees):• Selecting, evaluating and compensating
the CEO and overseeing CEO succession
planning

Nominating and Corporate Governance62

Governance2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTESG Governance
ESG management and performance is monitored by our Board with oversight by our Board Committees.
Primary oversight falls to our Safety,
Environment, Sustainability and 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.

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

Authority and Responsibilities
The primary focus of the ESG Steering
Committee is to oversee activities related todeveloping and executing 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.

• Partnerships. Leverage partnerships withleading experts and engagement with
employees, guests, shareholders, suppliers
and local communities.

• Transparency. Be transparent and open in
all our ESG activities to both internal andexternal audiences, through third-party
auditing and public communications.

• Science-based approach. Ensure alldecisions are supported by scientific facts.

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

• Measurable performance. Demonstrate
in a measurable way how we are achieving
our stated aspirations, goals and targets ineverything we do.

The ESG Steering Committee abides by
the following guiding principles:

Board ofDirectors• Value creation. Always create value for thecompany with our ESG activities.
• Continuous improvement. Always bebetter tomorrow than we are today.
• O wnership at all levels. Ensure ourcommitment to strong ESG performancecomes not just from the highest corporate
levels but is embedded in the culture at alllevels.

Destination Net Zero Governance
The execution of our Destination Net Zero strategy is led by a cross-organizational team thatreports to the Board and our executive leadership. This team oversees departments and key work
streams across the company. In the past two years, we’ve focused on building functional teams
throughout the organization with the skills necessary to execute our Destination Net Zero strategy.

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

Finance
Port Operations
Government Relations
Risk Management
Global Marine Operations
Shared Service Operations

For more information, visit our
Corporate Governance website.
63

Governance2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Ethics and ComplianceIntegrity sails with us — every ship, every cruise, every day.

8

YEARS IN
A ROW
In 2023, Royal CaribbeanGroup was named one of
the World’s Most EthicalCompanies for the eighthyear in a row by the
Ethisphere Institute.

At Royal Caribbean Group, we aspire to leadwith integrity, grow with purpose and put
people first in everything we do. This means
not only being good at what we do, but how
we do it.

and shipboard, must take mandatory training
on our Code when hired and annually
thereafter. In addition, we provide specialized
training on specific subject matters to certain
employees at periodic intervals.

Code of BusinessConduct and Ethics

Avoiding Conflicts of Interest

We are committed to conducting ouroperations with the highest standards of
ethical behavior and in accordance with thelaw wherever we do business, and we expect
all Royal Caribbean Group employees,
officers and members of our Board to do
the same. In recognition of our high ethicalstandards, in 2023 Royal Caribbean Groupwas named one of the World’s Most EthicalCompanies for the eighth year in a row by
the Ethisphere Institute. We are very proud of
this achievement.
Our Code of Business Conduct and Ethics(“Code”) guides us on our journey by setting
forth the standards we expect of each other.
Along with our values, our Code shapes ourculture and defines the character of ourorganization. We periodically update theCode to reflect changes in our company
and the world at large. We released an
updated Code in early 2023, alongside a newcompany purpose and values.
Reinforcing our commitment to ethics andcompliance, all employees, both shoreside

Royal Caribbean Group employees, officers
and members of the Board of Directors
must always work together in the bestinterests of the company and avoid conflictsof interest, including any situation where
our personal interests interfere, or evenappear to interfere, with the ability to makeobjective business decisions. We haveprocedures in place for the disclosure andreview of conflicts of interest. This includes
disclosing related party transactions in ourannual proxy statement in accordance withapplicable laws.

Reporting Unethical Behavior
Leading with integrity means creating
an environment of open and honest
communication where everyone is free to
ask questions or raise concerns without
fear of retaliation. We expect employees toreport any known suspected misconduct,
including concerns about our business
partners, suppliers or anyone acting on
behalf of the company. We maintain a 24/7
AWARE hotline administered through athird party through which concerns may

be reported confidentially via telephone,email or the internet. We review all reports,
investigate and take appropriate remedialactions. The Audit Committee is charged
with reviewing periodic reports on the
Company’s Ethics and Compliance Programand communicating concerns to the Board.

Political Contributions
Royal Caribbean Group does not makepolitical contributions in connection with
U.S. elections, though it may contribute toballot measure campaigns or committees
as permitted by applicable law. Any suchcontribution must be approved by the
Senior Vice President of Corporate Affairs.
Royal Caribbean Group’s U.S. subsidiaries
may, with their own funds, make politicalcontributions as permitted by applicable law.
Any such contribution must be approvedby the most senior officer of the relevant
U.S. subsidiary. All contributions areadministered to ensure they comply withapplicable federal, state and local laws andreporting requirements. It’s Royal CaribbeanGroup policy not to make independent
expenditures directly in support of or in
opposition to any candidate. We do notsponsor any political action committees.
For more information, see our PoliticalContributions Policy.
Download our Ethics andCompliance fact sheet.

64

Governance2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Risk Management
We take action to mitigate risk throughout our operations and supply chain, including risks
related to health and safety, climate change, human rights, ethics and cybersecurity.
With 64 ships transporting thousandsof people around the world at any given
time, we are exposed to various financial,strategic, operational and compliancerelated risks. We respond with a rigorous
risk management process that helps us
identify and navigate through risk and takeadvantage of opportunities.
We seek optimal risk governance to enhance
our decision-making and protect the valueof our business and stakeholders. In addition
to continually assessing our risk posture, we
collaborate with risk owners to ensure thatsufficient lines of defense are in place tomanage our risks.

Our Process
Our Enterprise Risk Management teamwithin our Audit and Advisory Services
department performs enterprise-widerisk assessments twice per year, andcontinuously monitors risk drivers andvariables that can affect performance andthe execution of our corporate strategy. Risk
assessments generally begin with research,which includes consideration of internal andexternally published risk reports.
Risk topics and trends identified are thendiscussed and further evaluated withbusiness leaders and key stakeholders
through dynamic surveys, round-tablediscussions and interviews. Outreach also
includes obtaining input from the Audit
Committee and individuals with health,safety, environmental, social and corporate
governance responsibilities. Results arereported to management, our head of ESG,
our ESG Steering Committee, and the Audit
Committee for effective risk oversight.
Furthermore, our enterprise-wide risk
assessment results give us an updated andprioritized inventory of risks, sub-risks andrisk drivers, including those related to our
ESG and IT security goals.
In 2022, we began a more comprehensive
effort to integrate ESG risk into our enterpriserisk management system, starting withmapping our climate risks to various riskowners and developing action plans for
mitigation.
Our Enterprise Risk Management teamleverages these risk assessments to informand focus our risk monitoring and internal
audit activities. As needed, we conduct
topic-specific risk management reviews withteams across the organization and ensure
appropriate mitigations are in place or are
being implemented. We also perform anannual fraud risk assessment to ensure thecompany is responsive to recurring andemerging fraud risks.
Finally, our team reviews risk factor
disclosures to ensure complete and accurate
reporting by reconciling risk factors to ourinternal inventory of risks, to risks disclosed
by others in the marketplace and to emerging
risks published in external publications.

Our 2022 Risk LandscapeRoyal Caribbean Group identified a rangeof risks in 2022 that continue to influence
our ESG strategy. Physical risks andtransitional risks, for example, can threaten
our operations and result in financial
consequences such as guest cancellations.
To help us better understand our climate risks,
we conducted a qualitative climate-scenario
analysis in 2022. Among the risks we identified
were potential disruptions and uncertainties
from climate-related weather events;
operating and compliance costs associatedwith meeting climate-related regulations;acute physical risks to our infrastructure anddestinations from hurricanes and extreme
weather events; slow-moving development
and deployment of technologies that support
the transition to a low-carbon economy; andlong-term shifts in sea-level rise that threaten
the viability of our terminals, destination ports
and private destinations.

Like all companies, we face risks fromcybersecurity attacks and data breaches,
including the risks and costs associated withprotecting our systems and maintaining
integrity and security of our businessinformation, as well as personal data of ourguests, employees and business partners. See
page 41 to understand our approach to data
privacy and cybersecurity.

For a more complete description of
our entire risk landscape, pleaserefer to our 10K filing with the SEC.

See our Advancing Net Zero Innovation
section (page 21), Energy Use and Air
Emissions section (page 24), and our TCFD
Report to see how we are managing our
climate-related risks. See the Water andWastewater Management (page 30), Waste
Management (page 31), and Supply Chain(page 32) sections to learn more about how
we are managing other ESG-related risks.

65

Governance2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTEnterprise Risk Management (ERM) Process Overview
One of our main guiding principles is value protection. We achieve this bycontinuously assessing risks and ensuring that sufficient lines of defense
and risk management capabilities are in place to manage risks and variables
that can affect the achievement of our goals and objectives.

ERA
External Risk
Reports

ERM

Annual ERA Report& Mid-year RefreshNews
Developments

Updated & Prioritized
Risk Inventory

Strategic
Plan

Stakeholder
SurveysRound-table
Discussions

Internal Reports& UpdatesEnterprise-wide Risk
Assessment (ERA)

Continuous Risk
Monitoring

Updated 10-Q/10-K
Risk Factors

Risk Owner
Discussions

Operating Plan
Progress

66

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTAppendix

68

Fact Sheets

68

Policies and Standards

69

Key Performance Tables

74

United Nations Sustainable Development Goals

75

SASB Table

78

GRI Index

83

Independent Assurance Statement67Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

Fact Sheets

Policies andStandards

Learn more about our strategies, initiatives and approachto ESG across our business in our 2022 fact sheets:

Data Privacy
Energy Use and
Air Emissions

Ethics and Compliancer i with
it integrity
t rit is a cornerstoner rst
si ss.
Workingof how we do business.

We’reto achieve
net-zeroby 2050..
’r on a journeyrit-z r emissions
issi

Health, Safety and Security

Standards and Regulations

Safetythe veryf t First
irs has been our top priority
i rit fromrr beginning.
i i .

above and beyond compliance.
li.

Privacy Policy

We take complianceseriously.
are anchoredli
ri sly Our operations
rati
r by a drive
ri to goEthicsWe innovate across Royal Caribbean Group to reduce our energy consumption and greenhouse gas (GHG) emissions.
With every class of ship, our teams push the envelope with more fuel- efficient engines, energy- efficiency initiatives

Living Our CodeOversight of our Ethics & Compliance program rests
with Royal Caribbean Group’s Board of Directors throughare committed to conducting our operations with thethe Board’s Audit Committee and senior management

highest standards of ethical behavior and in accordance

through Royal Caribbean Group’s Ethics & Compliancewith the law wherever we do business. Our Code ofcarbon future.

membership from Global Ethics & Compliance, Legal,
Audit and Advisory Services, Global Security, Information

Caribbean Group employees, officers and members ofTechnology, Sales, Operations and Human Resources.

Whether at sea or on land, our goal is to keep our guests and employees
out of harm’s way. Although we work hard to prevent incidents, we take

Destination Net Zero

Committee. This committee includes cross-departmental

Business Conduct and Ethics guides us on our journeyby setting forth the standards we expect of all Royalzero carbon emissions by 2050. Our efforts are
currently focused in four main areas:• Advancements in energy and fuel efficiency• The development of low-carbon fuels and sustainable
technologies• The pursuit of alternative energy sources

8

24/7

100%

We maintain a third-party
24/7 hotline called AWARE
for employees to report
known or suspected
unethical or illegal
activities by phone oronline.

All employees, bothshoreside and shipboard,
are expected to takemandatory training on
our Code when hired andannually thereafter.

an emergency or security event.

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

Ship Officers
All Royal Caribbean Group officers maintain a professional maritime
officer’s license and must undergo comprehensive training prior tooperating a ship. Refresher training is also required.

Deliver a net-zero-emissions cruise ship
Target: 2035

Security Teams
We ensure each ship’s Chief Security Officer meets the knowledge
requirements of our security processes, as well as federal
standards, through an independent third-party certification. The
officers also attend an annual security seminar on new measuresand requirements.

Achieve net-zero emissions
Target: 2050

• Supplier engagement to shift to low-carbon processes

Crew Members
New crew members are trained in emergency response
procedures with specific training modules for each functional
area. They also participate in ongoing drills and pre-departuresafety training.

Partnerships
and Alliances
Partnershsa12022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT | ETHICS AND COMPLIANCE FACT SHEET

serious measures to ensure everyone on board our ships is prepared for

KEY MILESTONESSM

A giant step in our sustainability journey,
Destination Net Zero is our initiative to achieve net-

our Board. We evaluate and refresh the Code every year.

In 2023, we were recognized
as one of the World’s Most
Ethical Companies by the
Ethisphere Institute for theeighth year in a row.

As a cruise line operator, we adhere to a set of internationally recognized standards and regulations. These standards
and regulations are from all levels of government: International (IMO), regional, national, state and local.

Preparing for Emergencies

and advancements in ship design. As we look forward, we plan to make even bigger leaps in our pursuit of a low-

Operating in a principled and ethical manner is not only
the right thing to do, but also the smart thing to do. We

Ethics andComplianceb 2050050 requires widespread
Achieving net zero bycollaboration, as no one company can do italone. To achieve our objectives, we’re forging
strong partnerships with shipyards, governments,su
iers andai ustry associations to develop
suppliers
industry
tec ologies and solutions.
solut ns.
zero-carbon technologies

solutions fortechnologies and solution
or the maritime
maritime declarationindustry. We
e also signed a maritim
eclarationof theFinnishwith the public/private pairing o
he Finni
Government and shipyard Meyer
eye Turku
urku Oy to chartand sustaina
sustainablea path for innovative ae shipbuilding
shi
i ing
in F
Finland.
land.

In 2022, we entered into a formal partnershipwi thee Mærskærsk Mc-Kinney
c-Kinney Møller Center for Zerowith
Shipping,
Carbon Sh
p g, committing to a long-term
strategic collaboration to develop zero-carbon

Lastly, we joined a cruise-led collaboration to
explore the feasibility of a maritime green corridor
between Alaska, Washington
ashington and British Columbia.

GuestsAll guests must participate in a safety drill on the first day of a cruise
to ensure they learn where to go and what to do in an emergency. In
addition, our eMuster 2.0 technology delivers safety information to
our guests via their mobile devices and stateroom TVs.

International Regulations• United Nations (UN)• UN Convention on the Law of the Sea(UNCLOS)• International Maritime Organization (IMO)IMO SOLAS

Energy Use and
Air Emissions

AWARE Compliance and Ethics
HotlineRegional-Specific Regulations• Helsinki Convention• EU Directives/Programs• Regional Organization for the Protection of
the Marine Environment (ROPME)

We adhere to the International
Maritime Organization’s Safety ofLife at Sea (SOLAS), which includes
compliance with the International
Ship and Port Facility Security
Code (ISPS).

National/Port State Regulations• US National Pollutant Discharge
Elimination System (NPDES)• Norway World Heritage Fjords• Brazil Ballast Water Management

Regulation Examples

CVSSA
We adhere to the Cruise Vessel
Security and Safety Act (CVSSA).

International Safety Management
Code (ISM Code)RAINN
We are certified by RAINN, theInternational Convention for the
Safety of Life at Sea (SOLAS)

1

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT | HEALTH, SAFETY AND SECURITY FACT SHEET

Health, Safety
and Security

Code of Business Conduct and Ethics

State/Provincial Regulations• Alaska• California• Canada Oillargest anti-sexual violence
organization in the U.S.

Port-Specific Regulations• Incineration• Hull washing

International Convention for thePrevention of Pollution from Ships(known as the MARPOL Regulations)12022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT | ENERGY USE AND AIR EMISSIONS FACT SHEETWe are committed to creating asafe and healthy environment
where our guests can enjoy
themselves and our employees
can thrive.

1

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT | STANDARDS AND REGULATIONS FACT SHEETStandards andRegulations

Political Contributions Policy

Guest Safety and Security
Guest Conduct Policy

Supply Chain

Waste Management

We aimi to source
rc responsiblyes
si l to protect
ote people
l and the planet,lt and we are
ecommittedc
itt to positively
sitiv l impacting
i our value
al chain.
ai .

Since
the inception
moreiti of our Save the Waves®
s programrr than30 yearswaste
r ago, we processs our waste
st through a rigorousi rstmanagement program.
r

Water and Wastewater
Management~102,500 130+
Our supply chain fuels everything
we do. It also provides anopportunity to extend our positive
impact well beyond the walls ofour business.

ISO 9001 Certified

Supplier Guiding Principles

All our ships are equipped to be landfill-free, withand compliance with international, national and local

Our Supply Chain Management
organization is ISO 9001 certified
and externally audited each year.

Our Supplier Guiding Principles
establish human rights, labor andenvironmental expectations.

processes in place to keep every waste stream weenvironmental regulations.

produce out of local landfills.

Our water strategy is three-fold:
1. Conserve water as much as
possible

Responsible Supply Chain Management
We seek to build a more responsible, resilient supply chain that promotes the wellbeing of workers, our communities, ouremployees and the environment.
Sustainable Sourcing
In making sourcing decisions for our ships, we evaluate
products to ensure a balance of quality, service, price,and social and environmental responsibility. Oursustainable sourcing targets play a key role in helping
us achieve this balance while driving transparency andaccountability in our supply chain

Screening Prospective Suppliers
We maintain a comprehensive review process for
suppliers who do business with us to ensure they share
our commitment to human rights and doing businessethically. We consider their sustainability, operational,
financial, ethical and regulatory standards.

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT | SUPPLY CHAIN FACT SHEETSupply Chain

3. Safely treat our water discharge

1

EMPLOYEESCOUNTRIES

We have 94,300 crew
members and 8,200
shoreside employees.

Our employees
represent 60% of theworld’s nationalities.

crew member is responsible for following proper wastecompliance with Save the Waves. EOs report jointly

management protocols, which the EO outlines during

to the ship’s Captain and corporate headquarters in

regular environmental trainings onboard.

We take steps to reduce water consumption using ef ficient tools like aerators, low-flow showerheads and reduced-flow
dishwashers and laundry equipment. Aerators, for example, use air to create water pressure rather than forcing waterout at high volumes, allowing our guests to shower comfortably while reducing overall water use. Creative processes
are also in play. For example, condensation from air conditioning units is collected and repurposed in our laundry
facilities for washing towels and bedsheets.

Reduce, Reuse, Recycle

ReduceReuse

RecycleWe work with our suppliers to“green” our supply chain, reducepackaging materials and use moresustainable resources.

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

Our ships run a single-stream
process, where all recyclables
are hand-sorted in our waste
management room on board.
These rooms are equippedwith bailers, shredders andcompactors, as well as crushers forglass, light bulbs and aluminum.

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT | WASTE MANAGEMENT FACT SHEET

Human Rights Statement+80%

Supplier Guiding Principles

86% of shoreside and80.3% of shipboard
employees say they areproud to work for Royal
Caribbean Group.

Conserving Water

Miami. They are responsible for daily monitoring, testing

Supplier Guiding Principles
Our Supplier Guiding Principles provide our minimum
standards and expectations in areas such as labor
practices, human rights, ethics, environmental
stewardship and safety. Suppliers are also expected toreport any concerns or violations using our AWARE thirdparty 24/7 hotline or by email, phone or online.

2. Produce most of the freshwater
we need onboard

For us, Save the Waves is everyone’s responsibility. Each
Environmental Officers (EOs) onboard our ships ensure

Human Rights

Workplace Culture
We champion
inclusive,i a strong,trl sive employee-focusedl-fs culture.
lt re.

Water
resource,
at is a preciouscis r e botht on our shipi and off. We go to greatr atlengths
responsibly.
let to ensures r it’s
t’ usedse efficiently
icie tl and managedassi l .

1

Waste Management

Producing Freshwater Onboard

We use two main processes to produce our freshwater.

Royal Caribbean Group ships produce 90% of the
freshwater used on board via steam evaporation
or reverse osmosis desalination systems. Thiswater is used for drinking, showers, sinks, toilets,
kitchen galleys, pools, technical machinery andspas aboard our ships. While we do occasionallyneed to bunker water — the term for loading
locally sourced freshwater onto a ship in port —we avoid bunkering in vulnerable areas like thosefacing water shortages.

Steam Evaporation
Our steam evaporation system boils and evaporates seawater,which is then condensed into freshwater. While this process isenergy intensive, we account for this by repurposing our engine
waste heat or steam from exhaust gas boilers to heat the water.

Our unwavering commitment to diversity, equity and inclusion (DEI) is the cornerstone of our success and future. Our
DEI practices and policies have earned us recognition from a number of organizations.

Modern Slavery Statement

Shoreside and Shipboard Representation (Global Workforce)
BOARD OF DIRECTORSALL TEAM MEMBERS(U.S. WORKFORCE)

21%

Reverse Osmosis
This system creates freshwater by 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.

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT | WATER AND WASTEWATER MANAGEMENT FACT SHEET

Embracing Diversity, Equity & Inclusion

Racial minority

28%
Female1

Water and Wastewater
Management

ALL
SHORESIDETEAMMEMBERS

57%

Female55%

ALL
SHIPBOARDTEAMMEMBERS

43%
Male

22%

Female2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT | WORKPLACE CULTURE FACT SHEET

Racial minority

78%
Male

81%

Diversity Index**Diversity Index includes gender,
ethnicity, veterans or peopleDiwvenbdileitxie(DI)(sDI) includes
includes*Diversity
itrhsidtiysaIIndex
gender, ethnicity,
ethnicity, veterans orgender,1
people with disabilities

Workplace Culture

Supply Chain
Supplier Guiding Principles

Environment
Environmental Policy
Water Management Policy
Ship Recycling Policy

68Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTKey Performance Tables

Download as Excel Performance Table

ENVIRONMENT
AREA

2022

2021

2020

2019

FRAMEWORKS

Total GHG emissions (Metric tonnes of CO2e) using location-based
Scope 2

INDICATOR

4,989,942

2,590,041

2,502,145

9,635,214ii—

Scope 1 (metric tons)

4,979,842

2,579,274

2,493,580

4,820,278

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

Scope 2 (location based; metric tons) i

10,10010,767

8,565

14,490

GRI 305-2

Scope 2 (market based; metric tons) i

10,167

10,9008,690

15,251————4,800,446ii

GRI 305-3

Emissions intensity in kilograms of CO2e per ALB-km

0.225

0.279

0.334

0.244

GRI 305-4

Emissions intensity in grams of CO2e /(Gross Ton x Nautical Mile) i, iii

10.97

—

—

—

GRI 305-4

Total energy consumed (MWh)8,242,330

4,232,034

3,832,898

6,524,004

TR-CL-110a.3 GRI 302-1

Total consumed of non-renewables fuels (MWh)8,213,386

4,207,030

3,832,898

6,524,004

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

100%

99%

100%

100%

TR-CL-110a.3

Total energy consumed from onshore power supply (MWh)28,94425,00300

GRI 302-1

0.3%

1%

0%

0%

TR-CL-110a.3

0

0

0

0

GRI 302-1% energy from renewable

0%

0%

0%

0%

TR-CL-110a.3

Average Energy Efficiency Design Index (EEDI) for new ships

7.89

11.49

7.94

Energy intensity per available passenger cruise days (APCD)

0.199

0.359

0.449

0.157

GRI 302-3

Total SOx (metric tonnes)

229,961

114,821103,215

285,167

TR-CL-120a.1
GRI 305-7

Total NOx (metric tonnes)

65,102

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

Total particulate matter (metric tonnes)

6,956

3,469

3,133

7,453

TR-CL-120a.1
GRI 305-7

Solid waste to landfill (pounds per APCD)

0.19iv

0.27

0.5

0.32

GRI 306-5

53,655.60

22,50528,141

75,520

GRI 306-3

61.4iv

14.3

11.5

46.9

GRI 306-4

i

Scope 3 (metric tons) ii

Emissions Reduction% energy consumed from onshore power supply
Total energy from renewable (MWh)

Air Quality

Waste Management

Food waste (cubic meters)
Total waste recycled (pounds in millions)ii

TR-CL-110a.4

69

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTENVIRONMENT (CONTINUED)
AREA

INDICATOR

2022

2021

2020

2019

FRAMEWORKS

Effluent quality for discharged process bilge water(parts per million)

1.79

1.5

1.5

1.5

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

Number of ships with Advanced Wastewater
Purification system

48

42

41

38

GRI 303-4

92%

88%

87%

85%

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

Total amount discharged (metric tons)

11,015,565

4,539,306

5,444,800

14,081,711

GRI 303-4

Total amount treated discharge (metric tons)

8,151,606

3,371,293

3,749,850

9,624,254

GRI 303-4% of wastewater treated prior to discharge i

74%

74%

69%

68%

TR-CL-160a.2% of fleet with Advanced Wastewater Purification
system i

Total amount untreated discharge (metric tons)
Water and Wastewater
Management

2,863,959

1,168,012

1,694,950

4,457,457

TR-CL-160a.3% of wastewater untreated prior to discharge

26%

26%

31%

32%

TR-CL-160a.4% of fleet with Ballast Water Management System(BWMS) installed i

100%

94%

81%

95%

GRI 303-3

Cruise duration in marine-protected areas or areasof protected conservation status

In 2022, we finalized
development of our
methodology for
capturing this data
across our fleet, andwill be implementing
in 2023.

We do not have astandarized method for
capturing this data acrossour fleet. However, we are
evaluating methods thatwill allow us to report thisin the coming years.

——

TR-CL-160a.4

Number of Notices of Violation (NOV) received fordumping i

2

0

0

94%

94%

90%

90%

48

—

—

—

—

Water withdrawal by source - produced water(percent) i, iv
Environmental
Management

Number of ships certified to ISO 14001

GRI 303-3

SOCIALAREA

INDICATOR
Total number of employees
Total number of supervised workers

Our Employees

2022

2021

2020

2019

FRAMEWORKS

102,500

84,70085,39682,319

GRI 2-7

iv, v

11,951

9,300

5,525

5,737

—

Employees working onboard our ships

94,30077,00078,45374,240

SASB TR-CL-000.C

Employees working at our shoreside operations and private destinations

8,200

7,700

6,943

8,400

—

Full-time employees

102,400

84,60085,31582,194

GRI 2-7Part-time employees

100

100

81

108

GRI 2-7

Male employees

77,08564,00060,84360,533

GRI 2-7, GRI 405-1

Female employees

25,47920,70019,183

21,728

GRI 2-7, GRI 405-1
70Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTSOCIAL (CONTINUED)
AREA

Learning and Development

INDICATOR

2022

2021

2020

2019

FRAMEWORKS

Total training hours - shipboard

2,425,311

—

—

—

—

Total training hours - shoreside

29,759————Average training hours per employee - shipboard

25.72

7x

11

—

GRI 404-1

Average training hours per employee - shoreside

3.63

12

19

—

GRI 404-1% of male and female employees

Female

Male

22%

78%

22%F

21%F

—

17%

83%

—

—

—

Global shoreside: All team members i

57%

43%

—

—

—

US shoreside: All team members

56%

44%

58% F

57% F

—

37%

63%

—

—

—

Shipboard: All team members i
Shipboard: 3 stripes and above

Global shoreside: Director+

i

i

i

59%

41%

—

—

—

Board of Directors

29%

71%

21% F

—

—

Female Executive Leadership Team (reporting to CEO)

36%

64%

43% F

—

—

Global shoreside: Sr. Managers and belowiTenure of employees ix

Diversity, Equity
and Inclusion

Female

Male

Total

North America, Central American and Caribbean

5,277

7,178

12,455

Total:
9,934

0-1 year

1,682

1,947

3,629

—

—

—

1-5 years

1,362

1,467

2,829

—

—

—

6-10 years

784

940

1,724

—

—

—

11-15 years

536

944

1,480

—

—

—

16-20 years

463

857

1,320

—

—

—

20+

450

1,023

1,473

—

—

—

South America

1,697

2,594

4,291

Total:
3,792

866

1,222

2,088

—

—

—

1,015

—

—

—

0-1 year
1-5 years

388

627

6-10 years

188

256

444

—

—

—

11-15 years

194

312

506

—

—

—

16-20 years

45

115

160

—

—

—

20+

16

62

78

—

—

—

GRI 2-771

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTSOCIAL (CONTINUED)
AREA

INDICATOR

2022

2020

2019

—

—

—

3,359

—

—

—

2,698

—

—

—

1,069

1,308

—

—

—

489

599

—

—

—

61

384

445

—

—

8,491

4,276

50,667—
Total:
47,031

Female

Male

Total

Africa/Europe

4,329

9,460

13,789Total:
16,5080-1 year

2,036

3,344

5,380

1-5 years

1,124

2,235

6-10 years

759

1,939

11-15 years

239

16-20 years

110

20+
Asia/Australia

Diversity, Equity
and Inclusion(Continued)

2021

Tenure of employees

FRAMEWORKSGRI 2-7

0-1 year

2,916

11,262

14,178———1-5 years

2,736

10,41913,155———

6-10 years

1,915

10,985

12,900———

11-15 years

514

5,270

5,784

—

—

—

16-20 years

270

2,577

2,847

—

—

—

20+

140

1,663

1,803

—

—

—

—

—

—

% of ethnically or racially diverse employees (US only)
All team members i
Director+55%

iSr. Managers and below i

35%

—

—

—

58%

—

—

—

Board of Directors

21%

14%

—

—

Executive Leadership Team (reporting to CEO)

18%

31%

—

—

GRI 405-1

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

81%

—

—

—

Director+

62%

—

—

—

Sr. Managers and below

83%

—

—

—

Number of countries our employees represent

139

130

—

126

Shipboard

Shoreside

Totals inpercentages

Under 30 i

38,652

1,568

39%

—

—

—

30 - 50 i

51,790

4,159

55%

—

—

—

Over 50 i

4,978

1,419

6%

—

—

—

Distribution by age

72

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTSOCIAL (CONTINUED)
AREA

INDICATOR

2022

2021

2020

2019

FRAMEWORKS

26

4

8

—

TR-CL-250a.1

98.3%; 00. No CDC
inspections occurred during
2021.

95%

—

TR-CL-250a.2

5.1 iv

7.9 iv, xi

Information notdisclosed—

TR-CL-250a.3

1

0

0

—

TR-CL-250a.3

114

120

219

—

TR-CL-540a.1(1) 137 ;(2) 1 vii

(1) 78; (2) 00—TR-CL-540a.2

100%

100%

Information notdisclosed—

TR-CL-310a.3

In 2022, we did
not disclose any
monetary losses
as a result ofmaterial legal
proceedings
associated withlabor law viola­tions.

In 2021, we did
not disclose
any monetarylosses asa result ofmaterial legal
proceedings
associatedwith labor law
violations.

In 2020, we did
not disclose
any monetarylosses as a re­sult of material
legal proceed­
ings associatedwith labor law
violations.

—

TR-CL-310a.4

Number of alleged crime incidents involving passengers or
employees

Fleet average CDC Vessel Sanitation Program inspection score,
percentage of inspections failed i
Guest Safety & Security(1) Serious injuries per million passengers vi(2) number of voyages with a gastrointestinal illness countexceeding 2% i
Number of conditions of class or recommendations
Number of port state control (1) deficiencies and (2) detentions
Percentage of seafarers paid for overtime

Human Rights

Total amount of monetary losses as a result of legal proceedings
associated with labor law violations
Seafarer lost time incident rate (LTIR)iv, viii% of employees covered by collective bargaining agreements

1.98

—

—

—

TR-CL-320a.1

88%

86%

89%

89%

GRI 2-30

OTHER OPERATIONAL METRICS
AREA

Activity Metric

2022

2021

2020

2019

FRAMEWORKS

Available lower berth kilometers (ALB-km)

INDICATOR

22,199,586,149

9,281,945,422

7,484,211,023—

TR-CL-000.A

Available passenger cruise days (APCD)

41,197,650

11,767,441

8,539,903—

TR-CL-000.B

94,30077,00078,453—TR-CL-000.C

5,536,335

1,030,403

1,295,144—

TR-CL-000.D

14,663

4,517

1,755

—

TR-CL-000.E

Number of shipboard employees
Cruise passengers
Number of vessel port callsiData has been third-party verified by DNV.

vi

Serious injuries are defined as those resulting in treatment that requires debarkation or airlift for life-saving support.

ii

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.

vii

Formal appeal under review in accordance with 46 CFR Subpart 1.03 “Right of Appeal”.

viii

New intensity metric starting 2022, in line with IMO’s CII.

LTIR is defined as the average lost time (difference from Assignment End date to Sign Off date) x number of signoffs /1M hrs

iii

ix

Data relates to Royal Caribbean International and Celebrity only.

Data relates to all RCG employees minus Silversea shipboard.

iv

xSupervised workers are shipboard contractors or concessionaires.

Correction of 2021 figure due to misprint.

v

xi

Revised 2021 calculation to align with the methodology used in 2022, in line with SASB guidance.

73Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

United Nations Sustainable
Development Goals Approach
GOALS

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 achievethat goal can also influence our future business. This table references sections of thisreport that relate to each goal.

OUR CONTRIBUTIONS

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

Advancing Net Zero Innovation, Energy Use and Air Emissions

Promote sustained, inclusive and sustainable economic growth, full andproductive employment and decent work for all.

Our People, Human Rights, Our Communities

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

Our Communities

Ensure sustainable consumption and production patterns.

Breaking New Ground in Sustainable Ship Building, Waste Management,
Sustainable Sourcing

Take urgent action to combat climate change and its impacts.

Advancing Net Zero Innovation, Energy Use and Air Emissions

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

Water and Wastewater Management, Sustainable Seafood, Protecting Oceans

Protect, restore and promote sustainable use of ecosystems, sustainably manage
forests, combat desertification, and halt and reverse land degradation and halt
biodiversity loss.

Environment, Responsible Tourism

Strengthen the means of implementation and revitalize the global partnership forsustainable development.

Key Stakeholder Groups, Partnerships and Alliances,
Partnering to Explore Zero-Carbon Shipping Corridors

74

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTSASB Table
GREENHOUSE GAS EMISSIONSSASB CODE

INDICATORS

2022 DISCLOSURE

2022 NOTESGross global Scope 1 emissions

4,979,842

Our emissions are calculated using the Greenhouse
Gas Protocol. Scope 1 emissions include fuels used tooperate our ships. Emissions factors can be found in ourannual response to the CDP Climate Change Information
Request. See the Energy Use and Air Emissions sectionof this report, page 24.

TR-CL-110a.2

Discussion of long-term and short-term strategy or plan
to manage Scope 1 emissions, emissions reduction
targets, and an analysis of performance against thosetargets

See Advancing Net Zero Innovation (page 21) and Energy
Use and Air Emissions (page 24) sections of this report.
Also see our TCFD report here.

TR-CL-110a.3(1) Total energy consumed, (2) percentage heavy fuel oil,(3) percentage onshore power supply (OPS), (4) percent­age renewable(1) 29,568,189.6 gigajoules (GJ); other indicators not
currently disclosed

See the Energy Use and Air Emissions section of thisreport, page 24.

TR-CL-110a.4

Average Energy Efficiency Design Index (EEDI) for new
ships

7.89

Based on gross tonnage weighted average. This is 40%
better than the EEDI required.

(1) 65,102 metric tonnes, (2) 229,961 metric tonnes, (3)6,956 metric tonnes

See the Energy Use and Air Emissions section of thisreport, page 24.

TR-CL-110a.1

AIR QUALITY
TR-CL-120a.1

Air emissions of the following pollutants: (1) NOx (exclud­ing N2O), (2) SOx, and (3) particulate matter (PM10)DISCHARGE MANAGEMENT AND ECOLOGICAL IMPACTS
11,015,565 cubic meters; 74% of waste treated prior todischarge

See the Waste Management section of this report,
page 31.

Percentage of fleet implementing ballast water (1) ex­change and (2) treatment(2) 100%

This is inclusive of our wholly owned and operated
brands. See the Water Management section of thisreport, page 30.

TR-CL-160a.3

Cruise duration in marine-protected areas or areas ofprotected conservation status

In 2022, we finalized development of our methodology
for capturing this data across our fleet, and will be imple­
menting in 2023.

TR-CL-160a.4

Number of notices of violations received for dumping

2

TR-CL-160a.1

TR-CL-160a.2

Total amount of ship waste discharged to the environment,
percentage treated prior to discharge

This is third-party verified by DNV

75

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTDISCHARGE MANAGEMENT AND ECOLOGICAL IMPACTS
SASB CODE

INDICATORS

2022 DISCLOSURE

2022 NOTES

TR-CL-160a.1

Total amount of ship waste discharged to the environment,
percentage treated prior to discharge

11,015,565 cubic meters; 74% of waste treated prior todischarge

See the Waste Management section of this report,
page 31.

Percentage of fleet implementing ballast water (1) ex­change and (2) treatment(2) 100%

This is inclusive of our wholly owned and operated
brands. See the Water Management section of thisreport, page 30.

TR-CL-160a.3

Cruise duration in marine-protected areas or areas ofprotected conservation status

In 2022, we finalized development of our methodology
for capturing this data across our fleet, and will be imple­
menting in 2023.

TR-CL-160a.4

Number of notices of violations received for dumping

2

This is third-party verified by DNV

Number of alleged crime incidents involving passengers
or employees

26

All crimes reported using the CVSSA definition for report­
able crimes for all RCG vessels. See the Guest Safety andSecurity section of this report, page 41.

TR-CL-250a.2

Fleet average CDC Vessel Sanitation Program inspection
score, percentage of inspections failed

98.25%, 0

Performance table, page 73.

TR-CL-250a.3(1) Serious injuries per million passengers and (2) number ofvoyages with a gastrointestinal illness count exceeding 2%(1) 5.1 (2) 1

See the Guest Health and Wellbeing, page 40 and Guest
Safety and Security section of this report, page 41.

Average hourly wage for seafarers, by region

Our competitive Total Rewards package includes pay,
housing, meals, health care, savings programs, employ­ee assistance programs, educational opportunities, andmore. Approximately 88% of our workforce is covered bya collective bargaining agreement that includes many ofthese benefits. These programs are frequently reviewed
to ensure we are the employer of choice.

See the Employee Benefits and Engagement section ofthis report, page 50.

Percentage of seafarers working maximum hours

Working and rest hours are closely monitored and reg­ulated under the Maritime Labor Convention (MLC), aninternational labor convention adopted by the Interna­
tional Labor Organization (ILO) that sets out seafarers’
rights to minimum working and living conditions.

Percentage of seafarers paid for overtime

All shipboard employees have guaranteed overtime
included as part of their pay.

Total amount of monetary losses as a result of legal proceedings associated with labor law violations

Our material legal proceedings are disclosed in our
SEC reports. In 2022, we did not disclose any monetarylosses as a result of legal proceedings associated withlabor law violations.

TR-CL-160a.2

CUSTOMER HEALTH AND SAFETY
TR-CL-250a.1

LABOR PRACTICES

TR-CL-310a.1

TR-CL-310a.2

TR-CL-310a.3

TR-CL-310a.4

See the Employee Benefits and Engagement section ofthis report, page 50.

76

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTEMPLOYEE HEALTH AND SAFETY
SASB CODE
TR-CL-320a.1

INDICATORS

2022 DISCLOSURE

2022 NOTES

Seafarer lost time incident rate (LTIR)

1.98 **

See the Employee Health, Safety and Wellness section ofthis report, page 48.

ACCIDENT MANAGEMENT
TR-CL-540a.1

Number of conditions of class or recommendations

114

Performance table, page 73.

TR-CL-540a.2

Number of port state control (1) deficiencies and (2)detentions"(1) 137(2) 1***"

Performance table, page 73.

TR-CL-540a.3

Number of marine casualties, percentage classified asvery serious

Information not currently disclosed.

ACTIVITY METRIC
TR-CL-000.A

Available lower berth kilometers (ALB-km)

22,199,586,149

TR-CL-000.B

Available passenger cruise days (APCD)

41,197,650

TR-CL-000.C

Number of shipboard employees

94,300TR-CL-000.D

Cruise passengers

5,536,335

TR-CL-000.E

Number of vessel port calls"14,663

Performance table, page 70.

*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.
****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.
**Formal appeal under review in accordance with 46 CFR Subpart 1.03 “Right of Appeal.”

77

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTGRI Index
GRI STANDARDDISCLOSURE

PAGE NUMBER(S) AND/OR URL(S)

2-1 Organizational details

ESG report page 82022 Fiscal Year 10-K page 2

2-2 Entities included in the organization’s sustainability reporting

ESG report page 8

2-3 Reporting period, frequency and contact point

Reporting period for sustainability reporting: January 1, 2022 – December 31,
2022
Frequency of reporting: Annual
Reporting period for financial reporting: January 1, 2022 – December 31, 2022
Publication date: April 2023
Contact: sustainability@rccl.com

2-4 Restatements of information

There are no restatements of information in this report.

2-5 External assurance

ESG report pages 83-87

2-6 Activities, value chain and other business relationships

ESG report page 8, 12, 22, 33-37
2022 Fiscal Year 10-K page 2

2-7 Employees

ESG report pages 70-72

2-8 Workers who are not employees

ESG report page 70

2-9 Governance structure and composition

ESG report pages 62-63
Corporate Governance
Our Leadership

2-10 Nomination and selection of the highest governance body

Nominating and Corporate Governance Committee Charter2-11 Chair of the highest governance body

ESG report page 63
Corporate Governance
Our Leadership

2-12 Role of the highest governance body in overseeing the management of
impacts

ESG report pages 62-63
Corporate Governance

2-13 Delegation of responsibility for managing impacts

ESG report pages 62-63

2-14 Role of the highest governance body in sustainability reporting

ESG report page 63
Safety, Environment, Sustainability, and Health Committee Charter

2-15 Conflicts of interest

ESG report page 64
Corporate Governance

2-16 Communication of critical concerns

ESG report page 64

2-18 Evaluation of the performance of the highest governance body

ESG report page 62

2-19 Remuneration policies

Talent and Compensation Committee Charter

2-20 Process to determine remuneration

ESG report page 62
Talent and Compensation Committee Charter

2-22 Statement on sustainable development strategy

ESG report page 3

GENERAL DISCLOSURESGRI 2: General Disclosures
2021

78

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTGRI STANDARDDISCLOSURE

PAGE NUMBER(S) AND/OR URL(S)GENERAL DISCLOSURES (CONT.)GRI 2: General Disclosures
2021

GRI STANDARD

2-23 Policy commitments

ESG report page 33, 53-54, 64
Code of Business Conduct and Ethics
Human Rights Statement and Core Labor Principles

2-25 Processes to remediate negative impacts

ESG report pages 53, 64

2-26 Mechanisms for seeking advice and raising concerns

ESG report pages 53, 64
AWARE Compliance and Ethics

2-27 Compliance with laws and regulations

ESG report page 70

2-28 Membership associations

ESG report pages 12, 28

2-29 Approach to stakeholder engagement

ESG report pages 10-13

2-30 Collective bargaining agreements

ESG report page 73

DISCLOSURE

PAGE NUMBER(S) AND/OR URL(S)

3-1 Process to determine material topics

ESG report page 14

3-2 List of material topics

ESG report page 14
There have been no changes compared to previous reporting period

MATERIAL TOPICSGRI 3: Material Topics 2021
Economic performance
GRI 3: Material Topics 2021

3-3 Management of material topics

GRI 201: Economic Perfor­
mance 2016201-2 Financial implications and other risks and opportunities due to climatechange2022 Fiscal Year 10-K

Royal Caribbean Group Reports 2022 Results and Provides Forward Guidance
ESG report pages 19, 65
2022 Fiscal Year 10-K p. 20
TCFD report

Procurement practices
GRI 3: Material Topics 2021

3-3 Management of material topics

ESG report page 35

GRI 204: Procurement Practic­
es 2016204-1 Proportion of spending on local suppliers

ESG report page 37

Tax
GRI 3: Material Topics 2021

3-3 Management of material topics

GRI 207: Tax 2019

207-1 Approach to tax

2022 Fiscal Year 10-K pages 18-20
Audit Committee Charter
2022 Fiscal Year 10-K pages 18-20
Audit Committee Charter

79

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTGRI STANDARDDISCLOSURE

PAGE NUMBER(S) AND/OR URL(S)MATERIAL TOPICS (CONT.)
EnergyGRI 3: Material Topics 2021

GRI 302: Energy 2016

3-3 Management of material topics

ESG report pages 24-29
Energy Use and Air Emissions Fact Sheet

302-1 Energy consumption within the organization

ESG report page 69

302-3 Energy intensity

ESG report page 69

302-5 Reductions in energy requirements of products and services

ESG report pages 26-29

Water and effluentsGRI 3: Material Topics 2021

GRI 303: Water and Effluents2018

3-3 Management of material topics

ESG report page 30
Water and Wastewater Management Fact Sheet

303-1 Interactions with water as a shared resource

ESG report page 30

303-2 Management of water discharge-related impacts

ESG report page 30

303-3 Water withdrawal

ESG report page 70

303-4 Water discharge

ESG report page 70

Emissions
GRI 3: Material Topics 2021

3-3 Management of material topics

ESG report pages 21-29
TCFD report
ESG report page 69

305-1 Direct (Scope 1) GHG emissions

TCFD report
CDP report
ESG report page 69

GRI 305: Emissions 2016305-2 Energy indirect (Scope 2) GHG emissions

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

ESG report pages 24, 69

305-4 GHG emissions intensity

ESG report page 69

305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air
emissions

ESG report page 69

3-3 Management of material topics

ESG report page 31
Waste Management Fact Sheet

306-2 Management of significant waste-related impacts

ESG report page 31

306-4 Waste diverted from disposal

ESG report page 69

306-5 Waste directed to disposal

ESG report page 69

Waste
GRI 3: Material Topics 2021

GRI 306: Waste 201680

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTGRI STANDARDDISCLOSURE

PAGE NUMBER(S) AND/OR URL(S)MATERIAL TOPICS (CONT.)
Occupational health and safety
GRI 3: Material Topics 2021

3-3 Management of material topics

ESG report pages 48-49, 54

403-1 Occupational health and safety management system

ESG report pages 48-49, 54

403-3 Occupational health services

ESG report page 49
Health, Safety and Security fact sheet

403-5 Worker training on occupational health and safety

ESG report page 49

403-6 Promotion of worker health

ESG report pages 48-49

403-7 Prevention and mitigation of occupational health and safety impacts
directly linked by business relationships

ESG report page 49

GRI 3: Material Topics 2021

3-3 Management of material topics

ESG report page 48, 51

GRI 404: Training and Educa­tion 2016404-1 Average hours of training per year per employee

ESG report pages 51, 71

GRI 403: Occupational Healthand Safety 2018

Training and education

Diversity and equal opportunity
GRI 3: Material Topics 2021

3-3 Management of material topics

ESG report page 46

GRI 405: Diversity and Equal
Opportunity 2016405-1 Diversity of governance bodies and employees

ESG report pages 46, 70-72
2022 Fiscal Year 10-K page 15405-2 Ratio of basic salary and remuneration of women to men

ESG report page 48

GRI 3: Material Topics 2021

3-3 Management of material topics

ESG report page 55

GRI 413: Local Communities
2016413-1 Operations with local community engagement, impact assessments, anddevelopment programs

ESG report pages 53, 55-59

GRI 3: Material Topics 2021

3-3 Management of material topics

ESG report page 35
Supplier Guiding Principles

GRI 414: Supplier Social
Assessment 2016414-1 New suppliers that were screened using social criteria

ESG report page 35

GRI 3: Material Topics 2021

3-3 Management of material topics

Political Contributions Policy

GRI 415: Public Policy 2016415-1 Political contributions

ESG report page 64

Local communities

Supplier social assessment

Public policy

81Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTGRI STANDARDDISCLOSURE

PAGE NUMBER(S) AND/OR URL(S)GRI 3: Material Topics 2021

3-3 Management of material topics

ESG report pages 40-42

GRI 416: Customer Health and
Safety 2016416-1 Assessment of the health and safety impacts of product and service
categories

ESG report pages 40-41, 73

3-3 Management of material topics

ESG Report page 41
Code of Business Conduct and Ethics page 22

3-3 Management of material topics

ESG Report page 42

MATERIAL TOPICS (CONT.)
Customer health and safety

Customer privacy
GRI 3: Material Topics 2021
Guest satisfaction
GRI 3: Material Topics 2021
Guest Satisfaction

ESG Report page 42

Accessible cruising
GRI 3: Material Topics 2021
Accessible Cruising

3-3 Management of material topics

ESG Report page 42
ESG Report page 4282

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTAssurance Statements
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 2022 as presented
in the Royal Caribbean Group’s “2022 Seastainability Report,” (“the Report”). The work was carried out February-March, 2023.

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.

Responsibilities of the
Directors of RCCL and DNV

Scope and approach
We performed a limited level assurance engagement in accordance with the International Standard
on Assurance Engagements (ISAE) 3000 revised – ‘Assurance Engagements other than Audits andReviews of Historical Financial Information’ (revised), issued by the International Auditing andAssurance Standards Board. This standard requires that we comply with ethical requirements
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 17021-1:2015 - Conformity Assessment Requirements for bodies
providing audit and certification of management systems, and accordingly maintains acomprehensive system of quality control including documented policies and procedures
regarding compliance with ethical requirements, professional standards and applicable legal andregulatory requirements.
The boundary of our work includes global operations for all Selected Information in scope except
for Shoreside Operations by Ethnicity which includes US operations only.

Selected Information
EnvironmentalSelected Information

Our competence, independence,and quality control

The scope and boundary of our work is restricted to the 2022 performance data
included within the Report (the “Selected Information”), listed below:
Data verified for the period January 1, 2022-December 31, 2022:
 Environmental Metrics
o Percent of fleet with Ballast Water Management System (BWMS) installedo Percent of fleet equipped with Advanced Wastewater Purification System (AWPS)o Percent of wastewater treated prior to dischargeo Notices for Violation of Dumping (into water)o Water withdrawal by source Diversity & Inclusion Metrics
o 2022 US Shoreside Employee Representation by Ethnicity
o 2022 US Shoreside Employee Representation by Ethnicity,
Leadership: Directors & Aboveo 2022 US Shoreside Employee Representation by Ethnicity,
o
o
o
o
o
o


Non-Leadership: Sr. Managers & Below
2022 US Shoreside Employee Representation by Gender2022 Global Shoreside Employee Representation by Gender2022 Global Shoreside Employee Representation by Gender,
Leadership: Directors & Above2022 Global Shoreside Employee Representation by Gender,
Non-Leadership: Sr. Managers & Below
2022 Global Shipboard Employee Representation by Gender2022 Global Shipboard Employee Representation by Gender,
Leadership: 3 Stripes and Above2022 Global Employee Representation by Age

DNV’s established policies andprocedures are designed to ensurethat DNV, its personnel and, whereapplicable, others are subject toindependence requirements(including personnel of otherentities of DNV and maintainindependence where required byrelevant ethical requirements. This
engagement work was carried out
by an independent team ofsustainability assurance
professionals. DNV was not involvedin the preparation of any part of
RCCL’s data or report. This is our
second year of providing assurance
on the Selected Information andseventh year providing verification
on greenhouse gas emissions for
RCCL. We adopt a balanced
approach towards all stakeholders
when performing our evaluation.

oHealth & Safety Metrics
o 2022 Number of Voyages with Acute Gastroenteritis (AGE) illness count exceeding 2%o 2022 Number of failed United States Public Health (USPH) inspectionso 2022 Average Vessel Sanitation Program (VSP) inspection score,2022 Percent of fleet with Ballast Water Management System (BWMS) installed
2022 Percent of fleet equipped with Advanced Wastewater Purification
System (AWPS)
2022 Percent of wastewater treated prior to discharge
2022 Number of notices for violation of dumping (into water)
2022 Water withdrawal by source - Produced water (percent)

92%
74%
2
94%

Diversity & Inclusion

 2022 US Shoreside Employee Representation by Ethnicity
 2022 US Shoreside Employee Representation by Ethnicity,









Leadership: Directors & Above2022 US Shoreside Employee Representation by Ethnicity,
Non-Leadership: Sr. Managers & Below
2022 US Shoreside Employee Representation by Gender2022 Global Shoreside Employee Representation by Gender2022 Global Shoreside Employee Representation by Gender,
Leadership: Directors & Above2022 Global Shoreside Employee Representation by Gender,
Non-Leadership: Sr. Managers & Below
2022 Global Shipboard Employee Representation by Gender2022 Global Shipboard Employee Representation by Gender,
Leadership: 3 Stripes and Above2022 Global Employee Representation by Age,
Under 30
30-50Over 50

55%
35%
58%
56%
57%
37%
59%
22%
17%
39%
55%
6%

Health & Safety 2022 Number of voyages with Acute Gastroenteritis (AGE) illness count exceeding 2%
 2022 Number of failed United States Public Health (USPH) inspections
 2022 Average Vessel Sanitation Program (VSP) inspection score,
Royal Caribbean International and Celebrity

Royal Caribbean International and Celebrity

In addition, DNV has conducted verification on the following 2022 GHG emissions andcarbon intensity related indicators: GHG Emissions Scope 1 and 2 in accordance with
ISO 14064-3; Available lower berth double occupancy; Distance travelled inkilometers; and Distance travelled in nautical miles. Our opinion for the GHG
emissions related data in Scope 1 and 2 is provided in a separate statement dated
March 30, 2023 for publication with the 2022 Report and reporting to sustainability
disclosures such as The CDP. We do not express any conclusions on any otherinformation that may be published on RCCL’s website or the Report for the current
reporting period.

100%

Page 2

1
0
98.3%

The Directors of RCCL have sole
responsibility for:• Preparing and presenting the
Selected information inaccordance with the Criteria;• Designing, implementing andmaintaining effective internal
controls over the informationand data, resulting in the
preparation of the Selected
Information that is free frommaterial misstatements;• Measuring and reporting the
Selected Information based on
their established 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 in accordance with theCriteria and to report to RCCL in theform of an independent limited
assurance conclusion, based on thework 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. We planned andperformed our work to obtain theevidence we considered necessary toprovide a basis for our assurance
conclusion, so that the risk of thisconclusion being in error is reduced
but not reduced to very low. A‘reasonable level’ of assurance
would have required additional workat headquarters and site levels togain further evidence to support thebasis of our assurance conclusion.
DNV’s assurance engagements are
based on the assumption that thedata and information provided by
the client to us as part of our review
have been provided in good faith.
DNV expressly disclaims any liability
or co-responsibility for any decision aperson or an entity may make basedon this Independent AssuranceStatement.

Page 183

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT

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








Conducting interviews with RCCL’s management and data owners, to obtain anunderstanding of the key processes, systems and controls in place to generate,
aggregate and report the Selected Information;
Performing limited substantive testing on the most significant contributors to check 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 inregard to the Criteria;
Reviewing HR Database to determine diversity and inclusion values.

For and on behalf of DNV Business Assurance USA, Inc.

DNV Business Assurance USA, Inc.
Katy, TX
27 March 2023

Inherent Limitations

Appendix A. RCCL’s “Criteria”

All assurance engagements are
subject to inherent limitations as
selective testing (sampling) may
not detect errors, fraud or otherirregularities. Non-financial data
may be subject to greater inherent
uncertainty than financial data,
given the nature and methods used
for calculating, estimating anddetermining such data. The
selection of different, but
acceptable, measurement
techniques may result in different
quantifications between different
entities. Our assurance relies on
the premise that the data andinformation provided to us by RCCL
have been provided in good faith.
DNV expressly disclaims any
liability or co-responsibility for any
decision a person or an entity may
make based on this Independent
Limited Assurance Statement.

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

Definition

Methodology

2022 Percent of fleet with Ballast
Water Management System(BWMS) installed

Percent of ships with approved BWMS
installed as per the International Ballast Water
Management certificate (third-party certified
by DNV) as compared to total fleet within
wholly owned and operated brands within thereporting boundary.

2022 number of ships with Ballast Water
Treatment Systems on their International
Ballast Water Management Certificate / 2022
Total count of fleet X 100

The International Ballast Water Management
certificate fulfils the requirements for theInternational Convention for the Control andManagement of Ships‘ Ballast Water andSediments for ships of 400 gross tonnage andabove.
2022 Percent of fleet equipped with
Advanced Wastewater Purification
System (AWPS)DNV Business Assurance
DNV Business Assurance USA, Inc. ispart of DNV – Business Assurance, a
global provider of certification,verification, assessment andtraining services, helping customers
to build sustainable businessperformance. www.dnv.com

Percent of ships with International Sewage
Pollution Prevention (ISPP) certificate (thirdparty certified) which are equipped withapproved Advanced Wastewater Purification
Systems as compared to total fleet within
wholly owned and operated brands within thereporting boundary.

2022 number of ships with AWP Systems on
their ISPP certificate / 2022 Total count of fleet
x 100

An ISPP certificate is issued in conformity with
Annex IV to MARPOL
2022 Percent of Wastewater treatedprior to discharge

The percentage of ship wastewater
discharged to the environment that was
treated prior to Discharge.

2022 weight of waste material treated prior
to discharge / 2022 total weight of wastematerial x 100

Scope of disclosure is as per Scope of
disclosure is as per Sustainability AccountingStandard Board (SASB), Cruise Line Standard,
2018 TR-CL-160a.1 Part 22022 Number of Notices for
Violation of Dumping (into water)

Notices of violations include those issued by
the entity’s flag state and by any government
enforcement agency at ports where theentity’s vessels visit.

Total number of notices of violations received
for dumping in 2022.

Scope of disclosure is as per Sustainability
Accounting Standard Board (SASB), Cruise Line
Standard, 2018 TR-CL-160a.4
2022 Water withdrawal by source,
percent of produced water

Percentage of produced water for 2022
voyages as compared to total water
withdrawn (water produced and bunkered) for
2022 voyages.

2022 total produced water withdrawn / (total
produced water + total bunkered water
withdrawn) x 100

Note: Only for Royal Caribbean Internationaland Celebrity.

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.

2022 US Shoreside Employee
Representation by Ethnicity

Percentage of US Regular Employees that selfidentify as one or more of the following
ethnicity categories, as compared to the total
count of US Regular Employees.

(2022 Total US only, shoreside only, employees
self identifying as one or more of the options
provided in List A / Total US only, shoreside
only employees) X 100

List A:
Page 3

Page 484

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT--

American Indian or Alaska Native
AsianBlack or African American
Hispanic or Latino
Native Hawaiian or Other PacificIslanderTwo or more races-

Non-Leadership Job level, Sr. Managers andBelow:

Total count of US Regular employees includes
the following additional categories:

●
●
●
●
●
●
●
●
●
●
●
●
●
●

List B:-White (not Hispanic or Latino)
I choose not to self-identify myrace/ethnicity

Note: All shipboard employees are consideredregular employees. The “regular employee”
classification only pertains to shoreside.
All shipboard employees include those fromRoyal Caribbean International, Silversea, andCelebrity.
2022 US Shoreside Employee
Representation by Ethnicity,
Leadership: Directors & Above

Percentage of US only Leadership Regular
Employees self-identifying as one of the below
ethnicity categories and holding one of the
below job titles.
List A:-

Total US only, shoreside only, leadership
employees self identifying as any of the options
from List A and holds a Job Level of Directors
and Above / by Total US only, shoreside only
leadership employees X 100

American Indian or Alaska Native
AsianBlack or African American
Hispanic or Latino
Native Hawaiian or Other PacificIslanderTwo or more races

All shipboard employees include those fromRoyal Caribbean International, Silversea, andCelebrity.
2022 US Shoreside Employee
Representation by Gender

List A:
Page 5

Total US Shoreside female workforce count /Total US Shoreside workforce count X 100

All shipboard employees include those fromRoyal Caribbean International, Silversea, andCelebrity.
2022 Global Shoreside Employee
Representation by Gender

Percentage of global shoreside employees
self-identifying as female at birth, ascompared to global shoreside employees

Global Shoreside female workforce count /Global Shoreside workforce count X 100

Note: All shipboard employees are consideredregular employees. The “regular employee”
classification only pertains to shoreside.

All shipboard employees include those fromRoyal Caribbean International, Silversea, andCelebrity.
Percentage of US only Non Leadership Regular
Employees self-identifying as one of the below
ethnicity categories and holding one of the
below job titles.

Percentage of Total US Shoreside Employeesthat have a Birth Gender of Female, ascompared to Total US Shoreside Employees
Note: All shipboard employees are consideredregular employees. The “regular employee”
classification only pertains to shoreside.

Associate Vice President
Chief Executive Officer
Director
Executive Vice President
President
Senior Director
Senior Vice President
Vice President

Note: All shipboard employees are consideredregular employees. The “regular employee”
classification only pertains to shoreside.

2022 US Shoreside Employee
Representation by Ethnicity, NonLeadership: Sr. Managers & Below

ClericalCoordinator / Admin (INTL)
Coordinator / Admin (US)Lead
Lead – ICManagerManager – IC
Non-Level
Professional
Specialist
Sr. Analyst
Sr. Analyst – IC
Sr. Manager
Supervisor

Note: All shipboard employees are consideredregular employees. The “regular employee”
classification only pertains to shoreside.

Job level, Directors and Above:
●
●
●
●
●
●
●
●

Asian
Black or African American
Hispanic or Latino
Native Hawaiian or Other PacificIslanderTwo or more races

All shipboard employees include those fromRoyal Caribbean International, Silversea, andCelebrity.

Total US only, shoreside only, leadership
employees self identifying as any of the options
from List A and holds a Job Level of Sr.
Managers and Below / by Total US only,
shoreside only leadership employees X 100

2022 Global Shoreside Employee
Representation by Gender, Leadership:
Directors & Above

American Indian or Alaska Native

Percentage of global shoreside employees
self-identifying as female at birth and hold aleadership role (job level of Directors andabove), as compared to global shoreside
employees

Global shoreside leadership employees selfidentifying as female / by Global shoresideleadership employees X 100

Page 685

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTAll shipboard employees include those fromRoyal Caribbean International, Silversea, andCelebrity.

Leadership job level, Directors and Above:
●
●
●
●
●
●
●
●

2022 Global Shoreside Employee
Representation by Gender, NonLeadership: Sr. Managers & Below

Associate Vice President
Chief Executive Officer
Director
Executive Vice President
President
Senior Director
Senior Vice President
Vice President

2022 Global Shipboard Employee
Representation by Gender,
Leadership: 3 Stripes and Above

Percentage of global shipboard employees
self-identifying as female at birth and hold aleadership role (job level 3 stripes and above),as compared to global shipboard employees
Leadership Job level, 3 stripes and above:●

3, 3.5, 4, 4.5 stripes

Note: All shipboard employees are consideredregular employees. The “regular employee”
classification only pertains to shoreside.

Note: All shipboard employees are consideredregular employees. The “regular employee”
classification only pertains to shoreside.

All shipboard employees include those fromRoyal Caribbean International, Silversea, andCelebrity.

All shipboard employees include those fromRoyal Caribbean International, Silversea, andCelebrity.

Percentage of global shoreside employees
self-identifying as female at birth and hold aleadership role (job level of Directors andabove), as compared to global shoreside
employees

Global shoreside leadership employees selfidentifying as female / by Global shoresideleadership employees X 100

2022 Total Employee Representation
by AgePercentages of total (shoreside + shipboard)
Employees within each of the following age
categories, as compared to the total(shoreside + shipboard) count of Employees-

Non-Leadership Job level, Sr. Managers andBelow:
●
●
●
●
●
●
●
●
●
●
●
●
●
●

Global shipboard employees self-identifying as
female and hold 3 stripes and above / Global
shipboard employees X 100

Under 30
30-50Over 50

Note: All shipboard employees are consideredregular employees. The “regular employee”
classification only pertains to shoreside.

ClericalCoordinator / Admin (INTL)
Coordinator / Admin (US)Lead
Lead – ICManagerManager – IC
Non-Level
Professional
Specialist
Sr. Analyst
Sr. Analyst – IC
Sr. Manager
Supervisor

All shipboard employees include those fromRoyal Caribbean International, Silversea, andCelebrity.

Under 30:
(Total shoreside under 30 + total shipboard
under 30) / (Total shoreside employee count +Total shipboard employee count) X 100
30-50:(Total shoreside 30-50 + total shipboard 3050) / (Total shoreside employee count + Total
shipboard employee count) X 100
Over 50:(Total shoreside over 50 + total shipboard over50) / (Total shoreside employee count + Total
shipboard employee count) X 100

Note: All shipboard employees are consideredregular employees. The “regular employee”
classification only pertains to shoreside.
All shipboard employees include those fromRoyal Caribbean International, Silversea, andCelebrity.
2022 Global Shipboard Employee
Representation by Gender

Percentage of global shipboard employees
self-identifying as female at birth, ascompared to global shipboard employees

Global shipboard employees self-identifying as
female / by Global shipboard employees X 100

Note: All shipboard employees are consideredregular employees. The “regular employee”
classification only pertains to shoreside.

Page 7

Page 886

Appendix

2022 ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORTSTATEMENT

Operational Boundary

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 GHG emissions(Scope 1 and 2). These assertions are relevant to the 2022 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

2022 Greenhouse Gas (GHG) emissions inventory Scope 1 and 2
Available lower berth double occupancy
Distance travelled in kilometers for 2022
Distance travelled in nautical miles for 2022

Financial control
Global sites/Vessels
Reporting Period: 1 January 2022 to 31 Dec 2022
Data Verified

Greenhouse Gas Emissions
Scope 1 Emissions

4,979,842 (MtCO2e)

Scope 2 Emissions (Location based)

10,100 (MtCO2e)

Scope 2 Emissions (Market based)

10,167 (MtCO2e)

Number of Available lower berth double occupancy

130,924

Distance travelled in kilometers for 2022

7,529,718 km

Distance travelled in Nautical Miles for 2022

4,065,724 Nautical Miles

Emissions (Well to Wake) per gross tonnage x Nautical Miles

10.97 g CO 2e/(GT*NM)

Assurance Opinion

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.

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.
March 30, 2023

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)

Lead Verifier
Kyle Silon

Technical Reviewer
Weidong Yang

Verification Protocols



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

ApproverDavid Tellez

Regional Manager, DNV Business Assurance USA, Inc.

The purpose of the DNV group of companies is to promote safe and sustainable futures. The USA & Canada Sustainability team is part of DNVBusiness Assurance, a global provider of certification, verification, assessment and training services, helping customers to build sustainablebusiness performance. www.dnv.com/sustainability

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

VERIFICATION STATEMENT

Page 1 of 2

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

VERIFICATION STATEMENT

Page 2 of 287