Sustainability Report 2011

Transcription

CONTENTS
CEO’s letter to stakeholders........................................................................................................................... 5
1
Profile of Costa Crociere S.p.A................................................................................................................ 7
1.1
Key dates in Costa’s history........................................................................................................................... 8
1.2
Costa Crociere S.p.A. today:
an international player................................................................................................................................ 12
1.3
The Development Plan ............................................................................................................................... 16
2
Costa Cruises’ integrated social responsibility policy..................................................................... 19
2.1
Our commitment to
sustainable growth........................................................................................................................................20
2.2 2011 Sustainability Report
Parameters ...................................................................................................................................................22
3
Summary of results for 2011 and objectives for improvement in 2012........................................ 25
3.1
Economic
performance................................................................................................................................................. 26
3.2 Environmental
performance................................................................................................................................................. 28
3.3
Social
performance................................................................................................................................................. 32
3.4 Safety
performance . .............................................................................................................................................. 36
3.5
Objectives for improvement in 2012.......................................................................................................... 40
4
Governance and corporate values: dialogue with stakeholders.................................................... 43
4.1
Company organization............................................................................................................................... 44
4.2 Principles of reference and company policy.............................................................................................. 46
4.3 B.E.S.T. 4 corporate management
system ........................................................................................................................................................ 48
4.4 Our stakeholders.......................................................................................................................................... 52
2
4.5
Stakeholder involvement............................................................................................................................ 54
4.6 Awards......................................................................................................................................................... 64
4.7
Environmental Partnerships....................................................................................................................... 66
4.8 Social Partnerships....................................................................................................................................... 69
5
Management approach and performance indicators...................................................................... 73
6
Economic performance indicators ..................................................................................................... 77
7
Environmental performance indicators............................................................................................ 87
8
Social performance indicators............................................................................................................ 111
8.1
Labor practices
and decent work........................................................................................................................................ 112
8.2 Human rights..............................................................................................................................................132
8.3
Ethical standards........................................................................................................................................137
8.4 Product responsibility ................................................................................................................................138
9
Declaration of the GRI - G3 application level...................................................................................141
10
Summary table........................................................................................................................................145
11
Glossary.....................................................................................................................................................153
3
Letter to the
stakeholders
Publication of this seventh edition of our Sustainability Report coincides
with a very delicate period in the history of our Company. For this reason,
the document that we have the pleasure to present to you takes on notable
significance.
Sometimes it is only at moments like these that the attention of the general
public and the media turns toward what is being done to ensure the safety
of our passengers and our employees. The Sustainability Reports that Costa
Cruises has been drafting since 2005 have provided a precise and detailed
account - and this latest one is no exception - of the great attention that our
Company pays to safety, environmental protection and respect for social
values.
We achieved many environmental, social and safety objectives in 2011 and
we are working to achieve many more. Nevertheless, this year, we do not
want to disclose here anything reported inside this document. We merely ask
you to read it carefully. Behind the numbers, there is the commitment and
experience of a company that has operated in the cruise line industry for over
60 years.
Furthermore, our Sustainability Report attests to Costa Cruises’ commitment
to one of the crucial aspects of B.E.S.T 4 Certification: “continuous
improvement.” This principle sets us apart and we apply it to all of the
areas that we have previously mentioned through monitoring, control and
prevention activities (always using the latest procedures) and through the
use of the most sophisticated technology that progress has made available
to us, going well beyond the current legislative requirements. We still have
many objectives set for 2012 and we will achieve them thanks to the valuable
contribution of all of those who work in this Company.
Michael Thamm
Chief Executive Officer
Costa Crociere S.p.A.
5
01
Profile of
7
11
KEY DATES IN
COSTA’S HISTORY*
* Data as of September 2012
OVER SIXTY YEARS OF INNOVATION, COMBINED WITH PASSION AND
INTUITION MAKE EVERY ASPECT OF OUR CRUISES EXCITING AND
DIFFERENT.
1854
famous “Linea C” was established providing crossings
from Europe to South America.
“Giacomo Costa fu Andrea” was founded by
Giacomo Costa and began shipping goods around
the world.
1950s
Linea
Late 19th century
Its ships traveled as far as Australia, where the demand
C
introduced
the
first
Caribbean
and
Mediterranean pleasure cruises, redeploying ships at
times when there was less demand for regular “liner”
service.
for Italian food products was created by the flow of
emigrants.
1980s
1940s
The passenger ship turned into a full-fledged floating
hotel, a holiday resort in the form of a funship offering
At the beginning of World War II the fleet comprised
eight ships with combined gross tonnage of over
27,000. In 1948, with the entry into service of the “Anna
C”, Costa began operating in passenger shipping. The
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theaters, casinos, discos etc.
The Company concentrated on the cruise industry.
Costa Crociere S.p.A. was established in 1986.
Profile of Costa Crociere S.p.A. KEY DATES IN COSTA’S HISTORY
1990s
Costa opted for new positioning: the cruise accessible
to all. In 1993 it was the first Italian travel group to
mount a TV advertising campaign.
In 1997 Costa Crociere S.p.A. was acquired jointly by
Carnival Corporation, incorporated in Panama, and
Airtours plc, an enterprise subject to English law,
with equal shares: the Company now had greater
investment capacity while retaining its Italian identity.
(UNI EN ISO 14001), safety (OHSAS 18001) and quality
(UNI EN ISO 9001).
The same year, the Company acquired AIDA, the
number one cruise company for the German market
with a fleet of four ships.
Two new ships built in Italy by Fincantieri – the Costa
Concordia and Costa Serena – entered into service in
2006 and 2007, respectively. Also in 2006 and 2007,
Costa Cruises expanded its business to the Far East,
the United Arab Emirates and the Indian Ocean.
In 2007 the Palacruceros, the new cruise terminal in
Barcelona financed and managed by the Company,
opened and Costa Cruises set the historic European
2000-2009
record of 1 million Guest bookings for the year.
Further milestones were laid in the years that followed:
This was a very eventful period and an important
in 2008 Costa Cruises celebrated its Diamond Jubilee
decade for the development of the Company.
in an exhibition, in a book, on a special website and by
The launch of the Costa Atlantica in 2000 heralded a
new phase of development. She had veranda cabins
with sea views, and unforgettable interiors: cruises
began attracting a new section of the public.
A major fleet expansion program – currently worth
around 6 billion euros – was launched. Carnival
Corporation, which was then listed on the New York
Stock Exchange, acquired full control of Costa Cruises.
a series of three Grand Anniversary Cruises. In 2009
the Company staged an exceptional joint inauguration
that was a Guinness World Record event: on June 5, the
Costa Luminosa and Costa Pacifica were christened
together in the same place on the same day.
The same year Costa Cruises acquired full control
of the Iberocruceros brand, operating in the Spanish
market, with a fleet of three ships.
The ships in the Costa fleet were able to fly the Italian
flag once again.
The Costa Europa, Costa Mediterranea, Costa Fortuna
and Costa Magica entered service between 2002 and
2010
2004. In April 2003 Carnival Corp. and P&O Princess
merged to form Carnival Corporation & plc, the world’s
January 29 marked the entry into service of the Costa
largest cruise operator, listed on the stock exchanges of
Deliziosa; on 23 February in Dubai she was the first cruise
New York (NYSE:CCL) and London (LSE:CCL.L).
ship in the world to be inaugurated in an Arab country.
On November 24 the same year, the Savona
Palacrociere cruise terminal, co-financed and managed
by Costa, opened its doors for business.
In May 2004 Costa Cruises received the B.E.S.T. 4,
an integrated system of voluntary certification of
corporate compliance with the highest standards
governing social accountability (SA 8000), environment
June 16 saw the inauguration of the “Palazzo Costa”,
comprising the extension and redevelopment of the
Company’s headquarters in Genoa.
The new Palazzo is a perfect blend of creativity,
innovation and respect for the environment: it is one
of the country’s first buildings with “zero C02 emissions
on site”, and also one of the first to have special glass
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among the official celebrations for the 150th anniversary
of the unification of Italy.
As part of its ongoing efforts to protect the environment,
the “Sustainable Cruise” project co-funded by the
European Commission by means of the “Life+”
Programme was launched in 2011.
The Costa Pacifica was chosen to pilot this project,
developed with various partners and revolving around
innovative shipboard waste management.
Costa Cruises is the only cruise line in the world to take
part in the Life+ Programme.
2012
cladding with large panels, specifically designed for this
project, featuring a LED lighting system that produces
After 17 years, Costa Cruises reintroduced its historic
dazzling variable color.
“Round-the-World” cruise, the cruise of a lifetime.
The Costa Deliziosa, one of the most modern and
exclusive members of the fleet, takes Costa’s Guests
2011
On January 25, Costa Cruises Chairman & CEO Pier
Luigi Foschi was awarded the “2010 Leonardo Prize for
the seven seas, in the wake of the great navigators of
the past. The 100-day world voyage includes 37 ports
of call.
Italia n Quality”.
Unfortunately, 2012 was also marked by two accidents.
The “Premio Leonardo” awards, assigned annually by
On January 13, the Costa Concordia hit a rock and
the Leonardo Committee since 1993, are considered
grounded off the coast of Giglio Island. The toll was
the Oscars for Italian entrepreneurs who have made
heavy with 30 confirmed dead and 2 missing; at the time
the greatest contributions to promoting and enhancing
of going to print, the resulting criminal investigation
the country’s image of excellence, thus fostering
was still underway.
“Italian-made” quality around the world. The prize was
The Company mounted an immediate emergency
presented to Pier Luigi Foschi by the President of the
Republic Giorgio Napolitano.
response operation, providing assistance to Guests and
crew, and doing everything within its power to protect
On July 2, Trieste hosted the extraordinary inaugural
the island of Giglio; these efforts were crowned with
event for the christening of the Costa Favolosa (114,500
success with the removal of the fuel and the “caretaking”
gross tonnage and 3800 total Guests), Costa Cruises’
of the local environment.
new flagship.
10
on a journey of discovery to five continents and sailing
Subsequently, the salvage plan to remove the wreck
The christening event for the Costa Favolosa was a
commenced; this is ongoing and, at the time of writing
tribute to Italy, to the country’s history and to beauty.
this edition of the Sustainability Report, is scheduled to
Due to the importance of the occasion, it was included
conclude in the spring of 2013.
As part of its commitment to continuous improvement,
re-entered service in March, offering a brand new
at the start of May the Company voluntarily introduced
cruise vacation experience for a select public: a ship
seven initiatives designed to guarantee the highest
that is incredible throughout with elegant, distinctive
safety standards, with measures that are stricter than
design, an exclusive and enchanting spa, gourmet
the current regulatory requirements, applying both
dining, top class entertainment and brand new alluring
prior to departure and while cruising at sea.
destinations.
Other initiatives were implemented in the following
The 14th fleet member Costa Fascinosa, the 114,500
months.
gross tonnage flagship and sister of the Costa Favolosa,
On February 27, 2012 the Costa Allegra was drifting
without power near the Seychelles following a fire
that damaged her diesel generators and was promptly
extinguished.
built at the Italian Fincantieri shipyards, made her debut
in May. Also confirmed was the delivery in October
2014 of a new 132,500 gross tonnage cruise ship with
accommodation for 4928 total Guests, ordered from
Fincantieri in Marghera.
The problem was swiftly resolved by towing the ship to
After 15 years at the helm, during which time he
the Port of Mahe (Seychelles). No injuries or property
presided over the significant growth of the Company
damage occurred to the crew or Guests. The Allegra was
and its leadership in Europe with approximately 3.1
permanently withdrawn from Costa Cruises fleet.
billion euros in sales and 2.3 million total Guests carried
Despite the ongoing global downturn and what was
in 2011, Pier Luigi Foschi handed over the reins to the
a delicate period for the Company, Costa Cruises
new Costa Crociere CEO Michael Thamm, who was
confirmed all its planned investments in 2012: these
already President of AIDA Cruises.
included the radical refurbishment of the Costa
At the same time, Pier Luigi Foschi is staying on in his
Romantica, one of the biggest projects of its kind ever
present position as Chairman of the Board of Costa
carried out on a cruise ship; the 90 million euro revamp
Crociere S.p.A. and has also taken on the role of
was completed at the San Giorgio del Porto shipyard in
Chairman & Chief Executive Officer of the new Carnival
Genoa.
Asia unit.
The refurbished and renamed “Costa neoRomantica”
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12
COSTA CROCIERE S.P.A. TODAY:
AN INTERNATIONAL PLAYER*
*Data as of September 2012
WITH A FLEET OF 26 SHIPS IN SERVICE AND SALES OF 3.1 BILLION EUROS,
COSTA CROCIERE S.P.A. REMAINS EUROPE’S NUMBER ONE CRUISE GROUP
AND THE LARGEST ITALIAN TRAVEL GROUP.
Costa Crociere S.p.A., which comprises the Costa
Costa Cruises is also the first international company
Cruises, AIDA Cruises and Iberocruceros brands, is
authorized to operate in the Chinese market and depart
headquartered in Genoa (Italy) and has the largest and
from the country’s ports. The Costa Cruises fleet is
most advanced fleet in Europe: 26 ships with combined
Europe’s largest: 14 ships with total Guest capacity
capacity of around 65,000 total Guests. The vessels are
of around 40,000. One more ship is on order and due
all Italian-flagged (except for the Iberocruceros fleet,
for delivery in 2014; this will make the Costa Cruises
which flies the Portuguese flag) and are deployed in the
fleet 15-strong with capacity of approximately 45,000
Mediterranean, Northern Europe, the Baltic Sea, the
total Guests. Each year Costa’s ships offer the chance
Caribbean, Central America, South America, the United
to visit some 250 separate destinations with over 150
Arab Emirates, the Far East and the Red Sea as well as
itineraries. There are over 2200 excursions to choose
on the Round-the-World cruise and Grand Cruises. Costa
from, including about 300 eco-tourism excursions. These
Crociere S.p.A. is a subsidiary of Carnival Corporation &
specially guided tours comprise visits to parks, oases and
plc, the world’s largest cruise operator, comprising 10
nature reserves, reducing the impact on the ecosystem and
individual brands and operating a combined fleet of 100
improving the wellbeing of local people. With offices in
ships.
14 countries, Costa Cruises is a multinational Company
with its headquarters in Genoa. The Company can
count on a young, multinational staff: 80% of its more
Costa Cruises
Costa Cruises is Europe’s no. 1 cruise line, in terms
of both the size of the fleet and the total number of
Guests carried. The Company boasts a history in Italian
passenger shipping stretching back more than 60 years.
12
than 19,000 employees (18,000 shipboard personnel
and 1000 in the shoreside offices) are under 40 and they
come from 70 different countries. Costa Cruises works
with over 80,000 travel agencies worldwide.
www.costacrociere.it
Profile of Costa Crociere S.p.A. COSTA CROCIERE S.P.A. TODAY: AN INTERNATIONAL PLAYER
GROUP STRUCTURE 2012
Costa Crociere
S.p.A.
Genova
AIDA
Cruises
Costa
Croisieres
Costa
Kreuzfahrten
Niederlassung
Costa
Crociere
Costa
International
B.V.
Iberocruceros
Holding
Division
Iberocruceros
S.L.U.
Rostock
Paris
Hamburg
Shanghai
Amsterdam
Madrid
Madrid
Costa Cruises
Shipping
Service
(Shanghai)
Co. Ltd
Shanghai
Air-Sea Holiday
GmbH.
Costa Cruises
Benelux
Costa
Kreuzfahrten
Austria
Costa
Crociere
Iberocruzeiros
Ltda
Iberocruceros
S.L.U.
Costa Crociere
Pte Ltd
Solothurn
Bruxelles
Linz
Hong Kong
Brazil
Madrid
Singapore
AIDA
Kundencenter
GmbH
Costa
Cruceros
Costa Cruises
Costa
Cruzeiros
Spanish Cruise
Services N.V.
Barcelona
Cruise
Terminal S.l.
Hamburg
Madrid
London
Lisboa
Curaçao
Barcelona
Costa
Kreuzfahrten
GmbH.
Zurich
Cruise Ships
Catering &
Services
International
N.V.
Curaçao
Costa Cruceros
S.A.
Prestige
Cruises N.V.
Buenos Aires
Curaçao
Costa Cruzeiros
Agencia
Maritima e
Turismo Ltda.
Prestige
Cruises
Management
S.A.M.
Montecarlo
AIDA
Entertainment
GmbH
Hamburg
Cruise operations and sales
General sales agents - Services incidental to cruising
Sao Paulo
in liquidation
Financial and administrative operations
Cruise operations
Shipboard services
Non-operating
Costa Cruise
Lines Inc.
Milestone
N.V.
Miami
Curaçao
Costa Cruise
Lines
UK Ltd.
Operadora
Catalina S.R.L.
London
La Romana
Operating branch - general sales agents
Representative office
Cruise terminal
Branch office - cruise operations and sales
13
COSTA CROCIERE S.P.A.: TEN YEARS OF GROWTH
Sales
(million euros)
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
733.2
785.6
1,085.2
1,597.3
1,658.2
2,021.6
2,358.1
2,570.5
2,882.7
3,160.0
Passengers
(thousands)
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
432.0
557.3
742.3
1,105.3
1,118.1
1,370
1,634.5
1,821.8
2,150.4
2,304.5
Passenger days
(millions)
14
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
3.6
4.3
5.9
8.7
8.8
10.6
12.6
14.5
16.9
18.2
AIDA Cruises
Iberocruceros
AIDA Cruises is the number one cruise company for the
Iberocruceros is a new cruise brand that was established
German market. There are nine AIDA ships operating
in September 2007 and operates exclusively on the
at present, with total Guest capacity of approximately
Spanish and Portuguese markets. It has three ships in
20,000. Another three new vessels have been ordered
service: the Grand Mistral, Grand Celebration and Grand
and will enter service in spring 2013, March 2015 and
Holiday with combined capacity of about 5500 total
March 2016. AIDA markets its cruises in German-
Guests.
speaking countries, its hallmarks being a youthful
style and informal service. It has been operating on
www.iberocruceros.com
the German market since 1996, offering an innovative
and modern cruise concept that is seen as an excellent
alternative to holiday villages.
www.aida.de
15
13
THE
DEVELOPMENT PLAN*
* Data as of September 2012
IN 2000 COSTA CROCIERE S.P.A. LAUNCHED A LARGE SCALE FLEET
EXPANSION PROGRAM. BY 2016 THE TOTAL FLEET OF THE GROUP WILL BE
30-STRONG WITH A TOTAL INVESTMENT OF 11 BILLION EUROS.
In 2000 Costa Cruises launched a large scale fleet
Once Fincantieri has delivered the new flagship – a
expansion program. By 2016 the Group will have 30
132,500 tonner accommodating up to 4928 Guests,
ships in service with investments totaling some 14
thus making this the biggest Italian passenger ship
billion euros.
afloat – in October 2014, the Costa Cruises fleet will be
The Costa Cruises fleet currently consists of 14 ships in
service.
At the end of June 2011 the delivery took place of the
At the same time, AIDA Cruises, which currently has a
fleet of nine ships, will also be expanding its offer with
the arrival of three new ships due to enter service in
Costa Favolosa (114,500 gross tonnage and 3800 total
spring 2013, 2015 and 2016, thus bringing fleet capacity
Guests) built by Fincantieri in Marghera; November
to approximately 29,000 total Guests.
saw the arrival of the Costa Voyager (24,400 gross
tonnage and 927 total Guests), after her transfer from
Iberocruceros.
Iberocruceros is a cruise brand that operates exclusively
on the Spanish and Portuguese markets. It has three
ships in service: the Grand Mistral, Grand Celebration
March 2012 saw the entry into service of the brand
and Grand Holiday with combined capacity of about
new Costa neoRomantica, the result of the radical
5500 total Guests.
refurbishment of the former Costa Romantica carried
out at the San Giorgio del Porto and T. Mariotti shipyards
in Genoa.
The sister ship of the Costa Favolosa, Costa Fascinosa,
was delivered in Venice on May 5, 2012, following her
completion – again by Fincantieri at its Marghera yard.
16
15-strong with total Guest capacity of around 45,000.
By 2016 the Costa Crociere S.p.A. fleet will have total
Guest capacity of approximately 80,000.
Profile of Costa Crociere S.p.A. THE DEVELOPMENT PLAN
THE FLEETS
SHIP
ENTRY INTO SERVICE
CAPACITY (TOTAL)
GROSS TONNAGE
Costa Classica
1991
1,680
53,000
Costa neoRomantica
2012
1,800
56,000
Costa Victoria
1996
2,394
75,200
Costa Atlantica
2000
2,680
85,700
Costa Mediterranea
2003
2,680
85,700
Costa Fortuna
2003
3,470
102,600
Costa Magica
2004
3,470
102,600
Costa Serena
2007
3,780
114,500
Costa Luminosa
2009
2,826
92,600
Costa Pacifica
2009
3,780
114,500
Costa Deliziosa
2010
2,826
92,600
Costa Favolosa
2011
3,800
114,500
Grand Voyager
2011
927
24,400
May 2012
3,800
114,500
October 2014
4,928
132,500
AIDAcara
1996
1,339
38,557
AIDAvita
2002
1,582
42,289
AIDAaura
2003
1,582
42,289
AIDAdiva
2007
2,500
68,500
AIDAbella
2008
2,500
68,500
AIDAluna
2009
2,500
68,500
AIDAblu
2010
2,500
71,000
AIDAsol
2011
2,500
71,000
AIDAmar
March 2012
2,500
71,000
AIDAstella
March 2013
2,500
71,000
New Building
March 2015
3,260
125,000
New Building
March 2016
3,260
125,000
Grand Mistral
2007
1,715
47,300
Grand Celebration
2008
1,896
47,626
Grand Holiday
2010
1,848
46,052
Costa Fascinosa
New Building
17
02
COSTA CRUISES’ INTEGRATED SOCIAL
RESPONSIBILITY POLICY
21
OUR COMMITMENT TO
SUSTAINABLE GROWTH
COSTA CRUISES HAS ALWAYS MADE SUSTAINABLE DEVELOPMENT, ETHICAL
VALUES AND THE WELFARE OF THE COMMUNITY TOP PRIORITIES AND AN
INTEGRAL PART OF ITS ACTIVITY.
Testimony to this commitment is the application of
4 was an effective means of pursuing the path to
the B.E.S.T. 4, whereby RINA Services S.p.A. certified
continuous improvement of Company performance,
compliance of Costa Cruises’ integrated corporate
the management of human resources, safety and
management system with the requirements of four
environmental protection.
international standards:
SA 8000/2008 dealing with the management of
personally, first of all involving the top management
social accountability;
(Executive Committee) and, subsequently, all the
UNI EN ISO 14001/2004 dealing with the
Company personnel.
management of environmental protection;
Costa Cruises’ commitment to socially accountable
OHSAS 18001/2007 dealing with the management
development is formalized in the most recent
of occupational health and safety;
Company policy document approved by the CEO on
UNI EN ISO 9001/2008 dealing with delivery of the
service and relations with the Guests.
The decision to develop the B.E.S.T. 4 project within
Costa Cruises – the first Italian business enterprise
to achieve all four types of certification at the
20
The CEO promoted the initiative among the employees
September 21, 2009 and shared during meetings and
training sessions involving all the personnel.
The document is available in the workplace and is
also published on the Company portal CostaPlanet as
well as on the Costa website.
same time and still the only cruise line in the world
At different times and using various methods, the
to have attained social accountability (SA 8000)
other stakeholders, and suppliers in particular,
certification – stems directly from the Chairman &
are required to adhere to the Code of Ethics and
CEO Pier Luigi Foschi, who realized that the B.E.S.T.
environmental compliance policies adopted by Costa
COSTA CRUISES’ INTEGRATED SOCIAL RESPONSIBILITY POLICY OUR COMMITMENT TO SUSTAINABLE GROWTH
Cruises. Costa Cruises is committed to enhancing its
ability to listen to, communicate with and engage all
its stakeholders, to continuously increasing its Guest
satisfaction level, to the empowerment of its people,
to contributing to the welfare and development of the
communities in which it operates, to respect for and
protection of the environment – in particular the seas
in which its ships sail – and to improved safety.
21
22
2011 SUSTAINABILITY REPORT
PARAMETERS
COSTA CRUISES HAS PUBLISHED ITS SUSTAINABILITY REPORT ANNUALLY
SINCE 2005, THEREBY CONFIRMING ITS COMMITMENT TO EVER GREATER
TRANSPARENCY AND AN ENHANCED DIALOGUE WITH ITS STAKEHOLDERS.
The Report is one of its main tools of information; a
These activities are carried out at the Company’s Head
means of reporting not only the economic, social and
Office in Piazza Piccapietra 48, Genoa, at the Logistical
environmental performance, but also the principles and
Operations Center and the Call Center in Via De Marini,
objectives on which Company operations are based and
Genoa, and on all the ships in the Costa Cruises fleet.
the way that they have been translated into operational
and management choices in the course of the year
under examination.
Costa Cruises fleet and offices, and does not regard the
subsidiaries AIDA Cruises and Iberocruceros.
The previous editions of the Sustainability Report (the
last one, dealing with the year 2010, was published
in December 2011) were distributed both in hard
copy and on CD-ROM and they are all accessible at
The subsidiary AIDA Cruises also draws up its own
Sustainability Report (available for consultation at
www.aida.de).
“social
Costa Crociere S.p.A. is administered by a board
accountability” together with a list of contacts and
of directors, which exercises all the ordinary and
the email address ([email protected]) as a means of sending
extraordinary powers of administration under the law
comments and the evaluation questionnaire.
and the articles of association.
The 2008, 2009 and 2010 editions also contained a
The power of representation in respect of third parties
folder summarizing the main results achieved in the
is exercised by the Chairman and the Vice Chairman.
www.costacrociere.it
in
the
section
different fields (social, economic, safety).
22
Therefore, the following information refers only to the
The Company has appointed a CEO who, in accordance
This edition of the Sustainability Report refers to
with the articles of association and the resolution
the activities for the planning and delivery of cruise
passed on April 5, 2011, exercises all the ordinary and
vacations and the management of the Company’s ships.
extraordinary powers of administration, apart from
COSTA CRUISES’ INTEGRATED SOCIAL RESPONSIBILITY POLICY 2011 SUSTAINABILITY REPORT PARAMETERS
some expressly specified exceptions defined by the
Board and contained in an addendum to the resolution.
The main exceptions are the acquisition of new ships,
the raising of financing other than bank loans, and the
concession of guarantees in favor of third parties.
The information and numerical data contained in this
edition of the Sustainability Report refer to the 2011
fiscal year, which runs from December 2010 through
November 2011.
They reflect solely the situation of the Costa Cruises
brand (Italian offices and fleet), with the exception of
the economic performance data, which refer to Costa
Crociere S.p.A. as a Group, in order to bring these data
into line with those published in the Company’s civil
code balance sheet.
It is pointed out accordingly that whenever reference is
made in the text to “Costa Cruises”, this means only
the brand and the Italian Company, whereas the terms
“Costa Crociere S.p.A.” or “the Costa Group” are used
stakeholder inclusivity, thanks in part to the feedback
from the many activities involving stakeholders and
based on the experience of the first six editions of
the Report;
to refer to the holding company which controls not just
sustainability context (in both the environmental
Costa Cruises but also the other brands belonging to the
and social fields, with numerous activities already
Group.
implemented and many more planned for the
The decision to limit the field of application of the
Sustainability Report to the Costa cruises brand
stems from Costa Cruises’ need to communicate
to stakeholders its commitment to environmental
compliance and social responsibility as reflected by
future);
completeness of the material topics, with the
provision of comprehensive data for all the
performance indicators identified for the Costa
Cruises brand.
the implementation and maintenance of the B.E.S.T. 4
Given the specificity of Costa cruises’s activity as a
integrated corporate management system, certified by
cruise line, for some indicators it has been necessary to
RINA Services S.p.A. in May 2004.
diverge, albeit not substantially, from the G3 Indicator
This certification has been awarded to all the ships in
the Costa cruises fleet and all the Company’s shoreside
facilities in Italy, hence the decision to limit the scope of
the Report as explained above.
Starting with the 2007 edition, the Sustainability Report
is drafted in accordance with the GRI – G3 Guidelines,
with particular regard to the following reporting
principles:
Protocols. For further information, reference should be
made to the individual indicators given in the following
chapters.
Also, in order to achieve effective transparency of the
information contained in the document and ensure the
quality of that information, other reporting principles
have also been applied: these include balance, by
providing an unbiased picture of the organization,
accuracy, timeliness, clarity and reliability.
materiality of information, above all in the choice of
the indicators;
23
03
SUMMARY OF RESULTS FOR 2011
and OBJECTIVES FOR IMPROVEMENT IN 2012
In 2011 we...
… carried 2.3 million passengers
… halved emissions to the atmosphere of gases with an ozone-depleting effect
… increased the number of personnel training hours
by 40%
… recorded an 8.5% drop in occupational injuries
31
ECONOMIC
PERFORMANCE *
* Data refer to FY 2011 (December 2010 – November 2011)
DESPITE THE ONGOING RECESSION, the COSTA CROCIERE S.p.A. RESULTS IN
2011 CONFIRM ITS EUROPEAN LEADERSHIP.
According to the most recent study published by the
the industry (almost 32% of all cruise-related jobs across
ECC (European Cruise Council, the association of the
Europe) and a payroll amounting to over 3 billion euros.
continent’s leading cruise companies), in 2011 the cruise
Growth is driven mainly by demand from North
industry generated a record amount of 36.7 billion euros
America and Europe. Both these markets are deemed to
(+6% compared to 2010) in goods and services in Europe,
offer substantial further growth potential, as are South
providing employment for some 315,000 people.
America, the Middle and Far East, as well as China,
The industry recorded growth of 54% in the five years
albeit with numbers that are not yet significant.
from 2006 to 2011. In 2011 around 5.6 million cruise
passengers embarked from a European port, an increase
occurred in spite of the ongoing global downturn.
The Costa Group’s results in FY
2011
Italy plays a leading role in the European cruise industry:
The Costa Group carried a total of 2,304,501 Guests
in 2011 one passenger out of three departed on a cruise
during the period, as against 2,150,418 the previous
ship sailing from an Italian port (1.9 million cruisers);
fiscal year (+7.2%). The number of passenger days
Italy was once again Europe’s favorite destination with
was up from 16,927,620 in 2010 to 18,183,482 in 2011.
of 7.1% on 2010. This significant industry expansion has
6.5 million visitors.
26
The Costa Crociere Group’s consolidated sales also
rose from 2,883 to 3,160 million euros (+ 9.6%) while
Italy also tops the list of countries making a real social
operating income decreased by 3.2% to 490 million
and economic contribution to Europe’s economy via
euros (15.5% of total sales) compared to 506 million
the continent’s cruise business, with an impact worth
euros (17.6% of total sales) in fiscal year 2010. The
around 4.5 billion euros, or 30% of the value of the
reduction in operating income was largely due to the
industry as a whole. Italy provides the most jobs, with
increase in the cost of fuel (28% higher than the year
over 100,000 people employed directly or indirectly by
before) and the strengthening of the US dollar against
SUMMARY OF RESULTS FOR 2011 and OBJECTIVES FOR IMPROVEMENT IN 2012 ECONOMIC PERFORMANCE
the euro; these two factors had an adverse effect on
ship of the Costa Favolosa, was launched by floating
the income statement with an estimated impact of over
out, ahead of her delivery scheduled for April 2012. In
70 million euros, despite the implementation of a strict
August 2011 a new order was placed with Fincantieri
cost containment policy.
S.p.A. to build a 132,500 gross tonnage flagship with 3674
lower berths. Delivery is scheduled in October 2014. As
regards the AIDA brand, the AIDAsol was delivered in
Expansion of the fleet
The Group’s growth went hand-in-hand with the
ongoing implementation of its fleet expansion program,
which continued as scheduled in FY 2011 with some
significant investments. June 30, 2011 saw the delivery
of the Costa Favolosa, with gross tonnage of 114,500
and total Guest capacity of 2984 (lower berths). The new
flagship is a veritable “treasure trove” just perfect for
a “fabulous” holiday: a Spa area extending more than
6000 m2; new veranda suites with their own Jacuzzis;
Aqua Park water playground; the marvels of virtual
reality; Grand Prix driving and golf simulators; the finest
March 2011; she is 71,000 gross tonnage and has total
Guest capacity of 2194 (lower berths). Like the other
AIDA fleet members, this is a highly innovative vessel.
Highlights include the “Theatrium”, a central meeting
place for Guests that has a marketplace character and
provides a completely new space concept. The AIDAsol
has even bigger wellness and dining facilities, including
the cozy “Brauhaus” restaurant & pub. The AIDAsol joins
the series of liners commissioned from the Meyer Werft
shipyard with the launch in May 2012 of the AIDAmar
and the entry into service of a sister ship scheduled for
2013.
Italian and international cuisine. The Costa Favolosa’s
In November 2011 a memorandum of agreement was
position at the cutting edge of cruise ship building
signed with Japan’s Mitsubishi Heavy Industries Ltd to
technology also extends to environmental compliance,
build two new ships for the AIDA brand, scheduled for
which has always been a Costa hallmark. Like other
delivery in 2015 and 2016. The two new builds belong to
fleet members, the Italian Company’s new flagship is
a new class of cruise ships with 125,000 gross tonnage
equipped for “cold ironing”, namely a system whereby
and accommodation for 3260 Guests (lower berths).
the ship is plugged into shoreside electrical power,
They will be designed to ensure the pursuit of customer
enabling generators to be shut down during stopovers
satisfaction and set new standards in terms of product
in port. On July 29, 2011 the Costa Fascinosa, the sister
innovation and cutting-edge technology.
27
32
ENVIRONMENTAL
PERFORMANCE
THANKS TO CAREFUL MANAGEMENT AND THE INTRODUCTION OF SPECIFIC
MEASURES, IN 2011 THERE WAS A REDUCTION IN FUEL CONSUMPTION AS
WELL AS EMISSIONS TO THE ATMOSPHERE OF GREENHOUSE GASES AND
OZONE-DEPLETING SUBSTANCES.
This chapter describes the main results achieved in 2011,
on board, the aim being to entirely do away with the
while the section dealing with environmental indicators,
use of refrigerant gases containing ozone-depleting
Chapter 7, provides detailed information about the
substances; as a result of this process, 2011 saw a very
trends and performance of the different environmental
substantial reduction in the level of emissions of gases
aspects considered.
with an ozone-depleting effect – this drop was in excess
During 2011 further initiatives were directed at reducing
of 50% compared to the figure for 2010.
energy consumption and the consequent atmospheric
As regards the awareness and preparation of personnel,
emissions (illustrated in more details under indicator
following an analysis of the most frequent shipboard
EN18) and there was a further marked improvement
audit findings, in 2011 improvements were made to
compared to the previous year.
environmental training with the introduction of new
Emissions to the atmosphere of greenhouse gases,
measured in terms of “specific” emissions – i.e.
modules specifically tailored to certain positions on
board.
considering factors such as the total nautical miles
sailed during the year and the available lower berth
days across the fleet (thus taking into account the size
and number of the ships) – related to fuel consumption
fell by 3.8% compared to the year before, representing
a 14.5% decrease since 2007.
28
Life+ Programme “Sustainable
Cruise” Project
One of the objectives for improvement in the
environmental field set out in the 2010 Sustainability
In this connection, the conversion and replacement
Report was waste reduction and the extension of waste
of refrigerating and conditioning systems continued
recycling. In this regard, 2011 marked the launch of the
SUMMARY OF RESULTS FOR 2011 and OBJECTIVES FOR IMPROVEMENT IN 2012 ENVIRONMENTAL PERFORMANCE
“Sustainable Cruise” project, funded by the European
Community by means of the Life+ Programme.
The Costa Pacifica was chosen to pilot this project,
developed with various partners – each bringing its
own specific and complementary expertise – revolving
around innovative shipboard waste management.
The main project activities include:
assessment of the flow of packaging so as to carry
out intervention and reduce this type of waste at the
origin;
study and implementation of prototypes designed
Costa Cruises is Project Manager and is working together
to process food waste and turn it into a useful by-
with the following partners:
product;
Ce.Si.S.P - Centro interuniversitario per lo Sviluppo
development of initiatives aimed at reducing paper
della Sostenibilità dei Prodotti (or Academic Research
at the source and reusing it sustainably;
Center for Sustainable Product Development).
creation of a Mediterranean network of ports
Ce.Si.S.P comprises the DICheP of the University of
fostering cooperation in the field of waste
management and recycling using European port
waste disposal facilities;
Genoa (which is also the administrative headquarters),
Turin Polytechnic and the Scuola Superiore S. Anna
di Studi Universitari e di Perfezionamento di Pisa.
CE.Si.S.P. is an interdisciplinary research center with
“measurement” of the improvements obtained, by
academics, economists and experts in sustainable
applying to the various stages of the project the
development, process and material engineering, and
“Life cycle assessment” technique aimed at objective
political science.
evaluation of the progress made in the area of
environmental management;
MedCruise - the Association of Mediterranean
Cruise Ports. There are 78 member ports around the
conversion of the advantages obtained from the
Mediterranean region, including the Black Sea, the
project in terms of neutralization of greenhouse
Red Sea and the Near Atlantic.
gas, so that this can be assessed both in energy
terms – i.e. reduced atmospheric emissions – and in
economic terms with the trading of carbon credits on
the stock exchange;
VOMM Impianti e processi SpA e Contento Trade Srl
- Companies with a proven track record in European
research projects dealing with process engineering
and biomaterials.
involvement of crew members and Guests with a
Design Innovation Srl, which has 20 years’
view to raising awareness regarding the importance
experience in development and innovation projects
of the engagement to ensuring more sustainable
and specific expertise in paper processing systems.
waste management;
announcement
of
RINA Services S.p.A., a company of the RINA Group
the
solutions
found
and
(set up by RINA, the Italian Shipping Register, a
dissemination of the results of the project, so that
private organization established in Genoa in 1861)
they can be applied not only across the Costa
involved in research projects dealing with standards
Crociere fleet, but also by other shipping companies
and certification in the field of shipping.
and in other contexts.
29
COSTA CRUISES’ EXCELLENCE IN ENVIRONMENTAL PROTECTION
Recycling and reduction of waste
production
100% waste separation of shipboard solid waste.
Shoreside recycling, using appropriate shoreside
reception facilities, of glass and aluminum, lead
Energy and resource
saving
Most of the water (70%) used on the ships in the
Costa fleet is produced directly on board using
desalination plants and evaporators.
batteries, neon, photo developing fluid, used
Energy-efficient HVAC (heating, ventilating and air
cooking oil and other types of special waste.
conditioning) technology, optimizing output with
automated temperature control in the staterooms
and public spaces based on effective need.
For the most recent liners use of silicone-based
Costa’s ships like floating
laboratories
coatings for the ship’s hull.
These antifouling coatings enhance hydrodynamic
performance, decrease fuel consumption and
The collaboration with the Joint Research Centre
reduce the growth of microorganisms on the hull
(Institute for Environment and Sustainability of the
surface.
European Commission) introducing a new way of
Installation on some vessels of an automatic
monitoring climate change in the Mediterranean began
lighting control system designed to adjust the
in 2005.
ship’s external lighting in accordance with the
Automatic air pollution monitoring stations are installed
current sunlight intensity.
in rotation on board various fleet members, all deployed
Use on some ships of low power consumption LED
on regular routes in the Mediterranean.
light bulbs.
The most recent additions to the fleet are equipped
for “cold ironing“, namely a system whereby the
ship is plugged into shoreside electrical power,
Safeguarding the marine
environment
enabling generators to be shut down during
stopovers in port.
Costa Cruises is the first company in Italy and one
marine
of the first in the world to introduce this innovation
environment is reflected by its alliance with WWF; from
designed to minimize the environmental impact of
2005 to 2011 it was established to safeguard the most
port calls.
Costa
Cruises’
sensitivity
towards
the
endangered ecoregions and set up a network of Marine
Protected Areas in the Mediterranean. By virtue of this
partnership, Costa was the first cruise line in the world
to install the REPCET (www.repcet.com) system on
board one of its ships; this pilot project is a reporting
system aimed at reducing collisions between ships and
whales while tracking their movements.
30
STATUS OF IMPLEMENTATION AND PERFORMANCE OF OBJECTIVES 2011*
Status of implementation November 2011
Objective 2011
Activity
Extension
of
waste
recycling and improved
monitoring of the activities
already underway.
The objective is still in progress and is part of the Life+
“Sustainable Cruise” project.
The project activities include the development of innovative
shipboard waste recycling technologies with the installation
of prototypes, as well as the finalization of agreements with
shoreside waste disposal facilities and local authorities so as
to increase the recycling of waste generated on board ships.
In progress
Attainment of RINA’s Green
Star Plus notation for the
following ships: the Costa
Pacifica, Costa Luminosa
and Costa Deliziosa.
Implementation of measures designed to demonstrate
compliance with the certification requirements. In particular,
the so-called “Green Passports” – providing information
with regard to materials on board known to be potentially
hazardous, so as to facilitate safe management and
environmentally sound recycling of vessels when they reach
the end of their operational lives – have been developed for
the vessels in question.
Completed
In 2011 the Green Star Plus was
obtained not only for the ships
originally intended, but also for the
Costa Favolosa.
Production of a preliminary
study dealing with all the
chemical products used on
board, in order to identify
those that are potentially
hazardous
to
the
environment. The list will
then be used to investigate
ways of replacing or
reducing the use of the
chemicals concerned.
All the chemical products used on board were assessed
and, based on the information in their Material Safety
Data Sheets, the relevant details were obtained in order to
determine the associated environmental risks.
A list was drawn up providing an immediate and complete
picture of the situation regarding the use of such chemicals
across the fleet.
Completed
Implementation
environmental
curriculum.
Based on the analysis of the findings from the shipboard
audits and checks, various training needs were identified
specific to certain positions on board, with regard to proper
environmental record-keeping.
In collaboration with the Costa Campus, some job-specific
training modules were developed, together with instructions
for their application on board.
Completed
of the
training
* December 2010 - November 2011
31
33
SOCIAL
PERFORMANCE
IN 2011 THERE WAS A SUBSTANTIAL RISE IN THE NUMBER OF TRAINING HOURS
– DEALING WITH SOCIAL ACCOUNTABILITY, ENVIRONMENTAL COMPLIANCE,
MANAGERIAL EXPERTISE, PROFESSIONAL SKILLS AND LANGUAGES –
DELIVERED TO COSTA CRUISES PERSONNEL.
Costa Cruises undertakes to comply at all times with
in the Company’s enterprise bargaining agreement and
the principles of social responsibility laid down by the
in its internal procedures.
international SA 8000 standard and with the laws in
force regarding:
child labor
forced labor
health and safety
freedom of association and collective bargaining
discrimination
disciplinary procedures
work schedule
pay
drawn up a code of behavior for all shipboard workers
(who account for the majority of the Company’s
workforce) in which discriminatory practices are
clearly defined and it is stated that such conduct will
not be tolerated under any circumstances; to this end,
measures will be taken as required and all employees are
given the necessary details so that they can contact the
senior management directly. Also relevant to the field
of social responsibility are Costa’s employee training
programs for shoreside and shipboard personnel.
These are run by the Costa Campus (Corporate
Human Resources Department), which promotes
The practical application of this stated commitment
continuous training activity, aimed at all shoreside and
to safeguarding core labor rights undertaken by Costa
shipboard personnel and covering social accountability,
Cruises is also reflected in the constant monitoring of
enforcement with the relevant provisions contained in
the National Collective Bargaining Agreement (NCBA),
32
As a preventive measure, Costa Cruises has in any event
environment and safety, as well as managerial, technical
and language refresher courses.
In 2011 the number of training hours provided was
SUMMARY OF RESULTS FOR 2011 and OBJECTIVES FOR IMPROVEMENT IN 2012 SOCIAL PERFORMANCE
799,472 compared to 568,293 in 2010, which works out
participation of all the ships and the Campus schools
to an increase of over 40%.
worldwide.
Approximately 83% of Costa Cruises’ employees took
Lastly, Costa Cruises’ community support recycling
part in 2011 in the internal evaluation process known as
projects continued in Brazil; various types of waste
“Performance Management”.
are recycled with the aim of financing local social
On the following page is a table showing the main
development (for futher details see Chap. 4.8).
objectives for improvement in 2011, some of which have
These projects have been running since 2009 with the
already been attained.
dual objectives of promoting the social development of
The plan of implementation of the Maritime Labour
Convention, which was adopted in 2006 by the ILO
(International Labour Organization) and provides
the local communities and improving the management
of the environmental impacts generated by the
Company’s operations.
comprehensive rights and protection at work for
seafarers, was developed in accordance with the
guidelines.
The first step saw the involvement of the senior
managers of the relevant shoreside departments. This
project is due for completion in 2012 and includes
actions aimed both at the Executive Committee and at
the shipboard population as a whole.
The interactive software (LMS - Learning Management
System) for all shoreside and shipboard training was
developed and has already been used for shoreside
employees, while the “light” stage devoted to the
management of e-learning is underway on board.
This project will also be completed in 2012, with the
33
SUMMARY OF RESULTS FOR 2011 and OBJECTIVES FOR IMPROVEMENT IN 2012 E SOCIAL PERFORMANCE
Objective 2011
Activity
Review
the
“Family
& Friends” policy for
shipboard
personnel
(objective 2008).
Updating of the policy.
In progress
In progress
The macro project and feasibility study
were carried out in 2010. In 2011 OJT
was implemented in the first departments
involved in the project.
On-the-job training.
Implementation of the
Accenture plan for the
rationalization
of
the
shipboard payroll process
(objective 2009).
Start-up of detailed analysis of the variable
compensation on board to define the magnitude and
clarify the procedure for elaboration of the actual
balance.
In progress
Starting in 2010 (on the Costa Romantica)
and continuing in 2011 the Mistral Bonus
system was implemented; now it is running
on all the ships in the fleet except the
Voyager (where it will be installed in 2012).
Broadly speaking, the project streamlines
the flows of information between the
ships (administration) and the shoreside
offices (payroll team), eliminating the
discretionary factor and limiting the risk
of erroneous assignment and approval of
bonuses, in the preparation and payment
of amounts due upon disembarkation.
This guarantees a high level of control and
efficiency.
Increase in the presence
on board of Cadet Deck
Officers with the aim
of promoting careers in
Costa (objective 2009).
Doubling of the current number of Cadet Deck
Officers.
Completed
Association of training
path
with
Company
positions (objective 2009).
Definition of career paths for all shipboard positions
and functions.
In progress
It will be completed with the launch of the
LMS (Learning Management System).
Software for shipboard
recruiting needs (objective
2010).
Implementation of software for the calculation of the
personnel needs, as a complete replacement for the
system previously used. This will optimize investments
in terms of recruitment and, ultimately, enable the
balance between labor supply and demand.
In progress
The Diogene system has successfully
completed
the
initial
stages
of
development, testing and performance
enhancement. It is now undergoing final
testing of its reliability (expected duration 6
months) by means of constant comparison
with the spreadsheet used previously.
Kick-off was postponed until 2012 in order
to correct certain inaccuracies in the
elaboration of data and introduce new
parameters. The introduction of the new
system also required the maintenance
and updating of the data configuration of
the Mistral system (career paths, manning
tables nationality mix,...).
34
SUMMARY OF RESULTS FOR 2011 and OBJECTIVES FOR IMPROVEMENT IN 2012 SOCIAL PERFORMANCE
Objective 2011
Activity
Costa Citizens (objective
2010).
Definition and development of a stimulating and
innovative training/educational program, enabling all
Costa people to become experts on the main features of
the Company (its history, product, business etc.).
Completed
The objective is renewed each year.
Definition of a new system
and process of selection
for Key Positions.
The objective of the project is to locate the best candidates
on the market so as to maintain the highest standards of
quality and productivity.
The project is structured to ensure the most effective
recruiting process possible, by combining various means
of selection.
The process will consist of:
1) Test online
2) Preliminary interview
3) Final interview
The selection panel should always include one person
from HR, one from Fleet Operations, and at least one
other person (e.g. a psychologist) so as to guarantee a
balanced evaluation and a clear majority in the event of
conflicting opinions.
In progress
Implementation is scheduled in two
phases in 2012:
- Startup for Hotel Key Positions:
Hotel Director, Director of Services,
Executive Chef, Restaurant Manager,
Bar
Manager,
Housekeeping
Manager, Administrative Director,
Inventory Officer, Cruise Director,
Tour Manager, Guest Relations
Manager and Guest Service Manager.
- Subsequent
focus
on
Middle
Management positions: Sous-Chef,
Asst. Maitre, 2nd Maitre, Asst. Bar
Manager,
Asst.
Housekeeping
Manager,
Asst.
Administrative
Director, Asst. Inventory Manager,
Asst. Cruise Director.
Following this it will be possible to
include other Key Positions such as
International Hostess, Guest Relations
Manager and Costa Campus Trainer.
Development,
in
accordance
with
the
Carnival
Corporation’s
guidelines, of a plan of
implementation of the
ILO (International Labour
Organization)
Maritime
Labour
Convention
2006,
which
provides
comprehensive rights and
protection at work for
seafarers.
The plan has been developed and implemented with
regard to the involvement of the senior managers of the
relevant shoreside departments.
In progress
The project will be completed in
2012 with actions aimed both at the
Executive Committee and at the
shipboard population as a whole.
Development of a new
set of information for
candidates taking part in
the recruiting process.
Two versions of the “C you on board!” booklet have been
devised:
1) Version for EU candidates, available in Italian and
English;
2) Version for non-EU candidates, in English.
In progress
The layouts for the two versions of
the booklet (EU/non-EU) have already
been chosen, with preparation of the
text and images, which are subject
to continuous revision. After final
updating, printing and distribution of
the “C you on board” kits is scheduled
for April 2012.
Development of highly
interactive software (LMS
- Learning Management
System) for all shoreside
and shipboard training.
In 2011 the system was already used for shoreside
employees, while the “light” stage devoted to the
management of e-learning is underway on board.
In progress
This project will be completed in 2012,
with the participation of all the ships
and the Campus schools worldwide.
35
34
SAFETY
PERFORMANCE
KEY OBJECTIVES HAVE BEEN COMPLETED OR ARE BEING MET: FROM INCREASED
SAFETY OF ALL CONTRACTED WORK TO NEW SYSTEMS OF ANNOUNCING
PASSENGERS MUST REPORT TO MUSTER STATIONS IN CASE OF EMERGENCY.
In both (shoreside and shipboard) areas of application
The
of safety procedures there was a marked improvement
management during loading/unloading of goods at the
in 2011 with regard to industrial injuries, which dropped
Savona Palacrociere cruise terminal.
from 525 in 2010 to 480 last year, a reduction of 8.5%.
was
designed
to
improve
safety
The standard first aid kit at the offices in Piazza
In order to provide an in-depth analysis of workplace
Piccapietra and Via De Marini was supplemented by the
accidents and injuries on board, a partnership has
acquisition of two automatic external defibrillators.
been set up with ISPESL (Higher Institute for Accident
Prevention and Safety in the Workplace), an Italian
body that has achieved European recognition, with
adoption of its multi-factor analytical model.
36
second
Lastly, mention should be made of important progress
made in the risk assessment for work-related stress and
in the risk associated with the use of handhelds.
Below is a discussion of the main objectives that
SHIPBOARD
have been completed or are being met in the areas of
Following the experimental stage on board the Costa
shoreside and shipboard safety.
Serena, wheelchairs for injured persons in case of
SHORESIDE
emergency have now been provided fleetwide.
Two new procedures were completed in 2011: the first
The feasibility study regarding a new system of
concerned the management of occupational health and
announcing that Guests must report to their Muster
safety during all contracted work.
Stations (in case of an emergency) is nearing completion.
This procedure was extended from the Estate
The new system, which will be adopted initially on
Facility Management Dept. to cover all Costa Cruises
the Costa Serena, Costa Pacifica, Costa Fascinosa
departments.
and Costa Favolosa, will then be further improved
SUMMARY OF RESULTS FOR 2011 and OBJECTIVES FOR IMPROVEMENT IN 2012 SAFETY PERFORMANCE
and extended to all the ships in the fleet, subject
identified with regard to Bridge Team Management,
to the outcome of a similar study being conducted
including the revision of procedures and comparison
jointly with other Carnival Corporation affiliates.
with other methods of operation. The new system is
Last but not least, areas for improvement have been
currently in the training and implementation stages.
COSTA CRUISES’ SAFETY EXCELLENCE
The commitment to constant
improvement of safety
7 training schools for personnel
worldwide
One of Costa Cruises’ top priorities is the safety of
Special attention is paid to employee training with
its Guests and employees; this means a constant
particular regard to safety: Costa Cruises currently
commitment to improving safety standards both ashore
has seven training schools located all over the world,
and on board the ships, through the acquisition of state-
run directly by the Company or as joint ventures with
of-the-art equipment as well as by means of constant
leading local universities. Costa Cruises also has its own
monitoring, control and prevention.
modern Training Center, situated near the Company’s
Head Office in Genoa, used to teach technical and
managerial skills to all Costa’s shoreside and shipboard
employees.
37
SHORESIDE
Activity
Drafting of an integrated
document for coordinated
management of occupational
health and safety during
contracted work (objective
2008).
-
-
-
-
Analysis of applicable laws and requirements
Drafting of procedure
Sharing with Estate Facility Management Dept.
In 2010 the radical restructuring of the Estate
Facility Management Dept. and the commitment
arising from the work on the new Palazzo Costa led
to a delay in implementation of the document
- In 2011 the document was updated and made
applicable to any type of contracted work.
Also, it was extended to cover all Costa Cruises
departments.
In progress
The document guidelines have
already been implemented, but
the actual document will not be
published at CostaPlanet until
December 2011.
Review and check of the
documentation
concerning
the terrace and the emergency
stairs leading from the 2nd
floor in Via XII Ottobre, Genoa
(objective 2008).
- Request for documents and certificates from the
Body Corporate
- Reminder sent by registered letter with advice of
delivery
- In 2008 the Body Corporate submitted to the
Fire Department the application for issue of a Fire
Safety Certificate, including approval of the emergency
stairs. The application was approved; the next step is
an inspection by the Fire Department ahead of the
issue of the certificate.
- The inauguration of the new Palazzo Costa
gave rise to the need for a specific Fire Safety Certificate
for Costa Cruises. The associated project is being
devised and will be presented to the Fire Department
in early 2011.
Objective canceled
Since it was not possible to obtain
documentation from the Body
Corporate certifying the safety
compliance of the emergency stairs,
Costa Cruises included in its project
for issue of a Fire Safety Certificate
the installation of new emergency
stairs for its offices.
Improvement of assessment
of work-associated stress risks
(objective 2009).
Evaluation of work-associated stress risks carried out
- Meetings
to
inform
and
educate
the
employees are currently being held
- A second, more in-depth assessment will follow
- The educational activity for all personnel
continued in 2010 with meetings in groups (maximum
of 18 employees per session) conducted by an
occupational psychologist
- Classroom
training
sessions
for
employees
also continued in 2011.
By the end of November 2011, about 250 employees (out
of a total of 600) had taken part.
In progress
Improvement
of
safety
management during loading/
unloading of goods at the
Savona Palacrociere cruise
terminal (objective 2009).
- Analysis of applicable laws and requirements
- Drafting of the procedure
- Sharing with the Marine Operations Dept.
Completed
Sampling and analysis of
particulate matter, quantity of
bacteria, mold and Legionella in
the HVAC ducts in the shoreside
offices (objective 2010).
The objective was suspended awaiting completion of
the work on the new Palazzo Costa. In 2010 market
research was conducted in order to select the supplier.
Sampling was carried out in the first half of 2011, a
few months after commissioning the new ducting
systems.
Completed
Implementation of software
for monitoring and control of
set deadlines as per Legislative
Decree no. 81/08 (medical
examinations of fitness to work,
maintenance, training, etc.)
(objective 2010).
38
Objective 2011
Completed
SHORESIDE
Objective 2011
Activity
Analysis of risks of using a BlackBerry
(objective 2010).
- In 2010 employees were given a questionnaire to
fill out; the data collected were then analyzed by
the contracted physician and the DPPS using the
OCRA Index method
- A risk information sheet dealing with the use of a
BlackBerry has been prepared and will be added to the
Risk Assessment Document distributed to employees
- To guarantee the validity of the analysis, the
collection of questionnaires continued in 2011,
reminders were sent to employees who had not
yet replied and the study was extended to cover
the new models. By November 2011, 98 of the 235
questionnaires distributed had been returned.
In progress
Continuous improvement of training of
members of the emergency teams and
first aid workers.
In 2011, fire safety and first aid courses were held
for members of the emergency teams; this is also
one of the set objectives for 2012.
In progress
Location and arrangement of an area
in the new Palazzo Costa for use as a
doctor’s office for “fitness to work”
medicals (objective 2011).
A doctor’s office has been set up in rooms on the
3rd floor of the Palazzo Costa.
Completed
Organization at the Costa Cruises Head
Office in Piazza Piccapietra, Genoa,
of a fixed time once a week when the
contracted physician can be consulted
by employees (objective 2011).
Once a week on Wednesday morning, except
for the first Wednesday of the month when
consultation is held in the afternoon.
Completed
Addition of an automatic external defibrillator
(AED) to Costa Cruises’ standard first aid
kit for its offices (objective 2011).
Two AEDs have been acquired: one for the offices
in Piazza Piccapietra, the other for the Via De
Marini facility.
Completed
Updating of the Risk Assessment
Document and improvement of the
“job risk sheets” (objective 2011).
The document currently in force complies with the
relevant laws and requirements. No improvement
was possible in 2011 due to the decision to pursue
other objectives deemed more important. This is
also one of the set objectives for 2012.
In progress
SHIPBOARD
Objective 2011
Activity
Provision on board all ships of
wheelchairs for injured persons in case
of emergency (objective 2010).
Following the experimental stage on board the Costa
Serena, wheelchairs for injured persons in case of
emergency have now been provided fleetwide.
Completed
Feasibility study for a new system
of announcing that passengers must
report to their Muster Stations (in case
of an emergency).
The feasibility study was carried out and the new
system has been adopted on the Costa Serena,
Costa Pacifica, Costa Fascinosa and Costa Favolosa.
Implementation is currently suspended awaiting
further developments resulting from a similar
study being conducted jointly with other Carnival
Corporation affiliates.
In progress
Evaluation of the effectiveness of the
Bridge Team Management training
currently implemented.
Evaluation of the Bridge Team Management training
has been completed and areas for improvement
have been identified, including the revision of
procedures and comparison with other methods
of operation. The new system is currently in the
training and implementation stages.
In progress
39
35
OBJECTIVES FOR IMPROVEMENT
IN 2012
ENVIRONMENT
Objective 2012
Realization of the activities described in the European Life+ “Sustainable cruise” project, in order to obtain (among other
objectives) the following:
reduction of packaging at the origin, to reduce the volume of waste generated by this type of material;
creation and use of prototypes with innovative technologies designed to process food waste and turn it into a useful by-product;
implementation of alternative solutions aimed at reducing paper at the source and reusing it sustainably on board;
creation of a Mediterranean network of ports fostering cooperation in the field of waste management and recycling using
European port waste disposal facilities.
For further details and discussion, see page 28
Updating of the content of the basic and advanced environmental training delivered to shipboard employees
SOCIAL
Objective 2012
Establishment and development of a recruiting office in Brazil;
Revision of Job Profiles for Iberocruceros shipboard personnel to bring them into line with Costa Cruises standards;
improvement of the recruiting process in China, India, Peru and Guatemala;
Implementation of the “Deck Role Consolidation” training path for Deck personnel;
Fleetwide implementation of the “On-The-Job Training” project for all the main departments (Guest Service, Tour, Photo,
Entertainment);
Definition and launch of a “Sales Academy path” for Sales Managers and Business Executives in the main European markets;
Revision of the Performance Management system.
40
SUMMARY OF RESULTS FOR 2011 and OBJECTIVES FOR IMPROVEMENT IN 2012 OBJECTIVES FOR IMPROVEMENT IN 2012
Increasing
waste management
efficiency on board
HEALTH & SAFETY
Objective 2012 (shoreside)
Continuous improvement of training of members of the emergency teams and first aid workers;
Provision of dedicated lockers for storing equipment to be used by members of the emergency teams in the event of urgent
intervention;
Provision for the Marghera and Monfalcone shipyard workers of a contracted physician working locally, so as to facilitate medical
examinations required by the health monitoring protocol;
Improvement of assessment of the risk derived from lighting engineering with measurement of the luminescence at the workstation
(UNI EN 12464-1);
Preparation of a pamphlet to be handed out to visitors at the entrance informing them about how emergencies are managed;
Organization of workplace meetings with all employees in order to train and instruct them on emergency management (alarms,
escape routes and emergency exits, what to do in an emergency);
Improvement of training of employees performing the duties of a “Shipboard Activity Inspector” with specific regard to the risks
present in shipyards.
Objective 2012 (shipboard)
Implementation of the new Marine Operations organizational model dealing with Safety Management. The Safety Management
function (aimed at guaranteeing compliance with safety and accident prevention standards and improvement of those standards),
previously under the charge of the Technical Operations Department, will be added to the priorities of the Marine & Nautical
Operations Department. The objectives of the department will be the enhancement of the highest safety and security standards,
also with regard to control and supervision of nautical and maritime activities in general; this embraces the study of the technical
feasibility of the fleet itineraries, joint management with HR of Deck Section personnel in terms of organization and performance
evaluation, and the definition of training needs.
Design and realization of a new Safety Awareness Training Session system, replacing the Safety Index technical inspections
currently in use.
41
04
GOVERNANCE AND CORPORATE
VALUES: DIALOGUE WITH STAKEHOLDERS
41
44
COMPANY
ORGANIZATION*
* November 2011
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS COMPANY ORGANIZATION
Chairman
and C.E.O.
P. L. Foschi
Corporate Finance
Administration
and Control
Corporate
Information
Technologies
Corporate Human
Resources
Shorebased
Health & Safety
Management
Advisory Services
Designated
Person ashore*
Quality Standards
Compliance and
Auditing
Excellence and
Continuous
Improvement
President
G. Onorato
G.U.E.S.T.
Program
management
Sales & Marketing
Corporate
Marketing &
Communication
Sales & Marketing
Italy
Sales & Marketing
France and
Benelux
Sales & Marketing
Germany
Fleet Operations
World wide sales
services
Sales & Marketing
Spain and
Portugal
Cruise operations
Sales & Marketing
UK and
Growth Markets
Sales & Marketing
North and Central
America
Technical
operations
Sales & Marketing
South America
Sales & Marketing
China
Sales & Marketing
Pacific Asia
* The person ashore with direct access to the senior management, who is delegated to monitor safety and pollution prevention issues and to ensure that adequate shoreside resources and support
are provided as requested.
45
42
PRINCIPLES OF REFERENCE
AND COMPANY POLICY
COSTA CRUISES’ ACTIVITY IS BASED ON A SYSTEM OF SHARED VALUES, ON
ITS CORPORATE MISSION AND VISION, AND ON THE COMPANY POLICY AND
CODE OF ETHICS.
What we believe in
success is always based on teamwork.
Passion for the customer
Innovation and creativity
Making the Guests happy: this is Costa Cruises’ top
The application of cutting-edge technology and the
priority. It means planning company development and
promotion of creativity and initiative.
organizing daily work so that the welfare of those who
Costa Cruises encourages all its people to suggest
travel on Costa’s ships always comes first.
ideas and innovative solutions to enhance business
To do this properly requires enthusiasm, professionalism
performance and improve the Company’s products.
and attention to detail. In short: passion for the
customer.
Financial performance
The cruise industry demands large-scale capital
46
Human resources
investment.
The cruise is a service: the quality of the personnel
To retain our leadership it is vital to ensure the
makes the difference, guaranteeing the Company’s
continuous improvement of operating results: this a
competitive edge. Competence, diligence, integrity,
necessary precondition for financing development,
interpersonal skills: this is what Costa Cruises expects
creating value for our shareholders and ensuring
from its people.
competitive conditions of employment.
Teamwork
Ethics
The exchange of information, communication of
The solid reputation of an enterprise depends on its
decisions, and individual responsibility: corporate
ethical standards and the way it ensures compliance.
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS PRINCIPLES OF REFERENCE AND COMPANY POLICY
This is a necessary condition if a company is to be
seen as a reliable point of reference for its customers,
employees and business partners.
Socially accountable development and Code
of Ethics
Costa Cruises’ commitment to socially accountable
development is formalized in the Company policy
document and in the Code of Ethics; at different times
and using various methods, the stakeholders – in
particular employees and suppliers – are required to
adhere to the relevant policies and to the Code.
The Code of Ethics (for further details see Indicator SO3)
therefore provides a vital means of monitoring business
dealings, social accountability and environmental
compliance
(professional
integrity;
dealings
with
competitors, customers and suppliers; use of Company
information; transactions in securities of Carnival
Corporation & plc; conflicts of interest).
47
43
B.E.S.T. 4 CORPORATE
MANAGEMENT SYSTEM
THE B.E.S.T. 4 (BUSINESS EXCELLENCE SUSTAINABLE TASK) IS THE LOGO
AWARDED TO COSTA CRUISES BY RINA IN MAY 2004 FOR COSTA’S INTEGRATED
CORPORATE MANAGEMENT SYSTEM.
The B.E.S.T. 4 certifies compliance of Costa Cruises’
interaction, examination of the responsibility for each
integrated corporate management system with the
process, and the determination of objectives for future
requirements of four international standards:
improvement.
SA 8000/2008 dealing with the management of
After the initial phase of development, the B.E.S.T. 4
social accountability;
corporate management system is now maintained on
UNI
EN
ISO
14001/2004
dealing
with
the
management of environmental protection;
the basis of the process of continuous improvement
whereby the Company sets itself more and more
ambitious objectives ever year, thus ensuring increased
OHSAS 18001/2007 dealing with the management of
customer satisfaction, and heightened attention to
occupational health and safety;
environmental compliance, the health & safety of its
UNI EN ISO 9001/2008 dealing with delivery of the
employees, and social accountability. Thanks to regular
service and relations with the Guests.
review by the top management combined with constant
Costa Cruises rose to the challenge posed by the B.E.S.T.
4 project by introducing to a complex organization (at
the end of FY 2011 the workforce was around 19,000
updating of corporate instructions and procedures, the
Company organization is able to adapt to the continuous
evolution of Costa Cruises’ dynamic business setting.
and the fleet was 15-strong) a system enabling the
simultaneous management of such important and
widely differing aspects. To obtain certification of its
48
Process approach
system, the Company underwent – and continues to
To guarantee the success of the project, the structure
undergo – substantial organizational restructuring; this
of the Company needed to be changed: the existing
involves analysis of all the corporate processes and their
functional,
hierarchical
type,
organization
was
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS B.E.S.T. 4 CORPORATE MANAGEMENT SYSTEM
overlapped by “transverse” organizational monitoring
aimed at optimizing the efficiency of corporate
processes. Consequently, an organizational unit was
set up reporting directly to the Chairman & CEO and
headed by the “VP Quality Standards Compliance
and Auditing (B.E.S.T. 4 Representative)”, who acts on
behalf of the senior executives in the management of
the system. The B.E.S.T. 4 Representative is personally
committed to the dissemination of the cultural values of
the project (such as participation in presentations, and
in shipboard and shoreside training, as well as planning
and implementation of audits in the offices and on the
ships); this position is also directly responsible for the
Head of B.E.S.T. 4 Planning Activities, who coordinates
the
activities
of
the
system,
and
functionally
responsible for 18 Process Owners, who are in charge
of the application of the B.E.S.T. 4 for their respective
processes.
The reference people for the shipboard application
of the system are the Masters. The application of the
B.E.S.T. 4 entailed the total involvement of the Senior
THE SHORESIDE B.E.S.T. 4 STRUCTURE
Officers of the fleet and required the appointment of
reference people on each vessel for supervision of the
various aspects related to the four types of certification.
Chairman & CEO
P. L. Foschi
Continuous improvement
The introduction of the B.E.S.T. 4 led to important
changes both in terms of the organization and on
VP - Quality Standard
Compliance and Auditing
(B.E.S.T. 4 Representative)
the operational management front. In particular,
the Company’s document system was reviewed and
renewed so as to enable the application of the principles
of continuous improvement and measurement of the
results of all corporate activities. Once all the corporate
processes that contribute to the delivery of the service
Head of B.E.S.T. 4
Planning Activities
had been identified, each one was provided with a set
of management tools:
performance indicators;
Improvement Plan;
internal audits*;
18 Process Owners
Masters
management of follow up.
* The term “audit” is intended to mean a systematic, documented, periodical and objective assessment of an organization’s performance, management
system and processes.
49
THE SHIPBOARD B.E.S.T. 4
STRUCTURE
Master
Quality
Safety
Environment
Chief Engineer
Staff Captain
Hotel Director
Safety Officer
Social accountability
Environmental Officer
Staff Captain
Thanks to the data gathered using these tools, it
Audit
is possible to evaluate the effective capacity of the
recommendations or suggestions for improvement;
processes to reach the planned results and to create the
depending on the nature and seriousness of the issues
framework of reference for the definition and planning
arising, findings may be handled by means of:
may
include
nonconformities,
of Company objectives.
targeted actions designed to remove the problem
A central element in continuous improvement is the
detected;
top management’s annual review, which is used as the
targeted actions designed to remove the underlying
basis for the Company’s strategic and – consequently –
cause of the problem (corrective actions);
operational planning for each process.
50
findings
implementation of measures aimed at preventing the
Among the outputs of this activity are the Improvement
occurrence of a problem in the first place (preventive
Plan, the training plan and the audit plan, which are
actions).
elaborated in accordance with the Company budget.
The management of findings and actions arising
The ships in the fleet and the shoreside offices are
makes a substantial contribution to the evolution of
periodically subjected to internal audits, these being an
the management system and the drive for continuous
effective means of monitoring the adequacy and the
improvement.
application of the B.E.S.T. 4 management system, and
The following tables show the number of internal audits
also a check of compliance with all the relevant laws
carried out in 2011, both on board the ships and at the
and regulations.
shoreside offices.
SMS *
16
Commitments to external
initiatives
B.E.S.T. 4 **
14
Costa Crociere S.p.A.’s environmental policy is wholly
Ship audits
consistent with Article 15 of the Rio Principles. Its
industrial and commercial strategy is based – both
in the planning and implementation stages – on
Office audits
guaranteeing the environmental sustainability of its
SMS *
2
activities, products, decisions and investments. The
B.E.S.T. 4 **
1
Company subscribes to or endorses various national/
international social charters and other initiatives, and
has membership in a number of associations and
* SMS audits examine management of the safety aspects of the ship
in conformity with the ISM Code, adopted by the IMO (International
Maritime Organization), which all vessels are required to comply with.
national/international advocacy organizations; details
are given in the different chapters.
** B.E.S.T. 4 integrated audits assess the management of the quality,
environmental, safety and ethical aspects in conformity with the
international standards which Costa has decided to adopt voluntarily.
On board the ships, environmental audits (designed to verify ISO 14001
compliance as well as application of the other environmental rules and
regulations in force) and SMS audits are generally carried out together
as part of B.E.S.T. 4 integrated audits.
In exceptional cases they may be conducted separately when they
cannot be combined with integrated audits for logistical reasons, or
else additional assessments may be held whenever required. In 2011
all the environmental audits performed took place concurrently with
B.E.S.T. 4 audits.
As regards shoreside inspections, environmental audits are held during
B.E.S.T. 4 audits, while SMS audits are only performed where the Safety
Management System is implemented (Genoa Head Office).
51
44
OUR
STAKEHOLDERS
IN 2011 COSTA CRUISES CARRIED OVER 1.4 MILLION GUESTS ALL OVER THE
WORLD ON SHIPS CALLING AT HUNDREDS OF PORTS, BY MEANS OF AN
ORGANIZATION COMPRISING AROUND 19,000 PEOPLE.
Costa Cruises operates within a very extensive
was a questionnaire which readers were invited to fill
community.
its
out in order to express their opinions on the various
stakeholders, the Company needs to be receptive,
To
liaise
successfully
with
all
parts of the document and make suggestions on how
innovative, flexible and able to promote an ongoing
to improve it. The questionnaire is still used now and
dialogue.
is also available to the public via email ([email protected]),
The Sustainability Report conveys the size and
this address being advertised via the Company website
complexity of this community and of how relations have
(www.costacrociere.it).
evolved with the different categories of stakeholders.
In subsequent years there were new initiatives designed
In many cases the Company has already developed
to extend the amount of feedback from stakeholders
a profitable dialogue, embracing environmental and
(a specific request sent to stakeholders asking them to
social issues.
fill out the questionnaire, plus a letter to Costa’s senior
The process is currently being enhanced, in line with the
management, inviting them to provide suggestions on
objectives expressed in the Company’s statement of its
how to develop the reporting tool and make it even
Integrated Quality, Environment and Safety Policy, in
more reader friendly).
which it makes a formal commitment to disseminating
The demands expressed by stakeholders were for a more
the principles of corporate social responsibility and the
continuous improvement of the quality of its activity.
52
straightforward document, with more graphs and charts,
and a simplified economic section comprehensible to
The publication of the 2006 Sustainability Report was
the lay reader. There were also calls for a more in-depth
also used as a step towards the greater engagement of
treatment of safety, human resources and dialogue with
our stakeholders in the evaluation of the document.
stakeholders. Efforts have been made in recent editions
Starting from 2006 at the back of the Report there
to introduce changes in line with these requests.
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS OUR STAKEHOLDERS
Our stakeholders
dialogue with the local community and society at large,
Human Resources
the quality of life and consolidating the Company’s social
sponsoring initiatives of different kinds aimed at improving
The Company’s personnel are its principal assets in terms of
shaping its identity; the Company and its personnel share an
ongoing commitment to the efficiency and effectiveness of
their actions, while focusing on the human dimension.
commitment.
Industry associations
The Company is a member of a number of associations (in
the tourist, shipbuilding and shipping industries) and liaises
with others (travel agencies’ and consumers’ organizations),
Shareholders and banks
The shareholders (in particular Carnival Corporation & plc) and
lending institutions can benefit from the Company’s ethical
and environmental commitment insofar as it enhances the
Company’s reputation and strengthens its market position.
which share a marked interest in the Company’s ventures,
including those outside the narrow business sphere (as is
shown by various forms of recognition obtained by Costa
Cruises both in Italy and internationally).
Sales network
Suppliers
The suppliers play a vital role in Costa Cruises’ activity and
are asked to show an increasing willingness to share the
This is the complex network of travel agencies in Italy and
abroad that promote the Costa product, pointing out what
sets it apart from its competitors.
Company’s ethical and environmentally compliant principles.
Government and government agencies
Customers
This covers the reference institutions with which the Company
Located all over the world, Costa Cruises’ customers show
has long had dealings based on the utmost transparency.
that they are attentive not only to the quality of the service,
but also to the Company’s ethical and environmental
Media
performance.
Italian and foreign newspapers, magazines, television, radio
and websites with which Costa Cruises has been liaising for
The Community
years with the greatest transparency and collaboration, also
Over the years Costa Cruises has established a fruitful
Human Resources
in the case of critical events.
Media
Suppliers
Customers
Costa Cruises S.p.A.
Government and
government agencies
The Community
Sales network
Industry associations
53
45
STAKEHOLDER
INVOLVEMENT
ONCE AGAIN IN 2012 COSTA CRUISES CREATED NUMEROUS OCCASIONS FOR
STAKEHOLDER INVOLVEMENT, NOTABLY THE CHRISTENING OF THE COSTA
FAVOLOSA IN TRIESTE.
The christening of the Costa Favolosa, a
Administration, the Municipality of Trieste, the local
tribute to Italy
Port Authority, the Prefecture, the Trieste Chamber of
The extraordinary inaugural event for the christening
of the Costa Favolosa, the biggest cruise ship flying the
Italian flag and the new flagship of Costa Cruises, was
Trieste Confederation of Commerce & Tourism and
Consorzio PromoTrieste – the whole city was invited to
enjoy the christening, which was publicized locally in
held on July 2, 2011 in Piazza Unità d’Italia – Trieste’s
the media and by Trieste’s main street traders, resulting
pride and glory, and the biggest European square
in a big turnout with over 5000 spectators in attendance.
directly on the sea.
The inauguration was also attended by many of
The event was staged as a tribute to Italy, to the
the Company’s main stakeholders (national and
country’s history and to beauty; due to its importance,
local authorities, shareholders, industry association
it was included among the official celebrations for the
representatives,
150 anniversary of the unification of Italy.
suppliers, employees, etc.), who were able to meet
th
The Company decided to make the inauguration a
happening for the people of Trieste and the region as a
environmental
groups,
diplomats,
Costa’s senior management and get to know the new
ship, a symbol of hi-tech innovation in terms of safety
whole as well as tourists visiting the area, the aim being
and environmental excellence.
to stage a high profile cultural event that would be a
The Costa Favolosa was one of the star attractions at
promotional vehicle for the local economy.
the “Notte Rosa”, when the Riviera Romagnola turns
Thanks to the support and assistance of the local
54
Commerce, Fondazione Cassa di Risparmio di Trieste,
pink.
authorities and business community – the Friuli Venezia
The opening night of last year’s annual summer festival
Giulia Regional Administration, the Trieste Provincial
offered a scene reminiscent of the appearance of the
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS OUR STAKEHOLDERS
legendary “Rex” in the movie Amarcord; this comparison
on board the liners in the fleet there are about 4200
was inevitable when the Costa Favolosa made her first
original works and 50,000 copies, making them veritable
nighttime sailing off the Romagnola coast in all her
floating art galleries.
majestic beauty while an amazing fireworks display lit
up the night sky, offering over 20,000 festival goers from
Italy and all over Europe an unforgettable spectacle.
Italian Republic Day on board the Costa
Cruises fleet
The artists showcased in the book and on board
comprise both established international painters and
sculptors as well as young talent from Italy’s most
important academies; in this way Costa Cruises offers
these emerging artists the chance to express their
creativity and display their work permanently. The
In its capacity as a roving ambassador for the “Made
book presentation was attended by invited guests as
in Italy” label worldwide, Costa Cruises has begun a
well as La Triennale visitors.
partnership with the Italian Institute for Foreign Trade
(ICE) and with the main embassies in the countries where
Maritime stakeholders on board the Costa
its ships call, with the aim of hosting Italian Republic Day
Pacifica
celebrations on board each year on June 2.
Costa Cruises hosted on board the Costa Pacifica,
Seeing Costa’s ships are officially Italian territory to all
in the Port of Civitavecchia, a conference on piracy
intents and purposes, the Company intends to become a
point of reference for the Italian community all over the
world, with its liners showcasing initiatives promoting
the nation’s excellence, talent and creativity abroad.
In 2011 the initiative was welcomed by the Italian
Embassy in Copenhagen, which celebrated Republic
at sea, organized by IMO. This was an important
chance for some of the Company’s main maritime
stakeholders (Ministry of Transport, Italian Shipowners’
Confederation CONFITARMA, Coast Guard, etc.) to meet
and exchange views on a crucial issue for shipowners all
over the world.
Day on the Costa Magica, and by the ICE in Oslo, which
Costa Serena welcomes children from “Il
also used the Costa Magica as the venue for the closing
Melograno”
event of the Italian Festival of Norway and Iceland 2011,
Costa Cruises has always done its utmost to provide
staged to increase cultural and trade relations between
and enhance the cruise experience for Guests with
Italy and the two Scandinavian countries.
Art on board: Costa Cruises’ floating fine art
collection
On February 23, 2011, at “La Triennale di Milano”, Costa
Cruises presented Art on board, published by Skira,
edited by Martina Corgnati and written by Ugo Volli –
a book dealing with the fine art collection housed on
board the 15 ships comprising the Costa fleet. At the
official presentation there were speeches by Philippe
Daverio, Martina Corgnati, Ugo Volli and Costa Crociere
S.p.A. Chairman & CEO Pier Luigi Foschi. The volume
presents the artists who have contributed to the Italian
Company’s monumental artistic heritage project. For
more than 60 years now, art has accompanied the
evolution of interior design on Costa’s ships. Today
55
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS STAKEHOLDER INVOLVEMENT
disabilities, offering them staterooms with purpose-built
4.5.2 Customers
amenities and dedicated assistance. In this context last
year the Company offered disabled children from the
Customer satisfaction
non-profit organization “Il Melograno” of Civitavecchia
Costa Cruises customers have different means available
the opportunity to spend a day on board the Costa
to convey their opinions and their degree of satisfaction
Serena and experience firsthand the thrill of a liner
to the Company.
without barriers, where everyone can find boundless
space for relaxation and fun.
The main tool is a Comment Form handed out to
customers at the end of the cruise, in which the
passengers may express their opinions about the various
aspects of the service. For further details see page 138,
4.5.1 Suppliers
Indicator PR5.
At the end of FY 2011 Costa Cruises had 12,483 suppliers
located all over the world.
The
Company
has
acquired
software
for
the
management of its suppliers, streamlining the activities
of qualification of new suppliers and sensitization
Environmental reporting
Costa Cruises’ commitment to environmental protection
in general and safeguarding the marine environment
in particular is also conveyed to its Guests; cruisers’
awareness is raised by means of specific information
of its long-established partners so that they share
on environmental issues distributed in every cabin, and
its principles of corporate social responsibility and
they also have a dedicated hot line which they can use
to report any violation that occurs on board which may
For the arrival of new suppliers, an in-depth process of
threaten the environment.
qualification is promptly applied, whereby each new
supplier is classified in relation to its importance for
56
Costa Cruises, the type of supply and its impact on the
4.5.3 Media
Company’s performance. For further details see page
Italian and foreign press, television, radio and websites
132, Indicator HR2.
are kept promptly informed of all Costa Cruises’
suppliers by geographical area
(%)
7.42
1.22
43.60
40.31
5.66
0.21
0.45
1.13
activities and initiatives by means of media releases
compared to 2010). All the previous editions of the
and press conferences.
Sustainability Report were sent to all the media
The media also have their own dedicated area of the
Company website (www.costacrociere.it accessible from
organizations with whom Costa Cruises is in regular
contact.
the homepage, section l’Azienda/comunicati stampa/
rassegna stampa), where all the latest news and
announcements are posted.
4.5.4 Human Resources
The Costa Media Partners web platform was launched
Internal communication
in 2008 in order to help manage the press office; about
40 Italian journalists registered online last year so as to
be able to access and download the Company’s media
releases, photographs etc.
Some 18,862 articles dealing with Costa Cruises were
printed in various parts of the world in 2011 (+11%
Internal communication is a set of tools used primarily
to attain three objectives:
strengthening of corporate identity and of the sense
of belonging;
dissemination and sharing of information necessary
57
Thanks to The World of Costa, key projects are shared,
the faces of colleagues become familiar (the Company
is very decentralized due to the nature of its activity),
and the work of other departments is understood
better, favoring collaboration and teamwork.
The magazine is divided into three sections: in
the first part, The Company, the main current
projects and those of most strategic importance are
illustrated; in the second, Costa People, training
projects and activities for Costa employees worldwide
are outlined and there are also interviews with
prominent Company people; finally, the third section
contains regular features in which some of the main
Departments report on their projects, innovations and
the results obtained (e.g. B.E.S.T. 4 and Environmental
Compliance, Vessel Sanitation, Customer Satisfaction,
G.U.E.S.T. and Feedback from Guests). At the back of
each issue is a glossary, which is intended to clarify
Company language, with definitions of some of the
more technical terms used in the articles.
for the smooth running of the shoreside/shipboard
CostaPlanet
CostaPlanet is the Intranet portal dedicated to the
activities and the offices worldwide;
dissemination and sharing of the cornerstones of
the corporate culture – namely Company mission,
Company’s employees and consultants, accessible
worldwide.
This tool shares the Company’s general objectives
vision, values, objectives and strategies.
for internal communication, optimizing access to the
Costa Cruises’ tools of internal
operational information needed by the personnel, on
communication
any ship and in any office in Italy or abroad.
Above all, it promotes and enhances communication
The World of Costa
between the Head Office and the branch offices, as
Costa Cruises’ house organ has been published
well as between shoreside and shipboard colleagues.
since 1998. It normally consists of about 36 pages, is
Shoreside employees anywhere in the world can access
printed three times a year in three languages (Italian,
CostaPlanet from their computers.
English, Spanish), and is distributed to all Costa Cruises
(shoreside and shipboard) employees as well as to some
consultants, trainees and agents. Its main aims are:
the
dissemination
of
important
Company
information;
58
Shipboard employees on board who do not use
PCs at work can access the portal at the computer
workstations (kiosks) provided in the crew areas on all
the liners.
A study is currently underway with a view to providing
the raising of corporate awareness and identity on
Wi-fi access in the crew areas so that all shipboard
the part of shipboard colleagues and employees
personnel will be able to access the Web and the
working in the shoreside offices in Italy and abroad.
Company Intranet.
During the year Costa Planet was accessed about 1.5
million times a month and the most popular area is
still “THE SHIPS”.
differences in culture and perspective.
The 2011 Conference – the 13th edition of the event –
was staged on December 12 and 13 at the new Palazzo
The Intranet clocks up an average of over 7000 hits per
Costa in Genoa and attended by 130 managers from
day. In terms of Corporate content on the homepage,
shoreside offices worldwide and from across the fleet.
almost 300 pages of information are added every year.
Survey
on
satisfaction
with
internal
There were two keynote presentations by consultants
from McKinsey; the speeches by Dennis Layton
communication
(“Technology driven innovation for success”) and Ioana
In order to implement and improve the dialogue
success”) led to important reflections on the business
with personnel, the Company carried out a survey
on the part of Costa’s senior management.
Parsons (“Organizational performance and health for
aimed both at understanding the perceptions and
expectations of shoreside and shipboard employees
with regard to the means of internal communication
and at gathering their suggestions and ideas for
innovation.
Costa Christmas Party
All the employees in Italy are invited to the annual
Costa Christmas Party. At the dinner, the Chairman
& CEO delivers the speech on the Company’s
40% of the employees who responded to the
performance for the year and announces the strategy
questionnaire were satisfied with the current tools of
and objectives for the coming year.
communication (4.5 on a scale of 5). The survey also
yielded important findings for the future development
of the internal communication tools.
Corporate Events
The Company arranges various events in order
The CEO’s speech (in Italian and English) is videoed,
sent to the Masters of all the ships and posted at
CostaPlanet, so that all the shipboard and shoreside
employees are able to watch it virtually straight
afterwards.
to involve its employees. The most important are
The Christmas Party is also the venue for the prize-
described below.
giving ceremony called “A Career in Costa”, which is
Worldwide Conference 2011
The Worldwide Conference is a regular event involving
all of Costa’s shoreside and shipboard top and middle
managers.
The main aim is to inform, train and incentivize the
people who are part of the Company’s Management
by Objectives program.
The participants come from different countries, work in
different departments and require detailed information
about the presentation of Costa products, the evolution
of the reference market and the medium- and longterm Company objectives.The event also provides the
chance to motivate the group and promote teamwork,
harnessing individual experience and learning from
59
Cruises so that they can report cases, matters and
situations of importance for the Company and also
submit suggestions for improvement.
Personnel can contact the Chairman & CEO via the
Intranet Costa Planet by clicking the “NEW” button in
the “Get in Touch” section, or by sending an email to
[email protected]. This makes communication,
sharing of ideas and interaction quicker and more
efficient.
Welcome Day
Less than a month after their first day in Costa Cruises,
new hires take part in the Welcome Day.
This induction event includes a brief presentation of
the Company, the main corporate procedures and
the G.U.E.S.T. program, with the aim of enabling all
newly recruited personnel to operate in accordance
with Costa’s standards and to participate in all current
activities.
Ready for Excellence
Shortly after they start work at Costa, newly hired
arranged to honor the Company’s longest-serving
employees.
The G.U.E.S.T. prizes for the best ideas implemented
during the year were also awarded at the last Christmas
Parties.
on board and ashore personnel take part in training
program called Ready for Excellence.
This induction course is designed to convey to all new
employees our style (the Costa style) and corporate
values, and to make them aware of the existence of
Company policies and programs that guide us as we
In 2011 the Christmas Party was held on December 15
strive for excellence.
at the Carlo Felice Theater in Genoa during the dress
rehearsals of Giacomo Puccini’s La Bohème; this was
Management of ethical reporting
an added attraction insofar as the more than 900 party
In accordance with the requirements of SA 8000,
guests were able to take a look “behind the scenes” at
the staging of a major opera production.
S.p.A. and C.S.C.S. employees, staff of shipboard
for
concessionaires and external consultants) the means
employees and their families, for example attendance
to submit ethical reports, pointing out any behavior
at the opening of an exhibition sponsored by the
or situation in contrast with the corporate policies or
Company or at the christening of a new ship.
procedures regarding social accountability.
Events
are
sometimes
specially
organized
Get in Touch
60
Costa Cruises gives all its personnel (Costa Crociere
In order to guarantee an efficient channel of
communication between the employees and the
Get in Touch is a tool that allows the employees to
senior management, there are two positions appointed
have a direct line to the Chairman & CEO of Costa
to deal with ethical reporting and forward reports to
the top management: the Workers’ Representative
for Social Accountability (WRSA) and the Corporate
Management System Director (who is also in charge
Letters to shoreside Human Resources . .... 8 reports
Letters to trade union organizations . ..........1 report
of the Social Accountability Management System in
The reports received were dealt with paying the utmost
compliance with SA 8000).
attention to the confidentiality of those involved, by
Complaints can be filed by phone, surface mail, fax
means of investigations carried out using:
or email.
available documentation;
To this end the Company has set up dedicated email
inquiries conducted on board;
addresses.
interviews conducted by Industrial Relations &
The senior management of Costa Crociere S.p.A.
Employee Welfare and/or Senior Officers;
undertakes to formally respond to all complaints
collection of statements from any people involved;
within 15 days of the date of receipt, either directly
to the interested party or through the Workers’
Representative for Social Accountability [WRSA] (for
implementation
of
corrective
actions
(where
necessary).
example, in the event that the interested party has
59 of the above-mentioned reports (86%) were in
requested anonymity).
fact related to ethical issues, while the other 10 (14%)
If it is felt that the senior management of Costa Crociere
S.p.A. has not satisfactorily addressed an ethical report
or complaint, the interested party may make a formal
were merely requests for information that were dealt
with using the normal channels. 17 reports (25%) were
submitted with a request for anonymity.
appeal to the accredited certification body (RINA) or
With regard to the ethical reports, 56 were closed by
the international accreditation agency SAAS (Social
the end of the 2011 calendar year; 3 are still being
Accountability Accreditation Services).
investigated. In 54 of the 56 cases closed (96%), the
Where possible, the appeal should contain documented
evidence or testimony of the violation of the standard.
The appeals procedure always allows for anonymity,
investigations led to the implementation of corrective
actions or other measures (including disciplinary
sanctions) by the Company management. In the other
two cases (4%) the complaints lodged were deemed
where this is expressly requested by the appellant or
by witnesses.
In 2011 the Company maintained its commitment
consistent with the highest ethical and socially
accountable principles (notably SA 8000) promoted by
international certification bodies, and also monitored
the management and filing procedure with a dedicated
database for ethical reports.
During the year 69 reports of ethical issues were dealt
with; the reports were submitted via:
emails to WRSA and SA8000..................... 33 reports
Letters to the Chairman & CEO ................14 reports
B.E.S.T. 4 ..................................................... 7 reports
RINA ........................................................... 6 reports
61
unfounded so no corrective actions were taken. Based
on these figures, in 2011 there was an increase in the
proportion of cases closed leading to corrective actions
or other measures (78% as against 63% in 2010).
in the following charity lotteries:
International Bazaar Foundation – fund-raising
sponsored by the Department of Foreign Affairs in
the Philippines in support of socially excluded groups
of young people in that country;
4.5.5 The Community
FAI (“Fondo per l’Ambiente Italiano”, or Italian
Costa Cruises’ role as a socially responsible Company
the second year running, three cruises were offered
undertaking a series of actions undertaken in favor of
the Community was interpreted in 2011 by means of
charitable contributions worth approximately 80,000
euros in the form of donations, including cruises
donated as prizes, initiatives and projects.
As usual, some of these actions will be continued in
2012 (indicated below by an asterisk). The charitable
work carried out during the year includes activities that
can be subdivided as follows:
Charity in favor of the local community
Contribution for the Day organized by “S. Francesco
da Paolo per la Charitas Santuario dei Marinai” in
Genoa (*);
Contribution to “Patients’ Day” at the “Curia di
Genova Consultà Sanità” (*);
as prizes to the winning teams in the educational
games held in Milan in June; the aim was to
stimulate the participants to discover their cities of
residence, rethink the local area and enjoy the urban
environment;
Rapallo Golf Club charity gala in favor of the Fund
for Kidney Disease in Children at Gaslini Hospital,
Genoa;
Genoa Quarto Red Cross – fund-raising lottery in
support of local charitable work;
Curia of Genoa, Day of Friendship;
Genoa Tennis Club, Summer Party June 2011, fundraising;
Italian National Plant Engineering Conference,
sponsored by RINA SpA, lottery in favor of
Contribution to the “Messina” Golf Tournament in
ABEO Liguria (Society of Pediatric Hematology/
favor of the Fund for Kidney Disease in Children at
Oncology);
Gaslini Hospital, Genoa (*);
Italian Down Syndrome Association - Rome Section
Contribution to the Comunità di S. Egidio, Genoa, for
fund-raising for specific projects for autonomy and
their Christmas Dinner 2011;
inclusion;
Italian Muscular Dystrophy Association – Genoa
“Missioni Bulgare Chiesa di Montescosso”, fund-
branch, fund-raising at a performance of the BAI BAI
raising initiative in favor of the missions in Bulgaria;
CALLA theater company;
“Fondazione Amici della Fenice della Venezia”, in
Annual donation to scientific research projects at
favor of the Teatro Fenice opera house in Venice
Galliera Hospital, Genoa;
scholarships for the best music students;
Donation to MUSE Italia, an association that works
Sailing for children, organized by Lloyd’s Register
to promote the integration of children in primary
EMEA of Trieste, charity regatta in favor of children’s
schools.
aid associations;
Cruises as prizes in charity lotteries
14 cruises for two were offered during the year as prizes
62
National Trust)- “Rescuing the environment”, for
Support activities in the cultural field
Sponsorship for the restoration of a monument that
is part and parcel of the nation’s heritage and history:
the statue of Raffaele Rubattino, by the sculptor
Enrico Rivalta, in Piazza Caricamento in the heart
of Genoa. Rubattino was the Genoese entrepreneur
who “provided” the two vessels that carried the Mille
arranged to mark Italian Republic Day in Abu Dhabi;
Contribution to the Italian Consulate in Izmir
(Turkey), for the cultural initiatives organized as part
of the celebrations for Italian Republic Day in Izmir;
(Garibaldi’s thousand red shirts) on the momentous
expedition to conquer Sicily.
Donation to the Maltese Embassy for the restoration of
the Chiesa degli Italiani di Santa Caterina in La Valletta,
the official church of the local Italian community
housing important works of art such as the splendid
altarpiece depicting the Martyrdom of St. Catherine, a
masterpiece by the follower of Caravaggio, Mattia Preti;
Progetto Haiti, in collaboration with the Municipality
of Genoa, fund-raising for the rebuilding of schools in
Leogane following the earthquake in Haiti;
Diocese of Trieste, contribution to restoration of the
local church;
Contribution to the Association for the Relationship
between Italy and the US;
Contribution to “200 for FAI”, the group of main
donors to the “Fondo per l’Ambiente Italiano” (Italian
National Trust);
Donation plus two cruises as prizes to be used by
the Italian Embassy in Abu Dhabi for cultural events
63
46
Awards
8 NEW INTERNATIONAL AWARDS CERTIFY COSTA CRUISES’ VOCATION
FOR INNOVATION AND COMPLIANCE WITH THE HIGHEST ENVIRONMENTAL
PROTECTION STANDARDS
Green Plus
Poseidon Prize
During the inauguration of the Costa Favolosa in
The “Poseidon Prize” was awarded to Costa Cruises on
Trieste on July 2, 2011, the new flagship was awarded
September 22, 2011 in recognition of the Company’s
“Green Plus”, the highest additional notation
continuous commitment to water conservation and
assigned by RINA to ships that are environmentally
compliant.
This, the first edition of the prize, was presented to Costa
Green Plus is a voluntary notation certifying compliance
by the Federazione Italiana dei Club e Centri UNESCO
with environmental protection standards that are far
(FICLU) and the Committee for the International
stricter than the provisions of the regulations currently
Hydrological Program (IHP), in collaboration with the
in force.
Levanto & Cinque Terre UNESCO Club.
11 different pollution sources for vessels are taken into
2011 Green Cruise
account with specific restrictions laid down for each
one.
The RINA Group’s “2011 Green Cruise” was awarded in
Monte Carlo on September 21, 2011 as part of “RINA
ABB Energy Efficiency Award 2011
On November 25, 2011, Costa Cruises received the
64
Green Night”, the Italian Shipping Register’s annual
environmental sustainability awards ceremony.
ABB Energy Efficiency Award 2011 in recognition of
For the first time, a prize was given in the cruise ship
its efforts and progress in improving energy efficiency
category, the honor going to Costa Cruises for obtaining
in its motor and drive systems, thus reducing
the “Green Plus” voluntary additional notation for its
environmental impact.
latest flagship Costa Favolosa.
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS Awards
Best Family Product 2012
In Hamburg on September 27, 2011, at Seatrade Europe,
Costa Cruises received the “German Cruise Prize” for the
Previous awards
Green Star
“Best Family Product 2012”. The German Cruise Prize is
In 2005 RINA assigned the Green Star notation to Costa
an annual award held by Koehlers Kreuzfahrt Guide, a
Cruises, certifying that all its ships are operated in
publication specializing in cruising.
compliance with the highest environmental standards.
Carbon Care Champions Award
The Green Star notation certifies protection for the
prevention of pollution of the marine environment and
Costa Cruises’ PAO (Pacific Asia Operations) office in
it is actually stricter than the prevailing provisions of
Hong Kong received the “Carbon Care Champions
the international MARPOL Convention; it is assigned
Award” from Carbon Care Asia (CCA) for its premises
to ships that implement a series of technical and
with zero carbon emissions. CCA is an organization run
management requirements that ensure environmental
by environmental sustainability professionals that deals
compliance.
with greenhouse gas emissions by enterprise.
CAPITAL Best of the Best for Executives 2011
Costa Cruises won the “CAPITAL Best of the Best
for Executives 2011” award, organized by CAPITAL
On the other hand, the special Green Star Design
notation is only issued to vessels that are designed,
built and managed as models of environmental
compliance excellence.
Magazine, Hong Kong’s leading business publication.
Two ships in the Costa fleet, the Costa Atlantica and
Costa was chosen by a judging panel consisting
Costa Mediterranea, were awarded RINA’s Green Star
of prominent local business figures as well as the
Design notation at the time of their delivery to the
magazine’s editorial staff.
Company by the Finnish Kvaerner Masa Yards, in 2000
and 2003, respectively.
U Green Award 2010/11
U Magazine, the leading travel magazine in Hong Kong,
conferred the “U Green Award 2010/11” on Costa Cruises
for its unremitting efforts in environmental protection.
65
47
Environmental
Partnerships
THE EDUCATIONAL AND CONSCIOUSNESS-RAISING ACTIVITIES FOR THE WWFCOSTA CRUISES PROJECT “EFFECTIVE MANAGEMENT OF MARINE PROTECTED
AREAS” WERE COMPLETED IN 2011
“Effective management of Marine
Protected Areas” Project
system of effectively managed MPAs must be complete.
“Effective management of Marine Protected Areas” is
Presentation of the project to the scientific
community
the name of the joint project developed in 2010-2011 by
As one of the “Countdown 2012” projects, the WWF-
WWF and Costa Cruises with the dual aims of proactively
Costa MPA program was presented to the national and
supporting the creation of a network of MPAs and
disseminating best practices in effective management
of these areas so as to ensure the conservation of
international scientific community at a series of high
profile events and workshops. Specifically:
biodiversity.
Slow Fish 2009 – Genoa;
The WWF-Costa Cruises project activities were carried
MedPAN (Mediterranean Protected Areas Network)
out in four main MPAs: Miramare in the Gulf of Trieste,
international meetings and workshops;
Cabrera in Spain, Cap d’Agde in France and La Galite in
42nd Congress of the Italian Marine Biology
Tunisia.
The context for the project
Association (May 23-28, 2011, Tavolara MPA,
Sardinia).
“Effective management of Marine Protected Areas” is
one of the “Countdown 2012” projects. According to
the Convention on Biological Diversity (CBD), the end
of 2012 is the goal date for the conservation of marine
66
The REPCET project and
protection of whales
biodiversity. By December 31, 2012, the establishment
By virtue of its partnership with WWF, Costa Cruises was
of a comprehensive and ecologically representative
the first and only cruise line in the world to take part in
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS Environmental Partnerships
the pilot REPCET project, a reporting system involving
of a competition, arranged in cooperation with UCI
the installation of sophisticated software on board and
Cinemas, for which the prize was a cruise vacation.
aimed at reducing collisions between ships and whales
while tracking their movements.
REPCET was installed on a trial basis on the Costa
Pacifica on June 14, 2010 and is due to be introduced
on many other fleet members by the end of 2012.
Within the framework of the WWF- Costa partnership, a
series of public awareness campaigns were carried out.
Specifically:
Panda Explorer 2010-2011 and the WWF-
“Earth Hour” 2011: Costa Cruises switches
the lights off on its ships all over the
world
Costa Cruises took part in WWF’s “Earth Hour” 2011, the
world’s largest environmental sustainability and global
climate change initiative.
On March 26, 2011 at 8.30 pm, the lights were
symbolically switched off for 60 minutes on board all
15 ships in Costa’s fleet deployed in various parts of
Costa Cruises competition “Discovering
the world (Mediterranean, South America, United Arab
the Sea”
Emirates, Caribbean, Indian Ocean, Far East); this
Panda Explorer is the WWF program for preschool and
early primary school pupils, designed to bring the world
of nature closer to children, by means of fun learning.
To enter the competition, children were asked to draw
a picture of one of the environmentally sustainable
solutions adopted on board Costa Cruises’ ships (e.g.
waste recycling, correct use of water and energy, whale
included all the “bunting”, the funnels and the lights on
the exposed decks, i.e. non-essential lights not affecting
public safety.
The Company’s gesture on behalf of the environment
was taken as iconic buildings and landmarks went dark
all over the world in a global display of climate action
designed to raise awareness of sustainability issues.
tracking system, etc.).
Panda Explorer 2010-2011 saw the participation of a
total of 2500 classes across Italy. Some 40,000 leaflets
were handed out to pupils while teaching materials
were distributed to teachers.
Over 500 children entered the “Discovering the Sea”
competition, which ended on May 28, 2011. WWF and
Costa Cruises announced the winner at the end of June.
The child who drew the winning entry (Giuseppe from
Cosenza) won a Mediterranean cruise on board the
Costa Favolosa for his whole family.
The movie Animals United
January 21, 2011 was the Italian release date for the
animated film Animals United produced by Moviemax
in collaboration with WWF Italia.
Linked to the movie was a fund-raising campaign in
support of a WWF project to protect the most endangered
species (“20 species for a living planet”). Costa Cruises’
involvement in the initiative included the organization
67
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS Environmental Partnerships
The event was also celebrated in the shipboard
restaurants with a special “candlelit dinner”. All the
Guests vacationing on the Costa fleet at the time were
informed about Earth Hour.
The stand in favor of a more “sustainable” future for our
planet was also promoted during the Venice Carnival
(February 26 – March 8, 2011).
The many thousands of tourists packing St. Mark’s
Square were given information regarding WWF and
Costa’s joint efforts to promote Earth Hour 2011.
To mark Earth Hour, the Company’s Genoa headquarters
Palazzo Costa also turned off its lighting for 60 minutes.
Partnership with Joint Research
Centre
In 2011 the collaboration continued with the Joint
Research Centre – Institute for Environment and
Sustainability – of the European Commission (which
began in 2005), with a new way of monitoring climate
change in the Mediterranean.
Automatic air pollution monitoring stations are installed
in rotation on board various fleet members, all deployed
on regular routes in the Mediterranean.
The data obtained from the stations on board the Costa
ships are yielding important results for the JCR, since
these sorts of measurements have rarely been taken
before, particularly for such a lengthy period on the
open sea.
68
48
Social
Partnerships
COMMUNITY SUPPORT RECYCLING ACTIVITIES HAVE CONTINUED IN BRAZIL
WITH THE AIM OF FINANCING LOCAL SOCIAL DEVELOPMENT PROJECTS
Costa Cruises’ environmental
sustainability projects in Brazil
Support recycling program in Salvador de
In 2009 Costa Cruises began a series of environmental
In Salvador de Bahia in January 2009 Costa Cruises
sustainability projects in Brazil, where the Company
established a partnership with a non-profit association
has been operating for more than 60 years.
called Alkimia, which had the task of collecting and
These activities were launched with the dual objectives
Bahia
transporting the recyclable waste.
of promoting the social development of the local
Alkimia works in order to raise ecological awareness by
communities and improving the management of the
means of specific projects generating employment for
environmental impacts generated by the Company’s
the local population; any earnings are used to support
operations; to this end it should be remembered that
associations and projects with public service objectives.
Costa has always been at the forefront of environmental
compliance, applying internal requirements that that
are much stricter than those laid down by the laws and
regulations in force.
In agreement with Alkimia, Costa Cruises donated
the proceeds from recycling waste to the association
CAPDEVER (Centro Afro di Promozione e Difesa della
Vita Ezechiele Ramin), which has been working since
In this case, the activities aimed at reducing
2003 to provide assistance for families in extreme
environmental impact are also used for social inclusion.
poverty in the area of Caji Quingoma.
The proceeds from waste recycling are used to support
The project funded by the recycling program provides
associations and NGOs in Salvador de Bahia and Santos
for the conversion into a cultural center of a former
engaged in community support programs, as illustrated
stable later used as a waste storage facility.
here.
In 2011 work was carried out to demolish and renovate
part of the old building with completion of a hall used
69
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS Social Partnerships
for Capoeira, percussion instruments and gymnastics
for children as well as for professional activities for
young mothers.
Costa Cruises and AIC for Guests
with celiac disease
In 2011 Costa Cruises continued to provide a special
Support recycling program in Santos
menu devised for Guests on its ships who have celiac
An extensive campaign to recycle used cooking oil was
disease, based on an agreement finalized with the
launched in the port of Santos in February 2009.
Italian Celiac Association (AIC) in 2008. This initiative,
This project was the result of cooperation between the
relevant Costa departments, the local shipping agency
and the waste haulage contractor, Maluf.
The initiative was also made possible by virtue of
agreements with the local authorities, including
linked to AIC’s “Food Away from Home” project, was
extended fleetwide.
To take advantage of this service, a person with CD
simply needs to make their special dietary requirements
known when they book the cruise.
ANVISA (Agenzia Nacional Vigilancia Sanitaria) and the
Costa Cruises’ service includes dedicated menus, specific
Ministerio da agricoltura.
training for food handlers and an internal procedure
In 2011 the earnings from the waste recycled were
used to help the NGO “Crianca Feliz”, which organizes
courses in different sports so that children in deprived
areas learn discipline and responsibility, and can play
dealing with Guests affected by CD; it covers virtually
all the culinary opportunities provided during the cruise,
starting from departure, when Guests with CD will find
a complimentary tray in their cabins welcoming them
safely under supervision rather than in the streets.
aboard.
More specifically, the sports club bathrooms were
Only in certain periods of the year, in some areas (South
completely renovated and work also began on
America, USA, Caribbean, Dubai, Red Sea, Far East and
extensions to the clubhouse, with the addition of a
Indian Ocean), due to possible difficulties in obtaining
second floor to be used for children’s courses.
supplies, the foregoing service may not be guaranteed.
However, even in such cases, shipboard personnel will
do their utmost to ensure that the Guests in question
are served specially prepared meals.
70
GOVERNANCE AND CORPORATE VALUES: DIALOGUE WITH STAKEHOLDERS Social Partnerships
In addition to this service for Guests with CD, Costa’s
ships can also provide vegetarian meals, low calorie
meals, a sugar-free diet for diabetics, as well as kosher
reserved tables at the buffet;
a priority area to facilitate disembarkation;
food; all these special services and more are available
the Cruise Director meets Guests with disabilities
for booking when the cruise is purchased.
at the beginning of every cruise in order to explain
the various services and provide all the relevant
information, including a special plan of the ship
Initiatives enhancing the cruise
experience
for
Guests
with
disabilities
By way of confirmation of Costa’s commitment to
showing the wheelchair accessible areas and how to
get to the most important places on board.
Many of these initiatives originate from ideas submitted
as part of the G.U.E.S.T. program, aimed at continuous
improvement of service excellence.
corporate social responsibility, over the years the
Company has implemented numerous measures to
improve the hospitality and service offered to Guests
with disabilities:
a sign language translation of the safety video for
Guests with hearing and speech impairments; the
video, which is screened on a special TV channel in
every cabin on board on the day of each embarkation,
explains the main safety procedures in force on the
vessel, including those to be followed in the unlikely
event of an emergency;
reserved seating in the theater to see the shows;
front seats reserved on the buses and other means of
transport used for shore excursions;
71
05
MANAGEMENT APPROACH
AND PERFORMANCE INDICATORS
50
MANAGEMENT APPROACH
AND PERFORMANCE INDICATORS
THE 29 INDICATORS MEASURING THE COMPANY’S ECONOMIC, ENVIRONMENTAL
AND SOCIAL IMPACTS WERE CHOSEN MAINLY ON THE BASIS OF THE
IMPORTANCE OF THE INFORMATION.
The performance indicators reported in this document
No Sector Supplement indicators have been included
were identified collectively by representatives from
this year either, because of the lack of available data for
the Departments concerned, with reference to the GRI
the industry in which Costa Cruises operates.
(Global Reporting Initiative) Indicator Protocols.
Once the performance indicators had been chosen,
The indicators were selected mainly with regard to the
the next step was to appoint the people within each
principles of materiality – favoring those indicators
structure in charge of gathering and checking the data,
that best reflect the Company’s economic, social and
with the involvement of all the positions concerned, and
environmental impacts – and stakeholder inclusivity,
then an interdepartmental working group was set up to
with the intention of meeting the stakeholders’ demands
for information thanks also to feedback received from
For some indicators it has not been possible to apply
them.
the G3 Guidelines in full, on account of the specificity of
Also important in the choice of performance indicators
Costa’s activity as a cruise line.
is the assessment of the significance of the data
In some cases, in fact, it has proved impossible to
communicated, as well as their availability insofar
obtain specific information and/or numerical data for
as already monitored and checked by the various
shoreside activities since they are too far removed from
Departments involved.
the shipping industry.
In all 29 indicators have been included: 23 CORE
The details of the individual indicators are given in the
indicators and 6 ADDITIONAL indicators, the aim being
following chapters, which deal with the Company’s
to try and cover all the categories listed in the GRI - G3
Guidelines.
74
carry out the project.
performance in the various areas.
The Sustainability Report as a whole was revised several
MANAGEMENT APPROACH AND PERFORMANCE INDICATORS
times by the reference people within each Department
and then validated by the Head of Department.
At the back of the document there is a table of
correspondence between the standard disclosures in
social performance indicators;
labor practices and decent work;
human rights;
the Report and the GRI Indicator Protocols with the
ethical standards;
specific page references.
product responsibility.
Given the substantial difference between the activities
Performance Indicators
conducted on board and those in the shoreside offices,
Given the specificity of Costa Cruises’ activity as a
has been deemed advisable to subdivide the data, with
cruise line, for some indicators it has been necessary to
a breakdown between ships and offices (or shipboard
diverge, albeit not substantially, from the G3 Guidelines
personnel and shoreside personnel), thereby ensuring
Indicator Protocols, as there are no indicators available
greater clarity of the information provided.
for most of the indicators contained in this document it
for the industry.
In some cases, in addition, it has been deemed
advisable to indicate the index values or percentage
values, or to report the ship consumption/production
data in relation to the number of people on board or
the total miles traveled in the period, for the purposes of
comprehension and comparison in future years.
The information is reported in the same order in
which the performance indicators are listed in the G3
Guidelines, namely:
economic performance indicators;
environmental performance indicators;
75
06
ECONOMIC
PERFORMANCE INDICATORS
Despite the ongoing global downturn,
Costa Cruises confirmed its major
investments as scheduled and
retained its European leadership.
60
ECONOMIC
THE COSTA GROUP IS THE DRIVING FORCE IN THE CRUISE INDUSTRY AND ITS
FLEET EXPANSION PLAN CONTINUES, WITH INVESTMENTS SCHEDULED UNTIL
2016.
Unlike the other information and numerical data
provisions of the Sarbanes-Oxley Act (Section 302 &
presented here for the environmental and social
404).
performance indicators, the economic performance
data refer to Costa Crociere S.p.A. and not only to
the Costa Cruises brand, in order to bring these data
into line with those published in the Company’s civil
The Sarbanes-Oxley Act (SOX), approved by the US
Congress in 2002, introduced far-reaching reforms in the
areas of business practices and corporate governance.
code balance sheet. For further details concerning the
The Act stipulates that the management of public
contribution of the organization to the sustainability of
companies shall establish, maintain and evaluate
the economic system, its management approach and
specific processes, procedures and controls for the
economic policies, reference should be made to the
accuracy and validity of financial reporting and that the
indicator EC1.
company’s principal officers shall certify and approve
the integrity of their company financial reports at
regular intervals.
Compliance with the SarbanesOxley Act
Costa Crociere S.p.A. is controlled by Carnival
Corporation & plc, which is listed on the stock exchanges
in New York (NY Stock Exchange: CCL) and in London
(London Stock Exchange: CCL).
78
Consequently, in 2004 Costa Cruises introduced
periodical monitoring of its internal control system,
with testing of its effectiveness and validity, with the
support of the Internal Control & SOX Management
Department. The control activity is based on Sections
302 and 404 of the foregoing law (Section 302: Corporate
responsibility for financial reports – Certification of
Since it is a subsidiary of an American company listed
disclosure in quarterly and annual reports, and of the
on the stock exchange, Costa Cruises is subject to the
financial and other information contained therein
ECONOMIC PERFORMANCE INDICATORS
by the CEO and CFO; Section 404: Management’s
EC1 Direct economic value generated and
assessment of internal control over financial reporting –
distributed, including revenues, operating
Certification of the internal control system by the CEO,
costs, employee compensation, donations
CFO and external auditors affirming the responsibility
and other community investments, retained
of management for establishing and maintaining an
adequate internal control structure and procedures for
financial reporting).
Each year Carnival defines, both for the Group as a
whole and for each Operating Company, the areas
earnings, and payments to capital providers
and governments
The values shown on the next page are index values,
calculated using the 2005 data for the baseline of 100.
to be subjected to control in order to ensure effective
In drafting the statements of calculation and allocation
corporate governance.
of added value, reference is made to the “Principles
In accordance with Section 404, in its annual financial
Sustainability Report Study Group (GBS), a body
for drafting the Sustainability Report” issued by the
statements Costa issues a written declaration on the
consisting mainly of academics and professional
internal controls of its financial reporting, accompanied
auditors.
by certification issued by the Independent Auditors
PricewaterhouseCoopers, based on their audit of the
activity conducted by the Company for the maintenance
of an adequate and effective internal control system.
Added value details the wealth produced by the
Company in the course of the financial year for its
beneficiaries (stakeholders).
The process of calculation accordingly reclassifies the
data from the statement of income so as to highlight
the creation and consequent distribution of added value
for the relevant stakeholders.
Added value is expressed as a net parameter, i.e.
depreciation is deducted from corporate performance.
Finally, it is also pointed out that the statements do not
include items with a zero balance.
79
TOTAL ADDED VALUE
Amounts: added value 2005 baseline = 100
A) Value of production
1. Revenues from sales and services
4. Other revenues and income
Revenues from typical production
B) Intermediate production costs
11/30/2011
11/30/2010
11/30/2009
11/30/2005
626.26
571.27
509.4
323.58
617.59
561.55
501.12
316.54
8.67
9.72
8.29
7.05
626.26
571.27
509.40
323.58
392.31
350.66
302.99
189.13
6. Consumption of materials
130.14
117.59
85.60
51.45
7. Costs for services
244.15
213.71
199.11
131.05
11.72
12.48
11.50
1.35
10. Other accruals
1.01
0.83
0.50
0.27
11. Other operating charges
5.30
6.05
6.27
5.01
233.95
220.62
206.41
134.46
0.08
(0.37)
(1.28)
(0.60)
0.08
(0.37)
(1.28)
(0.60)
8. Leases and rentals
CURRENT GROSS ADDED VALUE
C) Additional and extraordinary items
12. +/- Balance of additional items
Additional (revenues)/costs
13. +/- Balance of extraordinary items
(0.15)
2.63
(0.11)
(1.11)
Extraordinary revenues
(0.15)
2.63
-
-
Extraordinary expenses
-
-
0.11
1.11
233.88
222.88
205.02
132.75
52.95
48.56
46.97
32.75
180.93
174.32
158.05
100.00
GROSS TOTAL ADDED VALUE
Depreciation of tangible and intangible fixed assets
NET TOTAL ADDED VALUE
The values shown in the table are index values, calculated using the 2005 data for the baseline of 100. The intermediate costs of production (B) are
deducted from the value of production (A) in order to obtain the “current gross added value”, which expresses the creation of wealth strictly in terms
of operational management. The net total added value is obtained by deducting the various additional and extraordinary items and depreciation from
this intermediate result.
Report on operations in FY 2011
million cruise international passengers departed from a
European port, an increase of 7.1% on 2010. Despite the
80
The cruise industry has grown substantially over the last
ongoing global economic downturn, the study shows
ten years, though it still only accounts for a relatively
that the cruise industry continues to enjoy significant
small share of the wider tourism and holiday industry.
expansion. Italy plays a leading role in the industry: in
According to the most recent report issued by the
2011 one passenger out of three departed on a cruise
ECC (European Cruise Council, the association of the
ship sailing from an Italian port (1.9 million cruisers);
continent’s leading cruise companies), in 2011 the
Italy was once again Europe’s favorite destination with
cruise industry generated a record amount of 36.7
6.5 million visitors. Italy also tops the list of countries
billion euros (+6% compared to 2010) in goods and
making a real social and economic contribution to
services in Europe, providing employment for some
Europe’s economy via the continent’s cruise industry,
315,000 people. In the five years from 2006 to 2011 the
with an impact worth around 4.5 billion euros, or 30%
industry recorded growth of 54%. In 2011 around 5.6
of the value of the industry as a whole. Italy provides the
ALLOCATION OF ADDED VALUE
Amounts: added value 2005 baseline = 100
11/30/2011
11/30/2010
11/30/2009
30/11/2005
83.90
71.76
63.32
40.54
a) wages and salaries
78.88
67.03
59.02
38.62
b) social contributions
5.02
4.73
4.30
1.92
2.71
(4.06)
1.44
2.41
2.71
(4.06)
1.44
2.41
8.71
6.71
6.53
3.84
Charges on short-term loans
0.18
0.12
1.26
0.65
Charges on long-term loans
8.54
6.59
5.27
3.19
-
-
-
23.1
85.55
99.90
86.73
30.02
85.55
99.90
86.73
30.02
0.07
0.01
0.03
0.02
180.93
174.32
158.05
100.00
A) Employees’ wages and salaries
Employees
B) Government
Direct taxes
C) Remuneration of loans
D) Remuneration of venture capital
Dividends (profits distributed to shareholders)
E) Company remuneration
+/- Reserve variations
F) Donations
NET TOTAL ADDED VALUE
23.17
The values shown in the table are index values, calculated using the 2005 data for the baseline of 100.
most jobs, with over 100,000 people employed directly
Then there are other parts of the world such as South
or indirectly by the industry (almost 32% of all cruise-
America, the Middle and Far East, and China, where,
related jobs across Europe) and a payroll amounting
though (or perhaps because) current numbers are still
to over 3 billion euros. Almost all of the world’s cruise
fairly insignificant, there is huge growth potential for
ships are built in European yards. The 10 billion euro
the cruise industry. According to the ECC, in 2010 these
investment in cruise ship construction for new builds
developing markets already accounted for over 2 million
until 2014 (with the addition of approximately 43,000
cruise Guests.
berths) represents a key driver for the development of
the European shipbuilding industry.
Growth has been driven mainly by demand from North
America and Europe. Both these markets are deemed
to offer substantial further growth potential; ultimately,
Europe represents not only the world’s premier source
Great value for money
Cruising is a leisure industry with a wide product range
designed to appeal to guests of different age groups and
with differing interests and expectations.
market for holidays, but also an area where there is
The cruise experience allows the guest to enjoy their
considerably more latent demand for cruising than in
itinerary of choice together with all-inclusive facilities
North America, insofar as there are far more Europeans
and entertainment (e.g. restaurants, kids’ and teens’
who aspire to take a cruise but have not yet done so.
clubs, disco, gym and spa, live music, casino, theater
In Europe the number of cruisers has grown at an
shows) which would cost more if purchased separately
annual rate of 9.1% since 2005.
“ashore” and would be hard to combine in any other
81
type of holiday, thus guaranteeing great value for
The AIDA offer
money.
AIDA, which commenced operations in 1996, is
The Costa offer
Costa is the number one cruise line in Italy and across
Europe, in terms both of capacity and of the number
of Guests carried; it boasts over 63 years of history in
the cruise sector. The atmosphere on board a Costa
liner is international and multilingual, yet characterized
especially tailored to the German-speaking market
and offers an exceptionally relaxed, yet active cruising
experience with an emphasis on lifestyle, choice,
informality, friendliness and activity. Spa and fitness
areas and high quality but informal dining options
characterize the experience on board the vessels.
by inimitable Italian hospitality. In 2011 the ships
The AIDA fleet currently comprises eight ships offering
welcomed passengers from 181 different countries;
cruises lasting between 5 and 14 days, with routes
76% were from the EU – mainly Italy, France, Germany
calling at approximately 174 ports. During the summer,
and Spain. The Costa fleet calls at 250 ports located all
the ships sail in the Mediterranean, the Black Sea, North
over the world, with 130 different itineraries and cruises
America and Canada and the North Sea, while winter
typically lasting from a week to 11 days.
itineraries include the Caribbean, Central America,
South America, the Western Mediterranean, the Atlantic
The ships operate on Mediterranean routes throughout
Isles, the Arabian Gulf, South East Asia and the Red Sea.
the year, with the number of cruises peaking in the
summer months. Winter cruise vacations are offered in
South America, the Caribbean, Dubai, the Red Sea and
the Indian Ocean. There are also summer itineraries
to the fjords and Northern European capitals. Costa
was the first international cruise line to offer regular
82
The Iberocruceros offer
Iberocruceros is intended mainly for the Spanish- and
Portuguese-speaking markets with dedicated shipboard
lifestyle, amenities, cuisine and entertainment.
cruises using Chinese homeports. In 2011 the Costa
The fleet members operate on winter cruises in Brazil
Classica was deployed on cruises out of Hong Kong and
and Argentina, while, during the summer season, they
Shanghai. The ships resumed calling at Japanese ports
are deployed in the Mediterranean and Northern
in August.
Europe.
Costa Crociere S.p.A. results
Expansion of the fleet
The markets in which the Costa Group operated in 2011
The Costa Crociere fleet expansion program continued
were impacted unevenly by the Arab crisis, which led to
as scheduled in FY 2011 with some significant
major changes in the programs and schedules. In all, the
investments.
itineraries affected by the crisis accounted for around
24% of annual capacity in terms of berths.
June 30, 2011 saw the delivery of the Costa Favolosa,
with gross tonnage of 114,500 and total Guest capacity
The effects of the geo-political crisis, added to the
of 2984 (lower berths). The new flagship is a veritable
ongoing economic recession, the European debt crisis
“treasure trove” just perfect for a “fabulous” holiday: a
and market volatility, combined to impact on prices
Spa area extending more than 6000 m2; new veranda
and ship occupancy. The Costa Group carried a total of
suites with their own Jacuzzis; Aqua Park water
2,304,501 Guests during the period, as against 2,150,418
playground; the marvels of virtual reality; Grand
the previous fiscal year (+7.2%).
Prix driving and golf simulators; the finest Italian and
The Costa Group’s consolidated sales rose from 2,883
international cuisine.
to 3,160 million euros (+ 9.6%) while operating income
The Costa Favolosa’s position at the cutting edge
decreased by 3.2% to 490 million euros (15.5% of total
of cruise ship building technology also extends to
sales) compared to 506 million euros (17.6% of total
environmental compliance, which has always been a
sales) in fiscal year 2010.
Costa hallmark. Like other fleet members, the Italian
The reduction in operating income was also largely
due to the increase in the cost of fuel (28% higher than
the year before) and the strengthening of the US dollar
against the euro; these two factors had an adverse effect
Company’s new flagship is equipped for “cold ironing”,
namely a system whereby the ship is plugged into
shoreside electrical power, enabling generators to be
shut down during stopovers in port.
on the income statement with an estimated impact of
The investment was covered partly using internal
over 70 million euros, despite the implementation of a
resources and partly using the third tranche of a 550
strict cost containment policy.
million euro medium-to long-term credit line disbursed
The latter focused specifically on fuel savings, with an
improvement of 5.9% in efficiency in 2011 compared to
2010, corresponding to a reduction in the consumption
of fuel per Guest carried.
The cash flow from routine operations was 751 million
euros and this amount, combined with a long-term
loan from the European Investment Bank (EIB) for 150
million euros, was used to meet the cash requirements
directly to Costa Crociere S.p.A. by the European
Investment Bank (EIB). This financing ensures full and
complete funding for all of the fleet expansion program
by means of an effective combination of cash flow and
third party sources.
On July 29, 2011 the Costa Fascinosa, the sister ship of
the Costa Favolosa, was launched by floating out; she is
due for delivery in April 2012.
of the financial year, specifically 968 million euros of
In August 2011 a new order was placed with Fincantieri
investments mainly in new ships. The short-term net
S.p.A. by Carnival plc to build a 132,500 gross tonnage
financial indebtedness changed by approximately 50
cruise ship with 3674 lower berths for Costa Crociere
million euros, with a negative balance of 12 million
S.p.A.: this is the tenth new build commissioned by
euros at year end.
Costa Cruises from Fincantieri in Italy in the last 10
The following section describes the most significant
events of fiscal 2011.
years. Delivery is scheduled in October 2014.
In November 2011 work commenced in Genoa at the
83
T. Mariotti shipyard on the radical refurbishment of the
innovation and cutting-edge technology. As a result of
Costa Romantica. The total investment for the revamp
the introduction of these four new liners, the AIDA fleet
– basically turning her into a completely new ship
will see a 77% increase in its current capacity.
renamed the “Costa neoRomantica” – is worth around
90 million euros.
This large-scale project involves the building of veranda
cabins and new areas and the introduction of services
and facilities equating to the substantial evolution of
the Costa product.
Financing of the future investments is covered by credit
lines obtained from the parent company Carnival plc.
Financial hedging instruments (art.
2428 para. 2 item 6 b)
In past years the Group entered a number of hedge
Two operations were carried out in FY 2011 with the
agreements (interest rate swap agreements) covering
objective of ensuring optimal and rational use of the
market risks, particularly interest rate risk. The limited
fleet. In November 2011 the ship Costa Marina was
use of these instruments is not significant for the
sold to a South Korean cruise operator, Harmony Cruise
purposes of assessment of the Group’s financial position
Ltd. A worthy replacement was found for the Costa
and the result of its operations in the year.
Marina – namely the Grand Voyager, a ship owned by
Grand Cruise Shipping Unipessoal Lda. (a Carnival plc
subsidiary) that was already operated on a time charter
by the Iberocruceros brand. The ship was renamed
Costa Voyager and joined the Costa fleet in November
In December 2010 Costa Crociere acquired a 29%
last year, offering a cruise program in the Red Sea.
shareholding in the company Società Trieste Adriatic
As for the AIDA Cruises brand, in March 2011 the AIDAsol
was delivered; she is 71,000 gross tonnage and has total
Guest capacity of 2194 (lower berths). Like the other
AIDA fleet members, this is a highly innovative vessel.
Highlights include the “Theatrium”, a central meeting
place for Guests that has a marketplace character and
Maritime Initiatives Srl. In turn, this company acquired
a 60% stake in Trieste Terminal Passeggeri Spa, which
was previously fully owned by the Trieste Port Authority.
In December 2011 and January 2012 Costa subscribed
to a capital increase, which raised the level of its stake
to 31.9%, amounting to 1,580 thousand euros.
provides a completely new space concept. The AIDAsol
In June 2011, following the granting of formal approval
has even bigger wellness and dining facilities, including
by the Antitrust Authority in February the same year,
the cozy “Brauhaus” restaurant & pub.
the agreement was finalized between Alpitour S.p.A.
The AIDAsol is one of a series of ships commissioned
from the Meyer Werft shipyard; the AIDAmar is due to
be launched in May 2012 with a sister ship to follow in
2013.
84
Company events
and Costa Crociere S.p.A. for the acquisition by the
latter of a 50% shareholding in Welcome Travel, Italy’s
largest distribution chain for tourism. In December 2011
Welcome Travel passed a resolution approving a 13
million euro capital increase, which was fully subscribed
In November 2011 a memorandum of agreement was
to, pro rata, by the two shareholders.In June 2011
signed with Japan’s Mitsubishi Heavy Industries Ltd to
Finporto di Genova S.p.A. decided to sell its shares in
build two new ships for the AIDA brand, scheduled for
the company Stazioni Marittime S.p.A. Costa Crociere,
delivery in 2015 and 2016. The two new builds belong to
which already had a 5.9% stake in the enterprise,
a new class of cruise ships with 125,000 gross tonnage
exercised its right of first refusal, partly in response
and accommodation for 3260 Guests (lower berths).
to the lack of interest on the part of all the other
They will be designed to ensure the pursuit of customer
shareholders with the exception of MSC, and acquired a
satisfaction and set new standards in terms of product
further 7.36% worth approximately 2 million euros (the
operation was carried out in two transactions: the first
for 500 thousand euros in October 2011 and the second
Risk factors and uncertainty
The Group operates in a free market and is therefore
for 1,488 thousand euros in December 2011).
exposed to risk factors and uncertainty.
In November 2011 “Costa Cruises Shipping Service
(Shanghai) Company Ltd” was incorporated as a fully
Broadly speaking, the factors concerned are those to
owned Costa Crociere S.p.A. subsidiary; its share capital
which the tourism industry as a whole and the cruise
was partially paid up (for the amount of US$150,000)
sector in particular are subject.
in January 2012. The new company was set up to
operate in the Chinese market as general sales agent.
The main variables include:
The operation is part of Costa Crociere S.p.A.’s strategy
the economic performance of the markets, or their
aimed at strengthening its presence in the Asian market
performance as perceived by consumers, may affect
by operating directly through a fully owned subsidiary.
the latter’s income levels and consequently their
As regards the German branch AIDA, which already
decisions on whether or not to purchase services that
held 50% of Seelive Tivoli Entertainment GmbH, during
are not viewed as necessities;
fiscal 2011 it acquired the other 50%, so that Seelive was
fully owned. In October 2011 the company changed its
name to AIDA Entertainment GmbH.
the international political climate, conflicts and
terrorist attacks may limit ships’ areas of operation,
lead to a drop in demand and reduce available air
In September 2011 the subsidiary Call4Cruise Gmbh,
incorporated under German law, changed its name
to AIDA Kundencenter GmbH following internal
reorganization whereby the company became the
manager of call center activity solely for the AIDA brand.
routes;
new local or international laws or requirements
laying down restrictions in terms of environmental
impact may have repercussions on fleet operations;
fluctuations in the price of oil constitute a critical
factor insofar as, by its very nature, the cruise
Data protection
industry demands high energy consumption;
In compliance with the relevant legal provisions, Costa
the Group is able to generate cash flows that are
Crociere prepared a Programmatic Data Protection
sufficient in part to meet both the cash requirements
Document with a Programmatic Section in 2004.
of the financial year and the acquisition of new
The Company completed the periodical revision and
annual updating of the Document and of the state of
security measures by March 31, 2011.
Sales (billion euros)
vessels. The use of borrowing from available external
sources may not be sufficient to cover the remaining
portion.
2007
2008
2009
2010
2011
2.0 (approx.)
2.4 (approx.)
2.6 (approx.)
2.9 (approx.)
3.1 (approx.)
1,370,658
1,634,582
1,821,810
2,150,148
2,304,501
Passenger days
10,640,094
12,671,382
14,504,998
16,927,620
18,183,482
Ship occupancy
107 %
107 %
106 %
105 %
105%
Total Guests
85
07
ENVIRONMENTAL
In 2011 we achieved a substantial reduction
in fuel consumption, with a consequent
drop in emissions to the atmosphere of
carbon dioxide. The amount of fuel saved
would be sufficient to power the whole
Costa Cruises fleet for a week.
70
ENVIRONMENTAL
COSTA CRUISES APPLIES AN ENVIRONMENTAL MANAGEMENT SYSTEM
THAT GOES BEYOND THE SCOPE OF MANDATORY LOCAL, NATIONAL AND
INTERNATIONAL ENVIRONMENTAL COMPLIANCE REQUIREMENTS, WITH 11
INDICATORS MONITORING COMPANY PERFORMANCE.
Environmental Management System
associated with the Company’s activities; periodical
Costa
is
system for the management of audit findings and
conducted in compliance with the internationally
corrective or preventive actions implemented to ensure
recognized standard ISO 14001 and its system was
the continuous improvement of the management system;
certified in 2004 as part of the B.E.S.T. 4. The field of
education and training of suppliers with regard to the
application of ISO 14001 was extended not only to
management of environmental issues arising from their
the ships in the fleet but also to the shoreside offices
activities.
Cruises’
environmental
management
shipboard and shoreside audits, together with a structured
in Italy and to the Palacrociere cruise terminal in
the Port of Savona. As provided for by the standard
itself,
the
following
activities
were
introduced:
assessment of the significant (direct and indirect)
environmental
88
Company
The main environmental impacts/aspects identified
activities; a process of continual updating with
for all the ships in the fleet are illustrated in the
regard to applicable laws and regulations; setting
following
and attaining environmental objectives; a structured
discussed in the Sustainability Report, which should
process of collection and analysis of environmental
be
referred
data and the creation of indicators in order to
All
environmental
monitor
performance;
management system puts more emphasis on those
an extensive personnel training system, structured
impacts that are significant and have more room for
according to the possible environmental impacts
improvement.
and
impacts/aspects
measure
of
Company
all
Environmental impacts/aspects of
the ships in the fleet
figure,
to
together
for
more
impacts
with
the
detailed
are
indicators
information.
monitored;
the
ENVIRONMENTAL PERFORMANCE INDICATORS
Air emissions
Noise
Electromagnetic fields
Waste
MARPOL waste - Special waste
Energy and resource consumption
Fuel - Water consumption
Waste water
Grey water - Sewage - Bilge water
Environmental impacts/aspects of
shoreside facilities
Environmental Indicators
The shoreside facilities to which the Environmental
environmental impacts generated mainly by the fleet
Management System applies and that fall within the
and, where applicable, by the Company’s shoreside
scope of this Sustainability Report are the Company’s
facilities.
Piazza Piccapietra Head Office, Contact Center and
Logistical Operations Center in Genoa, and the Savona
Palacrociere cruise terminal.
The following pages report 11 indicators of the
These indicators, which have been elaborated according
to the GRI Guidelines, enable comparison with the
figures for 2010, which were obtained using the same
Except for the Logistical Operations Center and the
methods, and – in some cases – with the data for
Palacrociere, the activity conducted in the shoreside
previous years; to this end the latter are also shown in
facilities is routine office work.
this Report.
The main environmental aspects/impacts related to the
For greater comprehension and ease of comparison,
shoreside activities are as follows:
like last year the fleet environmental performance
data have been standardized where necessary, using
Environmental
aspect
Waste
Impact
Production of wastes similar to urban
solid waste
Production of special waste
Waste water
Sewage effluents/organic waste
the number of man-days spent on board, total nautical
miles sailed and lower berths in the fleet.
Both the calculation method used and the relevant
source are stated in the section dealing with that
particular indicator. When this year’s algorithm is
new, the figures for past years have been recalculated
Water consumption
Consumption of
resources
accordingly, in order to ensure the comparability of the
Electricity consumption
data and comprehension of the associated trends.
Air emissions
Atmospheric pollutants from diesel oil
or natural gas heating systems
Fuel consumption (natural gas, diesel
oil) for heating
89
MGO (Marine Gas Oil). This is more refined fuel
intended for marine use, employed for auxiliary
services (mainly the propulsion of launches).
The Costa Cruises fleet consists basically of two types
of ships: those with a traditional propulsion system
and those that use diesel electric propulsion. While, in
the former case, fuel is used partly for the generation
of mechanical energy for propulsion and partly for the
generation of electricity for shipboard services, in the
latter case the fuel is used entirely for the production of
electrical power which, in turn, supplies both the engine
and shipboard uses.
The use of the waste treatment incinerators installed on
board is subject to numerous restrictions; some of these
are mandatory, others are applied voluntarily with
Air
emissions
consumption
and
energy
impacts.
This section is devoted to information regarding aspects
Shipboard incinerators are not used in port or in Italian
related to energy consumption and emissions to the
territorial waters; when the incinerator is operated in
atmosphere.
the territorial waters of other States, it is ensured in
Air emissions derive primarily from:
combustion processes (therefore from consumption
of fuel used for propulsion, for the generation of
electrical power, for the operation of shipboard
waste treatment incinerators, and for the operation
of boilers for the production of hot water)
advance that there are no restrictions on use.
All incinerator operations are logged using specific
official documentation. Specific procedures have been
implemented for each ship, insofar as each plant is
different and has its own characteristics, in order to
guarantee the proper loading of the incinerator with
regard both to the amounts incinerated and to the
the use of refrigerant gases (for air conditioning
combustion temperature.
and refrigeration systems) which may have ozone
The current (international and domestic) legislation
depletion potential or simply be greenhouse gases.
sets increasingly strict limitations regarding the
Fuel consumption and air emissions:
characteristics both of the fuel used (e.g. maximum
sulfur content) and of the engines, and air emissions has
The fuel used on board may be of two types (with
become one of the most widely debated environmental
reference to the parameters of ISO 8217, the international
topics in recent years.
“fuel standard”):
90
the aim of minimizing the associated environmental
The fuel considered for this analysis is that supplied
HFO (Heavy Fuel Oil). This is fuel intended for
during the fiscal year, which may differ from the amount
marine applications, used mainly for propulsion
actually consumed in the period (if, for example, a ship
and the production of electrical power. Its name is
took on fuel on November 30, 2011, this will be included
derived from the fact that it is distillate fuel oil mixed
in the data shown here, even though that fuel was not
with residual fuel oil and is used as fuel in industry.
used in FY 2011).
This choice of this method of calculation was dictated
limited to heat recovery and exhaust gas (i.e. no
by the need to link the fuel on board with its sulfur
new gas is bought or used) and the plants containing
content, so as to be able to also make use of indicators
HCFCs are being converted into HFC systems.
measuring emission of atmospheric pollutants (including
sulfur oxides), which are given below.
HFCs (hydrofluorocarbons) are gases which have an
ODP of zero. Nevertheless, if they are released into
The total amount of fuel consumed per annum (and
the atmosphere they are still greenhouse gases.
therefore the total amount of CO2 and other related
emissions to the atmosphere – such as NOx, SOx),
Emissions arising from the use of refrigerant gases may
varies from year to year as a consequence of:
occur due to accidental release into the atmosphere of
changes to the fleet. In 2011 the main changes in
such gases from systems and installations.
the composition of the fleet compared to 2010 were
For this reason, refrigerant gases are managed on board
as follows: the Costa Deliziosa sailed for all of 2011
by suitably trained personnel using extreme care and all
(whereas in 2010 she started operating in February,
necessary precautions.
i.e. for 10 months instead of 12); the Costa Favolosa
joined the fleet at the beginning of July 2011,
Careful records are kept of plant maintenance operations
contributing to the indicators for 5 months, while the
and on each ship there are gas recovery systems and
Costa Marina left the fleet in mid-November 2011
leak detectors for periodical checks.
(thus having contributed for almost the whole fiscal
year);
The following indicators provide a detailed analysis of
fuel consumption (indicator EN3) and air emissions
itineraries sailed and service speed of the ships;
other parameters, the effects of which are difficult
to measure separately (e.g. the sea and weather
conditions encountered en route, hydrodynamic
subdivided by type (indicator EN16) for greenhouse
gas emissions, EN19 for emissions of ozone-depleting
substances, indicator EN20 for sulfur oxides, nitrogen
oxides and other significant air emissions).
performance of the hull, acceleration, type and age
This section dealing with emissions to the atmosphere
of the engines).
ends with indicator EN18, specifying the initiatives
To make the data more meaningful, instead of
reporting only the annual totals of consumption and
consequent emissions, the following analysis also
includes indicators consisting of the total amounts (in
terms of consumption or emissions) correlated with the
undertaken by Costa Cruises to reduce greenhouse gas
emissions.
EN3 Direct energy consumption by primary
energy source
nautical miles traveled, with the available lower berth
Energy consumption on board the fleet is associated
days (providing an indication of the size and number of
entirely with the use of Heavy Fuel Oil (HFO) or Marine
fleet members) or with both variables.
Gas Oil (MGO). The following tables show the quantities
Air emissions produced by the use of
refrigerant gases
Two types of refrigerant gases are used on board (for air
conditioning and refrigeration systems):
HCFCs
(hydrochlorofluorocarbons),
in tonnes and in GigaJoules of fuel used, subdivided by
these two types.
It can be noted that there has been an increase in
consumption of MGO since 2010, as a consequence of
the entry into force of restrictions on the use of fuel
namely
greenhouse gases. In this case shipboard use is
whereby in certain cases gas oil propulsion is mandatory
(e.g. when ships are moored in European ports).
91
CONSUMPTION OF FUEL (HFO & MGO)
(in tonnes)
2009
2010
2011
459,496
470,813
454,803
1,290
25,536
32,403
460,786
496,349
487,206
2009
2010
2011
18,467,152
18,921,974
18,278,530
55,878
1,106,475
1,404,016
18,523,030
20,028,449
19,682,546
HFO
MGO
TOT
CONSUMPTION OF FUEL (HFO & MGO)
(in GigaJoules)
HFO
MGO
TOT
92
The following table shows specific consumption, i.e. data
this indicator shows a marked reduction compared to
elaborated taking into account factors such as nautical
previous years. The Company has launched a multi-
miles sailed by the fleet during the year, available lower
departmental effort focused on fuel-saving initiatives,
berths and the number of operating days. The trend in
some of which are listed under indicator EN18.
Fuel consumption per available lower berth and per nautical mile sailed
[g(fuel)/ALB Nm]
2009
2010
2011
166.1
166.8
160.5
OFFICES
use of fuel on board (Heavy Fuel Oil and Marine Gas
As far as concerns the shoreside offices operating in
2011, consumption of energy (consumption of electricity
plus heat consumption) works out to around 23,000 GJ.
EN16 Total direct and indirect greenhouse
gas emissions by weight
Oil);
use of refrigerants
1. CO2 produced by use of fuel
The table below shows the total CO2 produced by
fuel consumption during the year (subject of the
Ships previous indicator). The method of calculation uses
The greenhouse gas emissions from the ships are due
684 (Guidelines for voluntary use of the ship Energy
to:
Efficiency Operational Indicator - EEOI).
the conversion factors contained in MEPC Circular circ.
CO2 emissions due to use of fuel
(in tonnes)
2009
2010
2011
1,431,055
1,466,300
1,416,438
4,134
81,868
103,883
1,435,189
1,548,168
1,520,322
CO2 from HFO
CO2 from MGO
Total CO2
The following chart shows the trend for the last few
per kilometer traveled and in terms of available lower
years in CO2 emissions produced by fuel consumption
berths.
93
The pattern (expressed in kg of CO2 produced/ALB km)
measures and initiatives, some of which are reported
is similar to that seen for indicator EN 3 regarding the
under indicator EN 18.
specific consumption of fuel and shows a reduction in
The chart also gives the percentage reduction obtained
recent years following the introduction of fuel-saving
in the last 5 years (compared to 2007).
CO2 SPECIFIC EMISSIONS
(correlated with the distance traveled by the fleet and available berths)
(KgCO2/ALBKm)
2007
2008
2009
2011
2010
0
-3.2%
-11.2%
-11.5%
-14.5%
0.316
0.306
0.281
0.280
0.270
Percentage reduction compared to 2007
2. CO2 derived from releases of greenhouse
refrigerant gases
The amount of CO2 equivalent generated by the ships
obtained using the GWP (Global Warming Potential) of
and arising from releases of refrigerant gases was
the foregoing gases.
CO2 from refrigerant releases
(in tonnes)
94
2009
2010
2011
44,775
55,443
55,307
In absolute terms, the quantity of CO2 produced by
releases of refrigerant gases was virtually unchanged
from the previous fiscal year.
(in tonnes)
2009
2010
2011
1,435,189
1,548,168
1,520,322
44,775
55,443
55,307
1,479,964
1,603,612
1,575,629
CO2 FROM USE
OF FUEL
CO2 FROM
REFRIGERANT
RELEASES
TOTAL
SHIPBOARD CO2
OFFICES
EN19
For the shoreside offices the CO2 equivalent was
substances
derived from the energy consumption data in kWh, in
accordance with the Greenhouse Gas (GHG) Protocol
Emissions
of
ozone-depleting
Ships Initiative and using the Italian electricity grid emission
Considering the different ODP (Ozone Depletion
factor.
Potential) of the various refrigerant gases, the method
The CO2 equivalent for the electricity consumption of
all the shoreside offices amounts to 2615 tonnes.
of calculation involves conversion into CFC-equivalent.
CFC-equivalent is a measure of the amount of CFC-11
gas that would have had the same ozone-depleting
The impact of the use of refrigerant gases can be
effect as the total quantity of the different gases
deemed negligible due to the very limited amount of
released. The conversion factors to obtain the amount
such gases in the air conditioning systems.
of CFC-equivalent from the various types of refrigerant
gases are those given in the Montreal Protocol Technical
Papers.
The variables affecting this indicator are essentially the
amount of freon released during the year and the ODP
of these refrigerants (i.e. their composition).
95
CFC-11 equivalent (ODP due to refrigerant gas releases)
(kg)
2009
2010
2011
242
238
115
This indicator shows a further marked improvement
compared to previous years. The improvement is
even more impressive considering that the indicator
in question is not weighted and therefore does not
take into account the number of ships in the fleet or
the capacity of their systems containing freon. The
reduction achieved is partly explained by the progressive
OFFICES
As regards the shoreside facilities, the emissions of ozonedepleting substances can be considered negligible on
account of the very limited quantities of gas contained
in the air conditioning systems, where present, and the
types of gas involved, which have little or no ODP.
introduction across the fleet of HFCs (which have an
EN20 Nox, SOx and other significant air
ODP of zero) as substitutes for HCFC refrigerants.
emissions by type and weight
Ships The following table shows the emissions per nautical
mile sailed by the fleet for 2009, 2010 and 2011.
96
(kg/Nm)
2009
2010
2011
20.199
20.403
20.342
21.262
21.476
21.413
0.886
0.895
0.892
16.830
17.235
16.372
NOx per Nm sailed
SOx per Nm sailed
PM10 per Nm sailed
SO2 per Nm sailed
While the conversion factors for NOx, PM10 and SOx
The biggest fall was recorded for SO2 (the only case
are derived from official Italian sources (SINANET, air
where the figure is even lower than the level in 2009);
emission inventory produced by ISPRA, Italian Institute
as already stated, this is because the conversion factor
for Environmental Protection and Research), the factor
also takes into account the fact that in the last few
used for SO2 is taken from the Emission factors logbook
years the fuel used has had a lower and lower sulfur
(EU study). The use of this conversion factor for the
content, while increasing use has been made of MGO
calculation of the SO2 produced makes it possible to
(since the start of 2010 ships moored in European ports
take account of the sulfur content of the fuel used. This
have been obliged to use MGO insofar as HFO is no
indicator will be useful in determining the effectiveness
longer allowed).
(in terms of environmental impact) of the use of low and
ultra low sulfur fuel, as opposed to evaluation of impact
Offices
merely in terms of the amount of fuel used, which is the
As far as concerns the shoreside offices, the NOx and
case for the other indicators in this group.
SOx air emissions are attributable in each case to the
The emissions described by this indicator, which are
heating plant for the whole building occupied only
directly proportional to the amount of fuel consumed
partly by the Company’s premises so it is impossible to
per nautical mile sailed, show a decrease in 2011
estimate what proportion of total emissions is generated
compared to the year before.
by the office alone.
97
EN18
Initiatives
undertaken
to
reduce
different variables involved and the substantial impact
greenhouse gas emissions and reductions
of external factors (sea and weather conditions, etc…) on
achieved
the performance of the ships and the effectiveness of the
This indicator, which contains information compiled in
to reduce fuel consumption and, consequently, air
collaboration with the Company’s Energy Manager and
was added to the Sustainability Report for the first time
in the edition dealing with FY 2010, illustrates the many
initiatives undertaken by Costa Cruises to reduce CO2
emissions.
measures taken. Each initiative undertaken is designed
emissions. Given the interdependence of the initiatives
in question and in view of the above considerations,
it is difficult to specify the results obtained for each
one separately; however, together they achieve the
reductions in total CO2 emissions for the fleet reported
The collection of specific data for each of these
for indicator EN16. All the initiatives reported in Table
initiatives is an extremely complex and difficult task
A have been undertaken voluntarily; for each one the
on account of the numerous correlations between the
field of application is also shown.
TABLE A
98
INITIATIVE
FIELD OF APPLICATION
For several new buildings, use of ecological silicone-based coatings for the ship’s hull;
these antifouling coatings enhance hydrodynamic performance and reduce the growth of
microorganisms on the hull surface, while reducing fuel consumption.
Costa Victoria, Costa Luminosa,
Costa neoRomantica, Costa Serena
Evaluation of the ship’s stability and trim (for energy-saving purposes) by means of an IT
system (Dynamic Trim Assistant) in order to improve performance and fuel efficiency at
different cruising speeds
Costa Deliziosa and Costa Pacifica.
Energy-efficient HVAC (heating, ventilating and air conditioning) technology, optimizing
output with automated temperature control in the staterooms and public spaces based
on effective need
Fleetwide
Propeller routine maintenance program to ensure that the propellers are kept clean and
polished and operate at optimum efficiency
Fleetwide
Careful planning of itineraries, also as a function of cruise speed, in order to reduce fuel
consumption
Fleetwide
Dissemination of information with notices in Guests’ and crew accommodation drawing
attention to the need to save energy and limit water consumption
Fleetwide
Instructions for the rational use of shipboard incinerators so that they are operated when
(in accordance with applicable laws, regulations and internal policy) the advantages
justify the amount of energy required to reach incineration temperature
Fleetwide
Installation on some liners of an automatic lighting control system designed to adjust the
external lighting in accordance with the current sunlight intensity
Costa Luminosa, Costa Deliziosa,
Costa Pacifica
Replacement on some ships of existing light globes with low power consumption LED
lamps
Costa
Serena
neoRomantica
Installation of technology to increase the amount of waste heat recovered from engine
cooling water and diesel generator exhaust gas
Costa Atlantica,
Costa Mediterranea, Costa Fortuna,
Costa Magica, Costa Favolosa
Use of high efficiency screw compressors for refrigeration. Partial replacement of freon so
as to optimize performance at low loads
Costa Fortuna, Costa Magica, Costa
Atlantica, Costa Mediterranea
Installation of frequency converters for engine room ventilation and air conditioning
stations so as to adjust power consumption and find the point of peak efficiency
Serena, Costa Concordia, Costa
Pacifica, Costa Favolosa, Costa
Luminosa, Costa Deliziosa
and
Costa
TABLE A
FIELD OF APPLICATION
INITIATIVE
Optimization of the cooling water circuit for the air conditioning system
Serena, Costa Concordia, Costa
Pacifica
Installation of frequency converters for engine room auxiliary service pumps
Costa Concordia and Costa Serena
For the last two initiatives listed it has been possible
months following introduction of a given initiative will
to measure the effects in terms of the amount of CO2
be achieved to the same degree in following years. The
saved. The statistic (MT/y) is obtained by measuring the
same applies when a particular measure is introduced
reduction (in tonnes of CO2) achieved by the initiative
on sister ships.
in a year. The reduction in CO2 obtained in the 12
TABLE B
Reduction of the quantity of CO2 (expressed in tonnes per year) due to the installation of frequency converters for engine
room ventilation
Vessel
2008
MT/y
2009
MT/y
2010
MT/y
2011
MT/y
Total per Vessel 2008-2011 MT
Costa Fortuna
3,150
3,150
3,150
3,150
12,600
Costa Magica
3,150
3,150
3,150
9,450
Costa Serena
3,654
3,654
3,654
10,962
3,654
3,654
7,308
3,654
3,654
17,262
43,974
Costa Concordia
Costa Pacifica
Total MT per fleet
3,150
9,954
13,608
TABLE C
Reduction of the quantity of CO2 (expressed in tonnes per year) due to optimization of the cooling water circuit for the air
conditioning system
Vessel
2007
MT/y
2008
MT/y
2009
MT/y
2010
MT/y
2011
MT/y
Total per Vessel 2007-2011 MT
Costa Fortuna
3,257
3,257
3,257
3,257
3,257
16,285
3,257
3,257
3,257
3,257
13,028
3,808
3,808
3,808
11,425
3,808
3,808
7,616
3,808
3,808
14,131
17,939
52,164
Costa Magica
Costa Serena
Costa Concordia
Costa Pacifica
Total MT per fleet
3,257
6,514
10,323
99
Waste management
Costa Cruises carries out 100% separation of the
solid waste produced on board its ships. This waste is
classified into two types:
wastes provided for by MARPOL Annex V (“garbage”);
special wastes not included in the MARPOL
categories.
In accordance with MARPOL Annex V, subject to the
distance from the coast and the category of garbage,
disposal at sea is also permitted. Under Costa Cruises’
waste management policy, there is no overboard
discharge of garbage other than food waste, and of
course the latter is only disposed of at sea as provided
for by the requirements in force.
Special non-MARPOL waste (waste not
Garbage management
As stated in MARPOL (Annex V), garbage can be
classified into the following categories:
provided for by MARPOL Annex V, classified
according to the European Waste Code)
The special waste generated on board is handled
using procedures and technologies allowing adequate
collection, storage and subsequent disposal. The types of
MARPOL
categories
Description of waste
1
Plastic
2
Floating dunnage, lining
and packing material
3
Comminuted or ground paper,
rags, glass, metal, bottles,
crockery etc.
offset plates and cartridges; waste paints & varnish and
4
Paper, rags, glass, metal,
bottles, crockery etc.
cleaning in machinery spaces).
5
Food waste
Overboard discharge of special waste is not permitted
Incinerator ash, except for plastic
products which may contain toxic or
heavy metal residues
under any circumstances.
6
special waste produced on board include: used cooking
oil; various kinds of used batteries; neon lamps; photo
developing fluid; distress signals, pyrotechnics; biohazardous wastes and sharps (produced by the ship’s
infirmary); laundry waste (dry cleaning waste); toner,
solvents; oil laden filter materials (e.g. oily rags from
Indicator EN22 reports the amounts of waste (garbage
and special waste) as well as the details of the quantities
Garbage collection at Costa Cruises is optimized using
two main methods:
100% separation of the waste produced on board, it is
noted that unfortunately only a small proportion of the
food processing equipment, namely an automatic
waste landed ashore is actually collected and processed
system of transportation, pulping and collection of
in separate streams for recycling purposes.
category 5 waste;
special suitably labeled receptacles for the manual
collection of the other categories of garbage.
Once collected, the garbage is treated separately on
board for each type, using the following processing
systems:
incinerator;
compactor for plastic and metal waste;
glass crusher.
100
recycled. With regard to the latter, in contrast to the
This is essentially due to the following reasons:
only a few ports collect and store waste in separate
streams for subsequent treatment and recycling;
even where shoreside recycling is possible, for
statistical purposes waste is only considered as
having been sent for recycling if this is specifically
indicated on the receipt issued when garbage is
landed;
some types of waste (e.g. paper, plastic) could
theoretically be recycled in certain ports but their
storage on board is not feasible or possible in some
the objectives of the European “Sustainable Cruise”
cases, given the amount of space that would be
project, which Costa Cruises launched in the fall of 2011;
needed to collect and keep such material until the
for a detailed description see page 28.
ship docked at the first available port with suitable
facilities.
The waste produced in the Company’s shoreside
facilities is that generated by routine office work. In all
Also, it should be remembered that once waste is
the offices separate waste disposal methods are in place
consigned to a shoreside reception facility it is no longer
for recycling of paper, plastic, aluminum and organic
under the control of the Company insofar as it becomes
waste. Where possible, toner cartridges for printers and
the “property” of the waste haulage contractor. In some
toner for photocopiers are also sent for recycling.
ports waste from different ships is collected, conveyed
to dedicated storage areas and subsequently recycled
in part.
The disposal of hazardous waste generated by shoreside
office activity (e.g. neon lamps and used batteries) is
handled by specialized contractors.
This makes it impossible to determine a priori whether
or not the waste landed from Costa’s ships will be
EN22 Total weight of waste by type and
recycled. Meanwhile, the Company has continued its
disposal method
activities to extend waste recycling and this has yielded
encouraging results in a number of regions: in Brazil, for
Garbage
example, the program involving several waste streams
Garbage is not measured in a unit of weight (kg).
in Salvador De Bahia and Santos has raised money used
In accordance with the MARPOL convention, the
to fund local social development projects, particularly
internationally recognized unit of measurement for
those in favor of children, in collaboration with non-
waste is a unit of volume (m3). Measurement of the
profit associations.
amounts is carried out using the closest possible
Waste reduction, the extension of waste recycling and
environmentally sustainable waste management are
approximation (e.g. by using garbage bags of standard
capacity).
Garbage produced
2009
2010
2011
102,417
116,502
120,468
7.5
7.6
7.7
Total garbage
produced on
board (m3)
Garbage per day
per person (l/p)
101
The bottom row in the table shows the average amount
The next chart shows the percentage breakdown of
of waste generated per day per person on board. The
garbage disposal methods – namely incineration on
figure has increased slightly, though it is of limited
board, disposal at sea or disposal to shore reception/
significance on account of statistical issues regarding
recycling facilities.
estimates of the quantity of garbage produced.
DISPOSAL METHODS FOR GARBAGE
16
16
22
21
%
%
63
62
2009
2010
% at sea
18
% ashore
19
%
% incinerated
63
2011
GARBAGE RECYCLED
(%)
2009
2010
2011
2.6
3.3
4.3
NOTE: Garbage sent for recycling forms part of the broader category – already counted – of garbage landed ashore
102
Garbage recycling consists mainly of the aluminum
and glass streams, while special wastes are mainly
accounted for by cooking oil.
Bilge water
The bilge is the area of the ship located on the
bottom of the hull where waste water and oily waste
collect together with other residues from systems
SPECIAL WASTE
and equipment in machinery spaces. For the purpose
2009
2010
2011
of maintaining the stability of the ship and removing
potential hazards, bilges must be drained from time to
Total special waste
produced per year (kg)
765,740
961,376
959,610
time. Before they can be discharged, the oil residues
(a mixture of oil and water) must be treated in order
Non-hazardous special
waste produced per day
per person (kg/p)
0.056
Hazardous special waste
produced per day per
person (kg/p)
0.027
0.034
0.036
% Special waste recycled
30%
30%
25%
0.063
0.062
to reduce the concentration of oil to within the limits
laid down by the law. The international requirements
(MARPOL Convention, Annex I) stipulate that the oil
content of the water discharged must be less than 15
parts per million (ppm) and that it must leave no visible
remains on the surface of the water. The control system
for the concentration of oil in effluent water only
Offices
permits overboard discharge if the oil content is less
As far as concerns the shoreside facilities in Via De Marini
of mandatory requirements, Costa Cruises installed
and Piazza Piccapietra, in 2011 approximately 13,841 kg
on all the ships in the fleet a fail-safe “white box”
of special waste was sent for recycling using authorized
system, enabling a further check of the oil content of
waste haulage contractors. Waste is produced not only
effluent water with a flow control device and constant
by routine office work but also by logistical activities (in
Via De Marini) and operations.
than 15 ppm. In the context of going beyond the scope
recorder reading of all the relevant information, thereby
effectively preventing any possibility of discharge of
effluent water with oil content exceeding 15 ppm.
Water consumption and waste
water management
Grey water and sewage
The water used on the ships in the Costa Cruises fleet
showers), galley (dishwashers and sinks) and laundry, as
is partly supplied from external sources, at the ports of
well as water that collects in scuppers (rainwater and
call, and partly produced directly on board. The ships
washing water from external parts of the ship). Under
have their own desalination plants (using the techniques
Costa Cruises’ own policy, grey water may only be
of reverse osmosis and/or evaporators with a vacuum
discharged at sea at a distance greater than 12 miles
system) to extract potable water from seawater. The
from the nearest land and while the ship is traveling at
quantity of water produced varies as a function of
a speed not less than 6 knots. Sewage is intended to
several factors that affect plant productivity, such as
mean flush water from toilets and waste water from
the service speed of the ship, the sea conditions and
the ship’s infirmary. All the ships in the Costa fleet are
the cruise route. Total water consumption, by source
equipped with sewage purification plants known as
and per day per person are given under indicator EN
Marine Sanitation Devices (MSDs); sewage is only ever
8 below. As regards waste water, the types of water
discharged after treatment by the MSD and always at
discharged, typical of the activity on board the ships,
a distance greater than 12 miles from the nearest land
are essentially the following: bilge water, grey water,
and while the ship is traveling at a speed not less than 6
sewage and ballast water.
knots. Each vessel is also fitted with meters to measure
Grey water is drainage from bathrooms (wash basins and
103
the exact amount of sewage discharged and enable
grey water, sewage and bilge water. The details of the
operational monitoring of the various systems.
quantities and destinations of discharged waste water
are reported under indicator EN 21 later.
Ballast water
Ballast water is carried on ships to guarantee their
EN8 Total water withdrawal by source
stability, trim and – in some cases – structural strength.
The following table shows the amounts of potable
It is seawater which is taken up and discharged according
water for the fleet, subdivided by source, as well as the
to the specific operational requirements of the vessel.
average daily consumption per person.
The following data regard the total fleet production of
WATER SUPPLIED AND WATER PRODUCED FROM SEAWATER
(m3)
2009
2010
2011
923,629
923,044
1,042,854
2,207,444
2,588,591
2,601,623
3,131,072
3,511,635
3,644,477
Water supplied
Water produced
from seawater
Total potable water
CONSUMED
Potable water CONSUMED per day per person
(liters/person)
2009
2010
2011
228
229
234
NOTE: The calculation of the number of people on board per day was carried out by adding the number of passengers on board to the number of
crew members (this is a set number for each ship) multiplied by the number of days in the year.
104
The quantity of water produced varies as a function of
the cruise route; on average in 2011, as illustrated in the
several factors that affect plant productivity, such as
next chart, more than 70% of demand was satisfied by
the service speed of the ship, the sea conditions and
water produced directly on board.
PERCENTAGE OF WATER PRODUCED
AND SUPPLIED
Offices
The water used in the shoreside offices is supplied by
local dams and reservoirs and is intended for private,
non-industrial use. Given their size and the nature of
their activity, the Head Office in Genoa and the Savona
29
Palacrociere cruise terminal are the facilities where
%
consumption is the greatest.
Total water consumption for the year 2011 amounted to
approximately 43,000 m3.
71
Water produced
Water supplied
EN21 Total water discharge by quality and destination
Waste water produced
(m3)
2009
2010
2011
2,723,823
2,900,564
2,900,574
481,204
647,448
720,840
38,439
38,813
34,328
Total grey water
Total sewage
Total bilge water
105
Below are the details of the amounts of waste water
(divided by type) discharged overboard or to shore
reception facilities in 2011.
(m3)
Discharged at sea
Landed ashore
Total
SEWAGE
Grey water
Bilge water
719,480
2,883,690
33,038
1,360
16,884
1,290
720,840
2,900,574
34,328
Since 2006 overboard discharge of sewage has been
year to the next, below is an analysis of the amounts
measured by means of meters fitted on board each ship
disposed of in relation to the number of people on board
in the fleet.
during the year.
The grey water is obtained from the water balance,
This calculation is used to ensure comparability of the
namely the equation used to describe total water
data irrespective of the growth of the fleet, but it is only
consumption and the amount of sewage.
significant for discharge that does in fact depend on the
In order to be able to compare the indicator from one
number of people on board: sewage and grey water.
Waste water per day per person
(l/p)
2009
2010
2011
198
189
186
35
42
46
Total grey water
Total sewage
106
Offices
to reduce greenhouse gas emissions (the subject of
The water discharge in the offices is similar to that of
domestic sewage systems; therefore, the associated
figures are not reported here.
indicator EN18); accordingly, the measures under EN18
are not reported again here. The last indicator (EN 28)
gives details of any environmental non-compliance
fines or sanctions received by the fleet during the year
in question.
Mitigation
of
environmental
impacts, incidents and sanctions
spills
The following indicators give information concerning
The procedures in force at Costa Cruises stipulate that,
environmental
significant
irrespective of the size of the spill, it must be reported
spills (indicator EN23) and initiatives to mitigate
to the office in charge. Also, the personnel are trained
environmental impacts (EN 26). The latter section
to take all possible steps, such as the use of absorbent
details further initiatives in addition to those undertaken
materials, to minimize the environmental impact.
incidents
MATERIAL
Lubricating oil
Chemical product
HFO (Heavy Fuel Oil)
involving
EN23 Total number and volume of significant
QUANTITY
LOCATION
780 liters
At sea between Argentina and Brazil, due to a technical fault
about 10 liters
Port of Amsterdam, due to human error
about 300 liters
Port of Naples, due to a broken pipe
According to corporate procedures any spill (at sea or
The table above shows all the spills that occurred in 2011,
in port) must be reported at once to the competent
even though some of them were virtually insignificant.
authorities in the port/territorial waters where the
incident occurred.
This indicator only concerns the ships because, given
107
the nature of the activity conducted in the offices, the
latter have never been affected by events that fall into
this category.
EN26 Initiatives to mitigate environmental
impacts of products and services, and extent
of impact of mitigation
to manage and minimize environmental impacts.
The following are only some of the most significant
steps taken; they do not refer solely to 2011, and in
some cases date back as far as 2005-06, but they are
nevertheless deemed worthy of mention. This indicator
should be read together with indicator EN18, which lists
the initiatives undertaken by Costa Cruises to minimize
Costa Cruises’ commitment to environmental protection
emissions of greenhouse gases; therefore, the measures
has been reflected over the years by the adoption of a
under indicator EN18 have not been reported in the
range of procedures and measures increasingly designed
following table.
Action
Aim
Measurement
Increase the amount of
waste recycled
See TAB. A
European Life+ “Sustainable cruise” project (started at the end of 2011)
Agreement signed with CIAL – the National Consortium for the Recovery and
Recycling of Aluminum – for the separate disposal and recycling in the ports
of Savona and Ancona of the aluminum generated on board.
Recycling of waste extended to foreign ports: in 2009 the program was
extended to include glass, aluminum and used cooking oil in Brazil, in the
ports of Santos and Salvador De Bahia. At the start of 2010 recycling was
further extended to include PET plastic landed at Salvador
Installation of additional glass crushers on the Costa Deliziosa for glass from
the galleys, thus optimizing management of this type of waste
Use on board, when possible, of crockery and accessories made of materials
other than plastic (e.g. Mater B biodegradable plates, cups and straws,
wooden olive picks and cocktail stirrers) as well as of dispensers (e.g. sauce
dispensers and jam bowls, liquid soap & shampoo dispensers instead of little
throw-away plastic bottles)
New photographic printing process on some ships, with a consequent
reduction in the amount of photo developing fluid produced
Reduce the amount of
waste produced so as
to lessen environmental
impact
See TAB.B
European Life+ “Sustainable cruise” project (started at the end of 2011)
Under Company policy, the ships cannot discharge waste water overboard
in the Whale Sanctuary, an area covering approximately 87,000 km2 with a
particularly high concentration of Mediterranean marine mammals
Safeguard the protected
area
N.A.
Installation of faucet aerators in all the cabins of the ships in order to reduce
water wastage when taps are turned on
Most of the water used on Costa’s ships is obtained directly on board using
desalination plants and evaporators
Improvement of the vacuum-sewer system created by jet pumps to reduce
water consumption in the collection of sewage
108
Reduce
consumption
water
See TAB. C
TABLE A
GARBAGE RECYCLED
2006
2007
2008
2009
2010
2011
1.0%
3.0%
2.3%
2.6%
3.3%
4.3%
8%
26%
30%
30%
30%
25%
2005
2006
2007
2008
2009
2010
2011
10.4
9.3
8.2
7.6
7.5
7.6
7.7
0.100
0.090
0.070
0.073
0.056
0.063
0.062
2005
2006
2007
2008
2009
2010
2011
254
240
240
232
228
229
234
% garbage recycled
% special waste recycled
TABLE B
WASTE PRODUCTION
Garbage produced per day per person (l/p)
Special waste produced per day
per person (kg/p)
TABLE C
WATER CONSUMPTION
Water consumption per day per person
(liters/p)
Water supplied (m3)
1,093,059
871,664
754,141
773,363
923,629
923,044
1,042,854
Water produced from seawater (m3)
1,335,385
1,534,834
2,041,886
2,132,388
2,207,444
2,588,591
2,601,623
Total (m3)
2,428,444
2,406,498
2,796,027
2,905,751
3,131,072
3,511,635
3,644,477
EN28 Monetary value of significant fines and
total number of non-monetary sanctions for
noncompliance with environmental laws
and regulations
Costa Cruises did not receive any fines or non-monetary
sanctions for noncompliance with environmental
requirements in 2011.
109
08
SOCIAL
In 2011, 83% of the employees took
part in the internal “Performance
Management” evaluation process
aimed at fostering growth and career
development.
81
LABOR PRACTICES
AND DECENT WORK
COSTA CRUISES’ SA 8000 CERTIFICATION IS RECOGNITION THAT IT ASSURES
CORE LABOR RIGHTS, PRIORITIZES CHILD WELFARE, AND PROVIDES A SAFE
AND HEALTHY WORKING ENVIRONMENT.
Within the context of the B.E.S.T. 4 scheme, the
development of the system of social accountability
to safeguarding core labor rights, undertaken by Costa
was particularly complex and challenging for the
Crociere S.p.A., is reflected in the constant monitoring
Company given the specific nature of its personnel, of
of enforcement with the relevant provisions contained
their contractual conditions, of the legal and regulatory
in collective bargaining agreements, in the enterprise
framework, and of the service delivered (cruises all over
bargaining agreement and in the Company’s internal
the world all year round, with management of Guests
procedures.
round the clock). Costa Cruises undertakes to comply at
all times with the principles of social responsibility laid
down by the international SA 8000 standard and with
the laws in force regarding:
child labor;
following social accountability objectives:
guarantee employees a safe and healthy working
environment,
adequate
ongoing
training
and
refresher courses, and the necessary facilities and
forced labor;
equipment;
health and safety;
prevent injury or loss of life;
freedom of association and collective bargaining;
operate the ships so as to carry passengers safely
discrimination;
and efficiently;
disciplinary procedures;
develop a climate of social accountability and
work schedule;
pay.
112
Costa Cruises’ integrated policy aims to meet the
enhance the professional growth of all employees in
accordance with local and international legislation
governing labor (ILO, IMO) and human rights (UN).
SOCIAL PERFORMANCE INDICATORS LABOR PRACTICES AND DECENT WORK
In order to achieve these important objectives, the
6. bring the actions of individuals and Company
Management will do its utmost to ensure that the
procedures into line with the tenets of social
Company and all its stakeholders – especially those in
responsibility,
the supply chain – work towards:
improvement of working conditions and the welfare
disseminating the philosophy of “quality, respect
guaranteeing
the
continuous
of the workforce.
for the environment and the safeguarding of health
All new hires in Costa Cruises are informed about
and safety in the workplace” at Company level and
B.E.S.T.
beyond”;
Environment, Safety and Quality) with regard both
using the best technology available in order
to
optimize
human
resources
and
company
performance and to reduce environmental impact;
raising
stakeholders’
awareness
of
social,
environmental and workplace safety issues.
4
certification
(Social
Accountability,
to the relevant legislative requirements and to the
Company’s integrated policy.
The following indicators give more detailed and
specific information about various aspects related to
Costa Cruises’ commitment to social accountability.
All staff, within their respective areas of responsibility,
LA1 Total workforce by employment type,
must strive to:
employment contract, and region
1. pursue the specific objectives set out by the
With offices in 15 cities in 12 countries, Costa Cruises
continuous
is a multinational Company that can count on a
improvement of the product design, of the service
young, international staff: about 65% of its shoreside
delivery, and of the environmental and safety
employees and 85% of the shipboard personnel are
performance, so as to ensure the complete
under 40, and they come from approximately 70
satisfaction of the Guests;
different nations.
Management,
with
the
aims
of
2. operate in compliance with the laws and regulations
Costa Cruises’ workforce numbers 18,155 in 2011,
regarding environmental and safety management,
comprising 10,676 permanently employed on board the
where possible preempting the legislation, setting
ships, 1229 in the shoreside offices and the rest in the
higher standards and more ambitious objectives in
shoreside reserve pool (waiting to replace colleagues
order to continuously improve performance;
currently embarked).
3. facilitate the availability of information, training
The data shown therefore refer to two types of
and instruction in order to ensure that the
personnel: shipboard employees (embarked or waiting
integrated quality, environmental, safety and social
to do so) and shoreside employees (working in the
accountability management system is efficiently
Company’s offices).
and effectively applied even in emergency situations;
For the former the average annual number of shipboard
4. reduce the potential health and safety risks for
positions is given, with the breakdown by gender, age
employees
through
the
implementation
of
group and geographical area.
appropriate training programs, the adoption of
For shoreside personnel the average number of
work instructions and the use of suitable working
employees during the year is given, with the breakdown
methods;
by position (executive, line manager, employee, blue-
5. motivate employees and ensure that they are
always in a position to carry out the tasks for which
they are qualified, in order to guarantee that Guests
collar worker), type of employment contract (openended, temporary), workload (full-time, part-time),
gender, age group and geographical area (see below).
are treated with enthusiasm, cordiality, initiative and
Costa complies with the provisions of Law no. 68/99 in
close attention to detail;
relation to employees belonging to protected categories.
113
SHIPBOARD PERSONNEL
Average shipboard positions
(personnel actually embarked)
2009
2010
2011
10,065
10,551
10,677
SHIPBOARD PERSONNEL BY GENDER
(%)
2009
%
%
84
114
16
16
16
Women
2011
2010
84
Men
%
84
SHIPBOARD PERSONNEL BY GEOGRAPHICAL AREA
2009
(%)
OTHER
2011
2010
16%
15%
4%
4%
13%
13%
14,5%
3,9%
12.6%
67%
68%
68.9%
0.1%
0.1%
0.1%
SHIPBOARD PERSONNEL BY AGE GROUP
(%)
2009
6
4 5
11
18
6
12
%
23
18-25
2011
2010
33
26-30
4 5
16
12
%
%
33
24
31-35
4 5
6
17
32
24
36-40
41-45
46-50
>50
115
SHORESIDE PERSONNEL
The following data refer to shoreside personnel both in
Italy and in the foreign offices.
SHORESIDE PERSONNEL by Position
(%)
The positions of personnel employed abroad have
been adapted and are classified so as to fit the
standard Italian categories.
SHORESIDE PERSONNEL by Gender
(%)
0.2
5.5
37
15.5
%
Men
Women
%
63
78.8
SHORESIDE PERSONNEL by workload
(%)
Full-time
96.5
%
Executives
Employees
Line managers
Blue-collar
workers
SHORESIDE PERSONNEL by AGE GROUP
3.5
Part-time
(%)
11
9
7
18
15
15
21
SHORESIDE PERSONNEL by Type of contract
19
(%)
Open-ended
96
%
4
Temporary
18-25
41-45
26-30
46-50
31-35
>50
36-40
116
SHORESIDE PERSONNEL by Geographical area
(%)
2011
9%
23%
61%
4%
3%
USA & OTHER
SHORESIDE PERSONNEL by Geographical subdivision
2009
2011
2010
1,203
1,160
718
1,229
750
807
117
LA2 Total number and rate of employee
For shoreside personnel the calculation is based on the
turnover by age group, gender and region
number of employees at the end of the fiscal year, plus
Turnover is intended to mean the ratio between the
the number of terminations during the year.
number of terminations and the average employee count
The rate of turnover in 2011 is 32.7% for shipboard
during the period of reference (fiscal 2011: i.e. Dec. ’10 to
personnel (the increase compared to the previous year
Nov. ’11).
is mainly due to voluntary resignations) and 13.9% for
For shipboard personnel, the calculation is based on the
shoreside personnel.
average number of employees currently embarked and
The following tables provide further statistics regarding
those seafarers not embarked who are waiting to replace
employees who left the Company in 2011 (reason for
their colleagues on board.
termination, gender, age group, geographical area).
Turnover of shipboard personnel Terminations
(%)
2009
2010
2011
9%
11.5%
32.7%
Turnover by reason for termination
(based on 32.7%)
0.5
0.1
Other
Resignation
2.3
%
Retirement
29.8
118
Medical reasons
Turnover by geographical area
(based on 32.7%)
2011
8.5%
1.7%
3.7%
18.7%
0.1%
USA & OTHER
Turnover by age group
Turnover by gender
(based on 32.7%)
(based on 32.7%)
1.0
0.5
0.5
Women
2.6
7.1
7.5
7.7
%
%
25
13.5
Men
18-25
41-45
26-30
46-50
31-35
>50
36-40
119
Turnover of shoreside personnel
Terminations
(%)
2009
2010
2011
9%
17.1%
13.9%
Turnover by gender
Turnover by reason for termination
(%)
(%)
Other
2.9
Men
4.9
%
1.6
%
7.2
2.0
9
Women
0.2
Resignation
End of temporary contract
Retirement
Office reorganization
Turnover by age group
(%)
1.4
1.2
0.7
1.5
%
2.0
3.4
120
3.7
18-25
41-45
26-30
46-50
31-35
>50
36-40
Turnover by geographical area
2011
(%)
1.7%
7.1%
2.9%
1.6%
USA & OTHER
0.6%
LA4 Percentage of employees covered by
pay conditions for more than a year, the lack of
collective bargaining agreements
progress being due to the ongoing global downturn
100% of the employees are covered by collective
(percentage covered 6.57%);
bargaining agreements. In accordance with the Italian
Enterprise bargaining agreement for non-Community
Constitution and pursuant to Art. 2077 of the Italian Civil
employees and those who are not resident in the
Code as well as Art. 35 of Law no. 300 of May 20, 1970,
European Union, embarked in the Deck and Engine
the contract of employment between Costa Cruises and
Departments on board the ships of Costa Crociere
all its employees is governed by the following collective
S.p.A., signed on December 21, 2010 (percentage
bargaining agreements currently in force for shoreside
covered 9.48%);
and shipboard personnel and signed by Costa and the
Enterprise bargaining agreement for Community
Italian Trade Union Organizations:
employees or those resident in the European Union,
NCBA for seafarers embarked on cruise ships,
renewed
on
June
5,
2007
for
the
general
employment conditions and on February 3, 2009
for the pay conditions only. Contractual holidays
embarked in the name and on behalf of the company
C.S.C.S. N.V. on board the ships of Costa Crociere
S.p.A., signed on November 30, 2006 (percentage
covered 11.28%);
from 12/31/2010; negotiations have been underway
Enterprise bargaining agreement for non-Community
for the renewal of the general employment and
employees and those who are not resident in the
121
European Union, embarked in the name and on
SERVICE (DPPS): Staff Captain, appointed by the
behalf of the company C.S.C.S. N.V. on board the ships
Master according to the instructions given by the
of Costa Crociere S.p.A., signed on December 21, 2010
Company and on behalf of the latter;
(percentage covered 68.12%);
PREVENTION & PROTECTION SERVICE TEAM (PPST):
NCBA for office and terminal employees of private
Staff Captain (Deck Section Designated Representative
shipping companies that carry out the fitting-out of
– Deck SDR), Deputy Chief Engineer (Engine Section
vessels, renewed on June 13, 2007 for the general
Designated Representative – Engine SDR), Service
employment conditions and on February 3, 2009
Director (Hotel Section Designated Representative –
for the pay conditions only. Contractual holidays
Hotel SDR); all the team members are also appointed
from 12/31/2010; negotiations have been underway
by the Master according to the instructions given by the
for the renewal of the general employment and
Company and on behalf of the latter;
pay conditions for more than a year, the lack of
progress being due to the ongoing global downturn
(percentage covered 4.55%).
REPRESENTATIVE (WHSR): elected on board each
ship whenever the incumbent disembarks at the end
LA5 Minimum notice period(s) regarding
operational changes, including whether it is
of the contract. The election is held in accordance
with the provisions of the NCBA;
CONTRACTED PHYSICIAN: the same doctor for the
specified in collective agreements
In compliance with Law no. 428/1990, Art. 47, in the event
of mergers, acquisitions or other significant changes in
the ownership structure of the Company, Costa Cruises
whole Company; when the contracted physician
cannot be present, they send their advice/instructions
by email or other means of communication.
informs and consults the Workers’ Representatives at
Items discussed at the Periodical Meeting of the
least 25 days prior to signing any binding agreements.
Prevention & Protection Service are:
There are no trade union agreements at present dealing
occupational health and safety measures on board,
with the subject.
for the purposes of prevention and protection, with
LA6
Percentage
of
total
workforce
represented in formal joint management-
reference to the provisions of the safety plan (risk
assessment);
worker health and safety committees that
suitability of the PPE on board;
help monitor and advise on occupational
educational and training programs for seafarers,
health and safety programs
arranged by the shipowner for the purposes of
SHIPBOARD PERSONNEL
occupational health and safety;
any changes in the normal working conditions of
All (100%) of the shipboard personnel on each liner are
the vessel, concerning the worker’s exposure to risk
represented by the Workers’ Safety Representative for
factors, with particular regard to work organization
(WSR). The Health and Safety Committee meets at least
on board and to the introduction of new technologies
once a year (and, in any event, every time there is a
which may affect occupational health and safety;
significant change to work procedures) at the Periodical
Meeting of the Prevention & Protection Service.
The Committee consists of the:
EMPLOYER: Shipowner;
DIRECTOR OF THE PREVENTION & PROTECTION
122
WORKERS’ OCCUPATIONAL HEALTH & SAFETY
anonymous survey data from health monitoring
(brief analysis of the outcome/results of the medical
examinations conducted by the contracted physician);
outcome of the inspections performed by the
contracted physician (brief analysis of the clinical
reports issued by the contracted physician);
suggestions for policy changes and improvement
objectives;
any other business.
SHORESIDE PERSONNEL
All (100%) of the personnel are represented by the Workers’
Safety Representatives, elected by the employees
themselves through their Trade Union Representatives;
in addition, the Costa Cruises Management appoints
the Prevention & Protection Service Team members
and the Director of the Prevention & Protection Service.
Workers’ Safety Representatives stay in office for 3 years,
receive adequate training from the employer to perform
their duties, are given paid leave for the purpose, and
have free access to all Company facilities and data. A
shipboard employees. It is also pointed out that, at
Periodical Meeting of the Prevention & Protection Service
the time they are first hired, Costa Cruises personnel
is held by the Costa Cruises Management at least once
are subjected to a medical examination of their fitness
a year or at the request of the employees and whenever
to work, with specific regard to the duties they will be
there are significant changes to the organization or work
assigned, and to subsequent periodical check-ups in
procedures. Meetings are attended by the Employer
accordance with the law. All the shoreside employees
(or his Representative), the Director of the Prevention
deployed in Italy (Head Office, Logistical Operations
& Protection Service, the contracted physician and
Center and Savona Palacrociere) have been included
the Workers’ Safety Representative. During meetings
in the Health Monitoring Plan defined by the shoreside
industrial accident statistics are analyzed, occupational
contracted physician, on the basis of the Risk Assessment
health & safety issues, training and awareness are
Document, which is periodically revised in the event of
discussed, and educational programs are proposed with
changes to the work organization.
a view to improving safeguards in the workplace.
LA7 Rates of injury, occupational diseases,
lost days, absenteeism, and number of workrelated fatalities by region
SHIPBOARD PERSONNEL
Injuries included in the calculation of the indices of
Frequency and Gravity, shown in the following table
as “reportable”, are those sustained by crew members
Among other things, the application of OHSAS 18001/2007
and leading to a medical prognosis of at least 24 hours’
(Occupational Health and Safety Assessment Series),
absence from work. Other, minor injuries resulting in less
which is the reference standard for Costa Cruises’ Safety
than 24 hours’ absence from work not included in these
Management System, requires the Company to comply
statistics are, in any event, constantly monitored for the
with the provisions of the applicable laws. Costa Cruises
purposes of continuous management of all accidents
has set itself the objective of continuously improving
but, under the applicable current legislation, they are
the conditions of safety and environmental health in
not considered in the analysis for statistical purposes.
the workplace, guaranteeing first and foremost all the
However, in order to provide an overall picture, the
necessary occupational disease and injury prevention
figures regarding “other” injuries are as follows: for FY
measures and adequate training for its shoreside and
2009 = 832; FY 2010 = 586, FY 2011 = 450. As regards the
123
fleet, there is no point in considering the geographical
and the Corporation’s directives) as follows.
breakdown of the industrial injuries insofar as the events
Index of Frequency (IoF)
in question occurred on liners located in various parts
Indexation of the number of injuries during the year for
of the world.The contracted physician did not report
every 200,000 hours worked.
any cases of occupational disease. For the assessment
Number of injuries / (hours worked/24*10)X200,000
of the data from the ships, in order to bring the data
(DAYS LOST greater than/equal to 2).
published in this Report into line with those supplied
Index of Gravity (IoG)
periodically to Carnival Corporation and to reflect the
Indexation of the number of days of absence due to
shipboard situation as accurately as possible, the Index
injury for every 200,000 hours worked.
of Frequency and Index of Gravity of industrial injuries
Number of days of absence / (hours worked /24*10)
are calculated (in accordance with the GRI Guidelines
X200,000 (DAYS LOST greater than/equal to 2).
SHIPBOARD PERSONNEL
Total fleet
2009
2010
2011
420
519
479
1,221
1,356
1,037
2.29
2.53
2.46
0.34
0.34
0.32
Total injuries
(REPORTABLE)
Days off work
IoF
IoG
NOTE: The number of days off work refers to all “reportable” injuries as defined by the Company.
124
SHORESIDE PERSONNEL
“STATISTICS” area of the “INAIL” website), but the small
The Index of Frequency (IoF) and Index of Gravity (IoG)
are calculated in accordance with UNI 7249 (statistics
on industrial injuries), used by INAIL (Italian Institute for
Insurance against Industrial Injuries) in order to analyze
number of injuries per year sustained by Costa Cruises’
shoreside personnel results in fluctuations in the rate
from one year to the next making comparison with the
INAIL statistics unrealistic.
the trend in industrial accidents. The indices consider
Index of Frequency = total no. of injuries in the period
the number of injuries that occurred and the days of
X 1,000,000 / total hours worked
absence from work compared to the hours worked. The
use of the foregoing standard should theoretically allow
comparison with the figures produced by INAIL (see the
Index of Gravity = number of days of absence in the
period due to injuries X 1000 / total hours worked
SHORESIDE PERSONNEL
Injuries outside the workplace
2009
2010
2011
7
8
9
89
91
85
4.78
5.14
5.56
0.06
0.06
0.05
injuries
days lost
Index of
Frequency
Index of
Gravity
125
SHORESIDE PERSONNEL
Occupational injuries
2009
2010
2011
2
-
-
7
6
1
61
80
8
4.78
3.85
0.62
0.23
0.30
0.03
near accidents
injuries
days lost
Index of
Frequency
Index of
Gravity
The figures also include injuries lasting not more than three days. There were no work-related fatalities. Minor injuries
that did not result in days lost are included as “near accidents”.
126
While there is little change over the years in the number
Legislative Decree no. 81 of April 9, 2008:
of injuries outside the workplace, last year there was a
“Implementation of Art. 1 of Law no. 123 of August
sharp fall in the number of workplace injuries.
3, 2007 dealing with occupational health and safety”
However, this improvement cannot be attributed to a
specific work-related cause: in most cases the injuries
concerned are random and not related to workplacespecific factors.
The rate of occupational diseases (ODR) is not available;
and associated legal instruments;
OHSAS 18001/2008.
Both cover topics such as:
Personal Protective Equipment (PPE);
however, at the time of drafting this Report no work-
joint
related illnesses have been identified by INAIL for any
committees;
of the duties associated with the Company’s shoreside
training, information and education;
positions, nor has the contracted physician reported
any such cases during the medical examinations of
management-worker
health
and
safety
complaints and grievances;
fitness to work and periodical check-ups.
right to refuse unsafe work;
There is no point in analyzing the aforementioned
right to inspection and monitoring on behalf of
parameters in terms of geographical area because the
workers through their Safety Representatives (WSRs).
vast majority of the shoreside employees (approximately
90%) work in the Head Office in Genoa.
A more detailed list of laws and requirements is
contained in the system management document
The absenteeism rate – the number of days of absence
“Management of the legal and regulatory framework
from work (excluding paid vacation, family leave, study
– applicable obligations”. For this revision, the text is
leave and maternity/paternity leave) as a proportion of
reproduced in full as in the previous edition.
the total number of days worked – has been calculated
for shoreside employees in Italy and works out to 2.60%
LA10 Average hours of training per year per
for 2011. This indicator is not applicable to the work
employee by employee category
arrangements on board the ships.
The training and development of shipboard and
LA9 Health and safety topics covered in
formal agreements with trade unions
All Costa Cruises’ production processes comply with
Italian law and European requirements governing
health and safety; moreover, employees are covered
by the “National Collective Bargaining Agreement
for office and terminal employees of private shipping
companies that carry out the fitting-out of vessels”,
signed by the Italian Trade Union Organizations FitCisl-Uil and by the Confederazione Italiana Armatori
(Italian Shipowners’ Confederation), with special regard
to Art.30 “wages and other conditions in the event of
work-related illnesses and injuries”.
shoreside personnel is managed by the Costa Campus
(Corporate Human Resources Department).
Costa Cruises promotes continuous training activity,
aimed at all personnel and covering social accountability,
environment and safety, as well as managerial, technical
and language refresher courses.In order to provide
training programs covering skills development in the
many required fields, and also ensuring compliance
with the relevant international regulations, the Costa
Campus is arranged in 5 separate areas: Hospitality,
Maritime, Leadership, Language skills and Professional
skills. One of the top priorities is the provision of preembarkation orientation for new hires at the training
schools in Italy, Brazil, China, the Philippines, Indonesia,
The main laws and requirements of reference for Costa
India and the satellite locations where other employees
Cruises are the following:
are recruited. 5962 trainees received pre-embarkation
127
orientation at these centers in 2011. The curriculum at
fleetwide Mentoring program called “Introduction to
the training institutes is largely technical and focuses
Work” (ITW).
on the methods and quality of service delivery on board
the ships.
The idea is that each new shipboard hire should be
supervised by a more experience colleague for a period
More specifically, the educational program called
of two weeks at the start of their contract.
“Ready for Excellence” is designed to train new recruits
The program includes an All-Crew Checklist and a
so that by the time they go on board they will be ready
Technical Checklist; the former applies to all positions
to deliver excellent service to Costa Cruises’ Guests.
and measures soft skills, while the latter is job-specific
The courses in the program use facilities that provide
and assesses professional skills.
hands-on experience of the workplace environment, with
The Mentor acts as the new employee’s “personal
a fully functional cruise ship cabin as well as simulated
coach” and helps them settle in and adjust to their new
restaurants, galleys and bars. Pre-embarkation training
work environment on the ship.
activities are included in the table under the headings
“Orientation” and “Professional skills”.
Costa Cruises currently has seven training schools
located all over the world. Six out of seven are dedicated
Since 2010, as a follow-up to pre-embarkation
entirely to the training of shipboard personnel, and are
orientation, Costa Cruises has been operating a
run in partnership with leading local universities.
TRAINING HOURS FOR SHORESIDE AND SHIPBOARD PERSONNEL BY HOURS BY SUBJECT MATTER
Shipboard personnel
Shoreside personnel
Hours
Participants***
Hours
Participants
Safety*
58,224
10,633
1,606
376
Sanitation
68,432
2,794
64
4
183,614.5
61,355
128
3
470
46
-
-
195,779.5
16,275
5,731
1,366
Managerial
26,957
18,526
1,541
1,082
Languages
53,020
3,017
2,707
145
3,601
71
1,120
40
190,555
3,754
5,388
117
514
178
20
10
781,167
116,649
18,305
3,143
Environment
Security**
Professional skills
Train the trainer
Orientation
Other
Total
* Safety familiarization is not included in the figures because it is recorded by software locally. Considering the different courses/sessions for both
newly hired and newly embarked crew members, it is estimated that there are approximately 120,000 hours a year of this type of training.
** Security familiarization is not included in the figures because this type of training is recorded by software locally. Considering the different courses/
sessions for both newly hired and newly embarked crew members, it is estimated that there are approximately 72,000 hours a year of this type of
training.
*** “Participant” means anyone who attends a course; i.e. if the same person does three courses they will be counted as a participant three times.
128
Five of them (located in the Philippines, Indonesia, India,
by identifying positively evaluated employees who are
Brazil and China) train hotel personnel accounting for
potential candidates for promotion.
approximately 80% of the shipboard employees.
Each ship in the fleet has a crew training center equipped
At the state-of-the-art CSMART training facility in the
with computer workstations for distance learning. The
Netherlands, Costa uses cutting-edge full mission bridge
Costa Campus Trainers are fulltime shipboard trainers
simulators to train its Officers. In addition, Costa Cruises
who provide mainly language tuition and Company
also has its own modern Training Center, situated near
orientation.
the Company’s Head Office in Genoa, used to teach
The data given here show personnel training, expressed
technical and managerial skills to all Costa’s shoreside
as percentages of the total workforce, including the
and shipboard employees.
“shoreside reserve pool”.
When it is necessary to provide training for personnel
In actual fact, when shipboard personnel are trained
recruited in regions where there is no Costa school,
ashore, most of the participants are new hires or
there is a network of “Mobile Instructors”, namely
seafarers resting between contracts (thus belonging to
certified trainers that belong to the Company and are
the pool).
ready to provide tuition wherever it is required.
The tables and graphs below show the data arranged
There are also “Train the Trainer” courses at various
by subject matter. The term “Participants” is calculated
levels (including refresher courses), thus guaranteeing
based on the total number of training courses attended
uniformity of preparation and consistent standards
(i.e. the same person may be a participant “x” times
Managerial training takes place in conjunction with the
depending on the number of courses they attend).
career path and performance management system;
The number of shoreside and shipboard personnel
this means it embraces not only the Company’s current
referred to below is as follows: 1225 shoreside and
organization chart, but also maps future appointments
16,917 shipboard employees.
TRAINING HOURS PER PERSON DURING THE 2010 FISCAL YEAR
Shipboard personnel
Shoreside personnel
Safety
3.44
1.31
Sanitation
4.05
0.05
10.85
0.10
0.03
-
11.57
4.68
Managerial
1.59
1.26
Languages
3.13
2.21
Train the trainer
0.21
0.91
11.26
4.40
Other
0.03
0.02
Total
46.18
14.94
Environment
Security
Professional skills
Orientation
129
NUMBER OF PARTICIPANTS IN TRAINING
2009
2010
2011
67,598
87,953
116,649
543
2,352
3,143
2009
2010
2011
663,070
554,712
781,167
14,014
23,581
18,305
SHIPBOARD
PERSONNEL
SHORESIDE
PERSONNEL
PERSONNEL TRAINING HOURS
SHIPBOARD
PERSONNEL
SHORESIDE
PERSONNEL
LA12 Percentage of employees receiving
The data given below therefore refer to personnel who
regular performance and career development
worked on board for at least one contract during 2011
reviews
130
and disembarked the same year.
Performance
Management
is
a
process,
shared
SHIPBOARD PERSONNEL
periodically between a manager/supervisor and an
Since 2006, Costa Cruises’ shipboard personnel have
objectively assessed and discussed, targets are set and
taken part in an evaluation process called “Performance
guidelines for improvement are agreed upon.
Management”, with each employee receiving a review
Performance Management is a system that supports
once during each period of embarkation (5 to 8 months).
the improvement of both individual and Company
Evaluatee, through which an individual’s performance is
performance
and
fostering
growth
and
career
Combining these two indicators, the Evaluator will
development.
decide whether the employee is ready for short- or
The system is based on objectivity, i.e. giving feedback
long-term promotion, or whether the person should
based on facts, and on transparency, i.e. clearly
continue to grow in the same position, or – in the event
communicating strong and weak areas of performance
of insufficient performance – whether they should be
as well as developmental opportunity.
repositioned in the Company.
All shipboard employees at all levels are included in the
Once the evaluation form has been filled out and
evaluation process.
validated by the Approver, the Evaluator will call the
The process is administered by Mistral, which is
Evaluatee in order to share and discuss the evaluation.
dedicated software for complete management of
The performance interview is intended to be a joint
shipboard personnel.
review of results compared with expectations and, in
96.5% of the shipboard personnel were evaluated in
this regard, any criticism should always be constructive.
2011 (figure based on the total number of seafarer
According to recent qualitative analysis, the Performance
end-of-contract disembarkations during the year under
Management evaluation form is an effective tool in
reference, namely 21,009 employees).
terms of supporting corporate decision-making with
So as to reduce the number of crew members who
regard to career development.
disembark at the end of their contracts without having
In 2011, the fourth run of Performance Management
received and discussed their evaluation forms, a
was carried out for shoreside employees regarding their
functionality was added to Mistral whereby the system
performance in 2010.
ensures that advance warning is given for anyone likely
70.5% of the shoreside personnel were evaluated for the
to be in this situation. This cross-check advises the
year 2010.
Evaluator to fill out the evaluation form at once if they
Each year, as the time of the annual Performance
have not already done so for a particular Evaluatee who
Management assessment approaches (the sheets are
is about to disembark.
normally filled out in December), a training session is
SHORESIDE PERSONNEL
During 2008 the Performance Management system was
held for all the people acting as Evaluators for the fiscal
year that has just ended. This training deals with both
the technical and qualitative aspects of the process.
extended to all the shoreside personnel, following its
introduction in 2007 on a trial basis for the Costa Bonus
the incentive scheme) in the Italian and foreign offices.
PERCENTAGE OF FORMS COMPLETED BASED ON
ELIGIBILITY
Performance is assessed by the “Evaluator”, who is
2011
participants (i.e. the group of managers that take part in
the person in charge of the Evaluatee and their direct
superior, and the assessment is approved by the
SHIPBOARD PERSONNEL
“Approver”, who is – in turn – the Evaluator’s own
Personnel disembarked
21,009
superior.
Forms submitted
20,289
The areas subject to evaluation are: objectives, behaviors
Percentage of forms submitted
96.6%
and opportunities for professional and organizational
development. Two indicators are used: the final behavior
rating, i.e. the score obtained by the Evaluatee based
on the assessment of the relevant behaviors, and the
Costa Positioning System, which reflects the Evaluatee’s
ability to undertake greater responsibilities in the next
12 or 24 months.
SHORESIDE PERSONNEL
Annual forms expected
864
Forms submitted
609
Percentage of forms submitted
70.5%
131
82
HUMAN RIGHTS
WE ALSO CARRY OUT DIRECT CHECKS AND sensitization CONCERNING THE
SOCIAL ACCOUNTABILITY OF OUR SUPPLIERS
HR2 Percentage of significant suppliers and
indicators with ethical, safety and environmental
contractors that have undergone screening
aspects. Suppliers that are qualified conditionally
on human rights and actions taken
concerning the “critical” aspects, with frequency and
Costa Cruises’ Corporate Management System provides
methods specified in the “Monitoring Plan”, which is
for the initial qualification of suppliers, who are classified
arranged on an annual basis.
in relation to their importance for the Company, the
type of supply and its impact on the service and on
the final product. On the basis of this classification,
qualification criteria have been defined for ethical,
The monitoring activity necessary for the check and
assessment of the ethical performance of suppliers is
carried out by means of:
environmental, safety and quality aspects.
sensitization;
Upon completion of the accreditation process, a supplier
indirect checks;
may be qualified, or qualified conditionally if it does not
audits.
meet all of the evaluation criteria.
Sensitization is a direct communication activity
All the suppliers are classified from the ethical point of
regarding social accountability issues, including a letter
view and assigned a level of critical importance. The
sent to suppliers drawing their attention to the social
determination of the LCI (Level of Critical Importance
policies adopted by the Company, and self-assessment
from the ethical viewpoint) is calculated using an
questionnaire regarding that particular supplier’s degree
algorithm based on the classification criteria mentioned
of compliance with SA 8000.
above plus the country of residence.
132
will be subjected to special screening or sensitization
Indirect checks are made of the documentation
The annual assessment of suppliers is carried out using
requested from the supplier, with the aim of verifying
an algorithm that takes into account the effectiveness
whether it conforms to SA8000 or with regard to
of the product/service supplied and three compliance
environmental aspects.
SOCIAL PERFORMANCE INDICATORS HUMAN RIGHTS
Audits are conducted directly at the supplier’s premises
practice that they have been victim of and/or witnessed;
and consist of in-depth analysis of the activities, with the
anonymity may be requested.
aim of verifying whether the methods of management
conform to the commitments previously undertaken by
the supplier at the time of qualification.
The Company promotes and facilitates the election
by the workforce of a Representative for Social
Responsibility (RSR); Costa also arranges trips for the
During 2011 a supplier audit checklist was drawn up
trade union representatives and pays their expenses
focusing on aspects of quality, safety and human
so that they can meet all the personnel on board and
resources management (SA 8000); by means of the
shoreside employees in the Italian offices. This contact
checklist, suppliers are assessed with separate scores
with the RSR and/or the union representatives is another
given for the individual aspects audited and an overall
means designed to allow employees to confidentially
evaluation assigned as a result.
report any discriminatory practices so that corrective
In the period between December 2010 and November
2011
Costa
Cruises
performed
such
activity
(sensitization, indirect checks or audits) on 10.84% of
the pool of suppliers.
actions can be taken promptly.
HR5 Operations identified in which the
right to exercise freedom of association and
collective bargaining may be at significant
Suppliers are selected for audits, checks and sensitization
based on their strategic importance and turnover as
well as on the assessments made by the Costa reference
risk, and actions taken to support these
rights
In order to minimize the possibility that the right
people purchasing their goods and services.
to exercise freedom of association and collective
HR4
Total
number
of
incidents
of
discrimination and actions taken
No incidents of discrimination occurred in 2011.
As a preventive measure, Costa Cruises has drawn
bargaining may be at significant risk, the following
actions were taken:
employees are guaranteed the right to meet and
freely elect their representatives;
up a code of behavior for all shipboard workers – the
the trade union organization has permanent and
majority of the Company’s workforce – in which
exclusive use of a room with suitable facilities and
discriminatory practices are clearly defined. In this
guaranteed privacy;
document, which is updated and revised from time to
trade union representatives always have a suitable
time, it is stated that such conduct will not be tolerated
under any circumstances and that any violations of the
code are subject to the disciplinary sanctions provided
for therein. Employees are informed about the code
of behavior and instructed accordingly when they first
come on board at the start of their first contract, and
conference room set aside for them if they wish
to hold meetings in accordance with the laws and
bargaining agreements in force;
the trade union organization has its own email
address for communication with the workers;
the relevant information is also posted on the crew
the trade union organization can use bulletin boards
bulletin boards.
set aside permanently for posting notices and
Also, the code is available for consultation, by all
personnel, on the Company Intranet (Costa Planet).
All shipboard and shoreside employees are given the
necessary details (postal addresses, email addresses,
phone numbers) so that they can contact the senior
management directly and report any discriminatory
information for the workers.
As far as concerns the ships, given the specificity of a
workplace that is constantly on the move from one
country to another, the employees on board are also
guaranteed the following:
the option of communicating by phone and/or email
133
with the senior management and/or the Joint Union
regular employment and enterprise are the cornerstones
Representative for the cruise industry;
of the strategy to eliminate the phenomenon of child
the ongoing presence of one or more trade union
representatives on all the ships in the fleet;
take, should the need arise because an incident of child
labor is detected, are as follows:
the regular presence of national representatives of
the trade unions that are signatories to the applicable
national collective bargaining agreements and of the
employ adult members of the child’s family so as to
ensure means of support for the family;
Joint Union Representative for the cruise industry
ensure the education of the child by paying their
so that they can perform inspections on board and
school fees and for any uniforms, books and
arrange meetings with the workers at least once a
transport to and from school;
year or whenever the need arises (see HR4).
cooperate with NGOs and local governments to
As far as the suppliers’ activity is concerned, all the
contractual agreements include a clause in which the
contractor explicitly undertakes to comply with the
relevant legislation concerning core labor rights and
agrees to be screened and inspected by Costa Cruises
to ensure compliance with the requirements of SA 8000.
HR6
Operations
identified
as
having
devise long-term solutions to the problem.
Should incidents of child labor arise within a supplier’s
organization, Costa Crociere S.p.A. is committed to
ensuring that that supplier adopts a remediation
plan based on the foregoing principles or, if there are
objective obstacles to the measures described above,
one or more of the following steps:
significant risk for incidents of child labor,
provide the child with light, safe work for only a few
and measures taken to contribute to the
hours a day or, if this solution is not legally viable,
elimination of child labor
Costa Crociere S.p.A. has a specific policy banning the
employment of anyone under the age of 18.
The recruitment agencies that work with Costa Crociere
S.p.A. are informed of this policy and must abide by it
as a necessary condition for their collaboration with the
Company.
Each prospective employee’s date of birth is verified by
means of an additional check of proof of identity when
with an alternative income to reduce the economic
impact on the family;
do not expose the child either inside or outside the
workplace to any hazards or risks endangering their
physical or mental health and development;
always provide protection if the child is obliged to
travel at night, whatever the means of transport
used;
never employ the child during school hours;
they are interviewed for the job (for shoreside positions)
ensure that the total daily hours of school, work and
or at the start of their first contract (for shipboard new
transport never exceed 10 (ten).
hires).
Though it has never used child labor, Costa Crociere
S.p.A. has nevertheless implemented a procedure with a
remediation plan, defining the actions to be taken in the
HR7
Operations
identified
as
having
significant risk for incidents of forced
or compulsory labor, and measures to
event of incidents of child labor within the Organization
contribute to the elimination of forced or
and providing support for the Company’s suppliers
compulsory labor
and subcontractors if they are in any way involved in
operations constituting a risk for incidents of child labor
within their organizations.
Costa Crociere S.p.A. deems that education, the family,
134
labor. To this end the actions that the Company will
Costa Cruises undertakes to comply at all times with
the principles of social responsibility laid down by the
international SA 8000 standard (Social Accountability)
and with the laws in force regarding:
child labor
forced labor
From time to time the managers of the organizational
units receive the latest information regarding staff
overtime, vacations and compensation time so that
health and safety
they can manage the activity in accordance with the
freedom of association and the right to collective
relevant legislative requirements, agreements and
bargaining
Company procedures.
discrimination
As far as concerns the planning of paid vacations,
disciplinary procedures
work schedule
pay.
to safeguarding core labor rights, undertaken by Costa
once a year a Vacation Plan is distributed among the
employees so that they can schedule and coordinate
their annual holidays in consultation with their direct
superior.
Costa Cruises has also taken the following actions in
favor of its employees:
Crociere S.p.A., consists of constant monitoring of
work schedules for shipboard employees are posted
compliance with the relevant provisions contained in
on the bulletin boards for personnel;
the National Collective Bargaining Agreement (NCBA),
each month the employees approve and – in the
in the enterprise bargaining agreement and in Costa’s
internal procedures. The normal and overtime work
schedule is regulated and defined by the NCBA and by
the enterprise bargaining agreements. In order to ensure
compliance with the requirements in force, the NCBA
case of shipboard personnel – sign a sheet with their
total hours of work and rest;
a procedure has been issued dealing with retrieved
rest periods;
and the enterprise bargaining agreements, specific
the situation concerning paid vacations and overtime
Operational Instructions have been defined governing
is continuously monitored and any discrepancies
overtime, daily/weekly rest and vacations, as well as
are promptly reported to the employee concerned
assigning responsibilities and providing for periodical
and their supervisor in order to take the necessary
checks to verify compliance.
corrective action;
135
in the event of specific complaints lodged by
employees, interviews are conducted during which –
among the other topics discussed – they are asked
whether they or their coworkers have been pressured
into accepting forced or compulsory labor, or have
any knowledge thereof, or whether they have had to
pay “deposits” as a condition of employment.
In accordance with the law in force, original copies of
personal documents belonging to shipboard employees
are kept by the Senior Officers. Any worker who wishes
to terminate their contract of employment and leave
the ship may ask for their documents at any time.
As far as concerns the activity of external suppliers, see
the description already provided for the indicators HR5
and HR6.
HR9 Total number of incidents of violations
involving rights of indigenous people and
actions taken
There is no evidence of incidents of violations involving
rights of indigenous people in relation to the activities of
Costa Crociere S.p.A..
Also, in order to guarantee employment opportunities
in poor areas of some of the countries in South America
and Asia where the ships operate, Costa Crociere S.p.A.
has entered into agreements with local government
authorities whereby it undertakes to hire a minimum
number of workers on board from those countries,
and it has also set up local training schools for the
recruitment of shipboard personnel, thus creating jobs
and contributing to the economic development of the
regions involved.
Lastly, the Company’s internal procedures guarantee
respect for the cultural and religious traditions of all
the ethnic groups comprising the workforce, and also
provide for the organization on board of arrangements
to celebrate holidays and other important occasions for
the different nationalities represented.
136
83
ETHICAL STANDARDS
IN ORDER TO ENSURE THAT ALL ITS PERSONNEL ADHERE TO THE ETHICAL
STANDARDS SHARED BY CARNIVAL CORPORATION, COSTA CROCIERE S.P.A.
HAS ADOPTED THE CARNIVAL CORPORATION CODE OF BUSINESS CONDUCT
AND ETHICS
SO3 Percentage of employees trained in
organization’s anti-corruption policies and
procedures
In order to ensure that all its personnel adhere to the
ethical standards shared by Carnival Corporation, Costa
Crociere S.p.A. has implemented the provisions of the
Carnival Corporation & plc Code of Business Conduct
and Ethics, and informs the employees accordingly.
New hires receive a copy of the Code and are asked to
sign a form acknowledging receipt and their acceptance
of the principles contained therein. The document is also
available for consultation on the Company Intranet.
The Code of Ethics has the set objective of defining
strict standards of conduct for personnel in their
business dealings both within (executives, management,
employees) and outside the Company (with other
enterprises and the market), in order to ensure a
The Code of Ethics is a set of values, principles and
guidelines for conduct which all the employees are
required to observe in their business dealings and
provides a vital means of monitoring business dealings,
social accountability and environmental compliance
(professional integrity; dealings with competitors,
customers and suppliers; use of Company information;
transactions in securities of Carnival Corporation & plc;
conflicts of interest).
Costa Crociere S.p.A. has also defined and instituted
a process to evaluate and manage potential conflicts
of interest. To this end an Evaluation Committee for
Disclosed Conflicts of Interest has been set up and
meets annually in order to assess and handle any
conflicts of interest involving Company personnel.
Therefore, it can be stated that the workers are
adequately informed about the organization’s anticorruption policies and procedures.
uniform approach to business ethics and consolidate
the Company’s solid reputation.
137
84
PRODUCT
RESPONSIBILITY
IN THE CONTEXT OF CONTINUOUS IMPROVEMENT, THE COMPANY PROVIDES
ITS CUSTOMERS WITH VARIOUS MEANS BY WHICH THEY CAN ASSESS THE
SERVICE OFFERED. IN 2011, 98.2% OF GUESTS WERE SATISFIED OR VERY
SATISFIED WITH THEIR CRUISE VACATION.
PR5
Practices
related
to
customer
satisfaction, including results of surveys
measuring customer satisfaction
Costa Cruises provides its customers with different
means to convey their opinions and their degree of
satisfaction. One of these tools is a Comment Form
handed out to customers at the end of the cruise, in
which the passengers may express their opinions about
the various aspects of the service, and rate each one
using a score ranging from 1 to 5 (5 being the top score).
A total of 1,241,890 Comment Forms were handed out
to (adult) Guests in FY 2011; 1,021,007 were filled out
and returned, which works out to a response rate of
82.2%. Based on the results, 98.2% of the Guests are
satisfied or very satisfied (overall assessment of 3, 4 or
5). The average score for 2011 is 4.57, an increase on the
figure recorded for fiscal 2010 (4.50).
Costa Cruises is actively engaged in the collection of
complaints and suggestions from its customers on how
to continuously improve the services offered. Guests
138
wishing to complain about unsatisfactory service while
they are still on board they can do so by approaching
the dedicated personnel, by phoning the Front Desk, or
by filling out a complaint form.
The shipboard personnel will do everything in their
power to solve any problem reported, as swiftly and
effectively as possible, in keeping with the corporate
policy of excellent customer service and satisfaction.
Guests who are not satisfied with the service received
on board can send their complaints to the Company,
either directly – by letter or email or by phone – or
indirectly through their travel agencies.
SOCIAL PERFORMANCE INDICATORS EPRODUCT RESPONSIBILITY
CUSTOMER SATISFACTION
OVERALL ASSESSMENT
RANGE 1-5 TOTAL GUESTS
3 - Good
4 - Very Good
5 – Excellent
4.57
2011
2010
2009
4.50
4.45
2008
4.40
2007
4.42
2006
4.43
4.44
2005
2004
4.34
2003
4.34
2002
4.38
139
09
DECLARATION OF THE GRI - G3
APPLICATION LEVEL
91
142
DECLARATION OF THE GRI - G3
APPLICATION LEVEL
DECLARATION OF THE GRI - G3 APPLICATION LEVEL
http://www.globalreporting.org
http://www.rina.org
143
10
SUMMARY
TABLE
10
SUMMARY
TABLE
Level of coverage of the GRI Guidelines:
+ FULL COVERAGE
+/-
PARTIAL COVERAGE
--
NO COVERAGE
SECTION I
Coverage
Profile
Page
Notes
1. Strategy and Analysis (1.1 – 1.2)
1.1
1.2
Statement from the most senior decision-maker of the
organization.
Description of key impacts, risks, and opportunities.
+
+
8
20 - 41
Ref. In particular to pages 20
and 21 concerning relevant
standards and pages from 26
to 41 regarding objectives and
results.
2. Organizational Profile (2.1 – 2.10)
2.1
Name of the organization.
+
12
2.2
Primary brands, products, and/or services.
+
12 - 15
2.3
Operational structure of the organization, including main
divisions, operating companies, subsidiaries, and joint
ventures.
+
13
2.4
Location of organization’s headquarters.
+
22
2.5
Number of countries where the organization operates, and
names of countries with either major operations or that are
specifically relevant to the sustainability issues covered in
the report.
+
13
2.6
Nature of ownership and legal form.
+
12
2.7
Markets served (including geographical breakdown, sectors
served, and types of customers/beneficiaries).
+
12 - 15
2.8
Scale of the reporting organization.
+
12 - 15
2.9
Significant changes during the reporting period regarding
size, structure, or ownership.
+
10, 11
2.10
Awards received in the reporting period.
+
64, 65
3. Report Parameters (3.1 – 3.13)
146
3.1
Reporting period (e.g., fiscal/calendar year) for information
provided.
+
23
3.2
Date of most recent previous report (if any).
+
22
3.3
Reporting cycle (annual, biennial, etc.).
+
22
3.4
Contact point for questions regarding the report or its
contents.
+
22
3.5
Process for defining report content.
+
22, 23, 74,
75
3.6
Boundary of the report (e.g., countries, divisions,
subsidiaries, leased facilities, joint ventures, suppliers). See
GRI Boundary Protocol for further guidance.
+
22
3.7
State any specific limitations on the scope or boundary of
the report (see completeness principle for explanation of
scope).
+
74, 75
3.8
Basis for reporting on joint ventures, subsidiaries, leased
facilities, outsourced operations, and other entities that can
significantly affect comparability from period to period and/
or between organizations.
+
13
3.9
Data measurement techniques and the bases of
calculations, including assumptions and techniques
underlying estimations applied to the compilation of the
Indicators and other information in the report. Explain any
decisions not to apply, or to substantially diverge from, the
GRI Indicator Protocols.
+
23, 74, 75
See also pages from 83 to 85
for further details on Costa
Crociere Group.
SUMMARY TABLE
Coverage
Profile
Page
3.10
Explanation of the effect of any re-statements of information
provided in earlier reports, and the reasons for such restatement (e.g.,mergers/acquisitions, change of base years/
periods, nature of business, measurement methods).
+
No restatement
3.11
Significant changes from previous reporting periods in the scope,
boundary, or measurement methods applied in the report.
+
22, 23
3.12
Table identifying the location of the Standard Disclosures in
the report.
+
146, 147
3.13
Policy and current practice with regard to seeking external
assurance for the report.
+
143
Notes
4. Governance, Commitment, Stakeholder Engagement (4.1 – 4.17)
4.1
Governance structure of the organization, including committees
under the highest governance body responsible for specific tasks,
such as setting strategy or organizational oversight.
+
45
4.2
Indicate whether the Chair of the highest governance body is
also an executive officer.
+
22
4.3
For organizations that have a unitary board structure, state
the number of members of the highest governance body that
are independent and/or non-executive members.
+
22, 23
4.4
Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body.
+
60, 61
4.5
Linkage between compensation for members of the highest
governance body, senior managers, and executives (including
departure arrangements), and the organization’s performance
(including social and environmental performance).
+
45 - 47
4.6
Processes in place for the highest governance body to ensure
conflicts of interest are avoided.
+
78, 79
4.7
Process for determining the qualifications and expertise of
the members of the highest governance body for guiding the
organization’s strategy on economic, environmental, and
social topics.
+
45 - 47
4.8
Internally developed statements of mission or values,
codes of conduct, and principles relevant to economic,
environmental, and social performance and the status of their
implementation.
+
46 - 51
4.9
Procedures of the highest governance body for overseeing the
organization’s identification and management of economic,
environmental, and social performance, including relevant
risks and opportunities, and adherence or compliance with
internationally agreed standards, codes of conduct, and
principles.
+
20, 49, 50
4.10
Processes for evaluating the highest governance body’s
own performance, particularly with respect to economic,
environmental, and social performance.
+
46 - 47
4.11
Explanation of whether and how the precautionary approach
or principle is addressed by the organization.
+
51
4.12
Externally developed economic, environmental, and
social charters, principles, or other initiatives to which the
organization subscribes or endorses.
+
46 - 48
4.13
Memberships in associations (such as industry associations)
and/or national/international advocacy organizations in
which the organization: * Has positions in governance
bodies; * Participates in projects or committees; * Provides
substantive funding beyond routine membership dues; or *
Views membership as strategic.
+
12, 66 - 71
See also Indicator LA12 (pages
130 and 131) for details on
Costa personnel performance
management system)
See also Indicator LA12 (pages
130 and 131) for details on
Costa personnel performance
management system).
147
SUMMARY TABLE
Profile
Coverage
Page
4.14
List of stakeholder groups engaged by the organization.
+
52, 53
4.15
Basis for identification and selection of stakeholders
with whom to engage.
+
52, 53
Notes
The par. 4.5 is completely dedicated to
stakeholder engagement. In particular
refer to the following pages for initiatives
addressed to: Suppliers: pages 56;
Costumers: page 57; Media: pages 56/57;
Human resources: pages from 57 to 61;
The community: pages from 62, 63.
4.16
Approaches to stakeholder engagement, including
frequency of engagement by type and by stakeholder
group.
+
54 - 63
4.17
Key topics and concerns that have been raised through
stakeholder engagement, and how the organization has
responded to those key topics and concerns, including
through its reporting.
+
52, 53
+
26, 27
For further details please refer to
indicator EC1 (pages 79 to 85)
For further details please refer to the
specific environmental indicators. For
environmental obtained results and
objective, please see also pages from 28 to
31 and page 40.
Disclosure on Management Approach
Economic (EC)
Environmental (EN)
+
88 – 91,
103, 104
Labor practices and decent work (LA)
+
112, 113
Human Rights (HR)
+
16, 46, 47,
85, 112,
113
Society (SO)
+
20, 21, 46,
47
Product Responsibility (PR)
+
12, 46, 57,
58, 85,
112, 113
For further details on social performance
see also pages from 32 to 35; for safety
performance see pages from 36 to 39.
For social and safety improvement
objectives for 2012 see pages 40 and 41.
SECTION II
Economic performance indicators
Aspect: Economic Performance
Coverage
Indicator
EC1
Direct economic value generated and
distributed, including revenues, operating
costs, employee compensation, donations
and other community investments,
retained earnings, and payments to capital
providers and governments
Page
Notes
79 - 85
Environmental performance indicators
Aspect: Energy
Coverage
Indicator
EN3
148
Direct energy consumption by primary
energy source
+
Page
91 - 92
Notes
SUMMARY TABLE
Aspect: Water
Coverage
Indicator
EN8
Total water withdrawal by source
Page
+
104 - 107
Copertura
Pagina
Notes
Aspect: Emissions, Effluents and Waste
Indicatore
EN16
Total direct and indirect greenhouse gas
emissions by weight
+
93 - 95
EN18
Greenhouse gases emissions reduction
initiatives and catched results
+
98, 99
EN19
Emissions of ozone-depleting substances
by weight
+
95, 96
EN20
NOx, SOx and other significant air
emissions by type and weight
+
96, 97
EN21
Total water discharge by quality and
destination
+/-
105 - 107
EN22
Total weight of waste by type and disposal
method
+
101 - 103
EN23
Total number and volume of significant
spills
+
107, 108
Note
Aspect: Products and Services
Coverage
Indicator
EN26
Initiatives to mitigate environmental
impacts of products and services, and
extent of impact of mitigation
+
Page
Notes
108, 109
Aspect: Conformity
Coverage
Indicator
EN28
Monetary value of significant fines and
total number of non-monetary sanctions
for noncompliance with environmental
laws and regulations
+
Page
Notes
109
Social performance indicators
Performance Indicators regarding labor practices and decent work
Aspect: Employment
Coverage
Indicator
Page
LA1
Total workforce by employment type,
employment contract, and region
+
113 - 117
LA2
Total number and rate of employee
turnover by age group, gender and region
+
118 - 121
Notes
149
SUMMARY TABLE
Aspect: Labor/Management Relations
Coverage
Indicator
Page
LA4
Percentage of employees covered by collective
bargaining agreements
+
121, 122
LA5
Minimum notice period(s) regarding operational
changes, including whether it is specified in
collective agreements
+
122
LA6
Percentage of total workforce represented in
formal joint management-worker health and
safety committees that help monitor and advise
on occupational health and safety programs.
+
122, 123
Notes
Aspect: Occupational Health and Safety
Coverage
Indicator
LA7
Rates of injury, occupational diseases, lost
days, absenteeism, and number of work-related
fatalities by region
+
Page
Notes
123 - 127
The absenteeism rate is not applicable on
board because, five days after their illness
is diagnosed, the employee concerned
is disembarked and their contract of
employment suspended
Page
Notes
Aspect: Training and Education
Coverage
Indicator
LA9
Health and safety topics covered in formal
agreements with trade unions
+
127
LA10
Average hours of training per year per employee
by employee category
+/-
127 - 130
LA12
Percentage of employees receiving regular
performance and career development reviews
+
130, 131
The data regarding training do not contain
specific information enabling a breakdown
by employee category ashore or on board
Human rights
Aspect: Investment and Procurement Practices
Coverage
Indicator
HR2
Percentage of significant suppliers and
contractors that have undergone screening on
human rights and actions taken
+
Page
Notes
132, 133
Aspect: Non –discrimination
Coverage
Indicator
HR4
150
Total number of incidents of discrimination and
actions taken
+
Page
133
Notes
SUMMARY TABLE
Aspect: Freedom of Association and Collective Bargaining
Coverage
Indicator
HR5
Operations identified in which the right
to exercise freedom of association and
collective bargaining may be at significant
risk, and actions taken to support these
rights
+
Page
Notes
133, 134
Aspect: Child Labor
Coverage
Indicator
HR6
Operations identified as having significant
risk for incidents of child labor, and
measures taken to contribute to the
elimination of child labor
+
Page
Notes
134
Aspect: Forced and Compulsory Labor
Coverage
Indicator
HR7
Operations identified as having significant
risk for incidents of forced or compulsory
labor, and measures to contribute to the
elimination of forced or compulsory labor
+
Page
Notes
134 - 136
Aspect: Rights of Indigenous People
Coverage
Indicator
HR 9
Total number of incidents of violations
involving rights of indigenous people and
actions taken
+
Page
Notes
136
Society
Aspect: Corruption
Coverage
Indicator
SO3
Percentage of employees trained in
organization’s anti-corruption policies and
procedures
+
Page
Notes
137
Product responsibility
Aspect: Product and Service Labeling
Coverage
Indicator
PR5
Practices related to customer satisfaction,
including results of surveys measuring
customer satisfaction
+
Page
Notes
138, 139
151
11
GLOSSARY
11
Glossary
Atmospheric ozone
in the areas of social accountability (SA 8000/2008),
Ozone is a molecule consisting of three oxygen atoms,
environmental management (UNI EN ISO 14001/2004),
whereas normal oxygen molecules have two oxygen
safety (OHSAS 18001/2007) and quality (UNI EN ISO
atoms in them. Ozone is a very reactive gas and even
9001/2008).
at low concentrations it is irritating and toxic. However,
in the stratosphere, ozone filters harmful ultraviolet
Caretaking
radiation from sunlight. The depletion of the stratospheric
In this context the term is used to define the cleaning
ozone layer means higher UV levels at the earth’s surface
of the seabed. Debris is collected by special equipment,
with increased incidence of certain types of skin cancers
loaded onto means of transport and taken to special
and the destruction of some sensitive plant species.
waste collection centers.
Ozone destruction is caused by human-made chemicals.
CFCs
Chlorofluorocarbons
Ozone-depleting substances (ODS) are used in many
products; for example chlorofluorocarbons (CFCs) have
been used as aerosol propellants, refrigerants and
solvents in industry. ODS are broken down by sunlight
in the stratosphere, producing halogen (e.g. chlorine or
bromine) atoms, which subsequently destroy ozone
through a complex catalytic cycle.
Systematic, documented, periodical and objective
of
an
organization’s
performance,
management system and processes.
154
name “freon”, which is used primarily as a refrigerant
in air conditioning and refrigeration systems and
equipment. CFCs are known to have destructive effects
on the ozone layer and for this reason their use has now
been banned by the legislation in force.
Audit
assessment
Chlorofluorocarbons are commonly known by the trade
CIAL (Consorzio Imballaggi Alluminio)
CIAL, Italy’s National Consortium for the Recovery and
Recycling of Aluminum, is a non-profit organization
that represents the undertaking made by the country’s
B.E.S.T. 4
(Business Excellence Sustainable Task)
aluminum
Integrated system of voluntary certification of corporate
recycle such packaging, reconciling market demand
compliance with the highest international standards
with environmental protection.
producers
and
aluminum
packaging
producers and users to seek solutions to reduce and
GLOSSARY
CO2 equivalent
with ISO 14001, the ECP was no longer needed as the
CO2 (carbon dioxide) equivalent is a unit of measurement
rules in question now form part of what is a more
describing how much global warming a given type and
comprehensive and sophisticated system aimed at
amount of greenhouse gas may cause. CO2 equivalent is
continuous improvement of Company performance.
obtained by multiplying the mass of the gas in question
by its GWP (Global Warming Potential).
Environmental impact
Set of direct and/or indirect effects which an activity
Company performance
produces on the surrounding environment, altering or
Measurable result of the Company’s control over
upsetting the individual components or the system as
corporate processes, defined on the basis of objectives
a whole.
of continuous improvement.
European Cruise Council (ECC)
Continuous improvement
International association set up to promote the
Process of optimization of the management of the
development of the European cruise industry and the
organization in order to improve overall Company
cruise lines operating in Europe.
performance in line with corporate policy.
Garbage
Corporate Policy
Type of waste produced on board ships which is similar
Company declaration of intentions and principles
to the urban solid waste defined in MARPOL. “Garbage”
in relation to overall performance, which provides a
includes paper, plastic, glass, metal and food waste.
framework of reference for corporate activity and for
Garbage is processed and managed in compliance with
the setting of goals and objectives.
MARPOL.
Cruise Lines International Association (CLIA)
International organization representing the interests of
GBS
Sustainability Report Study Group
cruise lines operating in North America.
Italian national association set up in October 1998
with the objective of providing guidelines for the aims
Dunnage
and procedures involved in drafting the Sustainability
Wooden materials (battens, boards, planks, woven roving)
Report.
and cordage (lines, ropes) used to fill the empty spaces in
the hold, secure the cargo and prevent it from shifting as
Global Warming Potential (GWP)
this would be dangerous for vessel stability at sea.
GWP is a measure of how much a given mass of
Environmental aspect
warming. This value is used to compare the abilities of
Element of Company activities that may have a significant
different greenhouse gases to trap heat in the atmosphere.
impact on the environment directly and/or indirectly.
The GWP value allows policy makers to compare the
Environmental Compliance Plan (ECP)
Up until 2006 the ECP was the document of
greenhouse gas is estimated to contribute to global
impacts of emissions and reductions of different gases.
The assigned GWP of CO2 is 1.
reference for environmental management used by all
Governance
Carnival Corporation operating companies. The ECP
The set of rules (laws and corporate regulations),
contained restrictions additional to those laid down
organizational structures, processes and relationships
by the legislation and specified requirements for the
that affect the way a company is directed and
management of many environmental aspects and
administered. The concept of governance also embraces
issues. When the Company decided to implement its
the structure used to decide corporate objectives and
own environmental management system in accordance
the means to achieve and measure results.
155
GLOSSARY
Greenhouse effect
in 25 languages in more than 100 countries worldwide,
Certain gases in the atmosphere, referred to as
selling over 3 million books annually in the process
“greenhouse gases”, trap energy from the sun; without
and making it a record holder in its own right: the best
these gases, heat from the solar radiation reflected
selling copyright title of all time. Guinness World Records
by the Earth would escape back into space and the
celebrated its 50th anniversary in 2004, a year after the
temperature on the surface would be far colder.
sale of its 100 millionth copy.
However, as the greenhouse effect grows stronger,
the world tends to heat up more. Greenhouse gases
include carbon dioxide (C02), chlorofluorocarbons and
hydrofluorocarbons (CFCs & HFCs), methane (CH4),
nitrous oxide (N20) and tropospheric ozone (03).
When we talk about an increase or a decrease in the
greenhouse effect, we really mean an increase or a
decrease in this capacity of the atmosphere to absorb
thermal radiation.
Greenhouse Gas (GHG) Protocol Initiative
The Greenhouse Gas Protocol Initiative’s vision is to
ILO
International Labor Organization
Standards and Fundamental Principles and Rights at
Work. United Nations agency founded to promote
social justice and internationally recognized human and
labor rights.
IMO
International Maritime Organization
United Nations agency set up to improve maritime
safety and prevent pollution from ships
harmonize greenhouse gas emission accounting and
Indicator
reporting standards internationally. It aims to provide
Measures performance according to both quantitative
a multi-stakeholder framework ensuring that different
(ratios, formulas or mere measurements) and qualitative
trading schemes and other climate-related initiatives
criteria.
adopt consistent approaches to GHG accounting.
More specifically, environmental indicator is intended
GRI
The Global Reporting Initiative was established in 1997
in partnership with the United Nations Environment
to mean a chemical and/or physical measurement or
value which is used to gauge the effect of environmental
management programs or the state of the environment.
Responsible Economies - CERES (a US network of
ISM CODE
International Safety Management Code
investors, environmental organizations and other public
International code for the safe operation of ships and
interest groups working with companies and investors
for pollution prevention.
Program (UNEP) by the Coalition for Environmentally
to address sustainability challenges) with the mission
of developing and disseminating guidelines for drafting
Sustainability Reports. According to the GRI the purpose
of the Sustainability Reporting Guidelines is to define
a model of reporting that guarantees the drafting of
documents that are very comparable, reliable (thanks
to the adoption of principles of reference) and verifiable.
Guinness World Records
ISO
International Organization for
Standardization
An ISO Standard is an international specification that
establishes a common framework of reference or a
common technical language between suppliers and
customers, thus facilitating trade and the transfer of
technology.
The universally recognized authority on record-breaking
156
achievement, Guinness World Records is now a global
Life Cycle Assessment
phenomenon and one of the world’s best loved brands.
Life Cycle Assessment (LCA) is a method of analysis
First published in 1955, the Guinness Book of Records,
that evaluates the interactions that a product or
later renamed Guinness World Records, is distributed
service has (directly or indirectly) with the environment
GLOSSARY
and health, also considering the economic and social
major component in the formation of photochemical
impact. The method takes into account the entire life
smog.
cycle, i.e. production, distribution, use, recycling and
final disposal, without forgetting pre-production (i.e.
Ozone Depletion Potential (ODP)
extraction and production of the materials involved in
The relative value that indicates the potential of a
the production).
substance to destroy ozone gas compared with the
MARPOL
International Convention for the Prevention
of Pollution from Ships
MARPOL 73/78 - The Convention, which was first
adopted in 1973, contains 6 Annexes dealing with
various environmental aspects including management
of oily water and residues, sewage, garbage and air
potential of trichlorofluoromethane (R-11), which is
assigned an ODP reference value of 1.0. ODP was first
proposed in 1983 by Donald J. Wuebbles, Professor of
Atmospheric Science at the University of Illinois, and
was defined as a measure of the destructive effects, in
terms of degradation of the ozone layer, of a particular
substance compared to a reference substance.
emissions.
Ozone layer
NOx
Most ozone exists in the upper atmosphere (specifically,
Nitrogen oxides are gases consisting of one nitrogen
the stratosphere); here, the ozone layer performs
atom and a varying number of oxygen atoms. Though
the essential task of filtering out most of the sun’s
various types of nitrogen oxides are present in the
biologically harmful ultraviolet radiation.
atmosphere, in terms of air pollution nitrogen oxide
refers specifically to NOx, namely a mixture of nitric
Parts per million (PPM)
oxide (NO) and nitrogen dioxide (NO2). Nitric oxide (NO)
This is a way to quantify very low concentrations of
is a colorless, tasteless, odorless gas; it is produced above
substances. Just as per cent means out of a hundred,
all during combustion processes at high temperatures
so parts per million or ppm means out of a million and
together with nitrogen dioxide (a reddish-brown gas with
is used, for example, to describe the concentration of
a pungent and irritating odor). Nitric oxide is oxidized by
a chemical element in water or soil or to express error
atmospheric molecules to form nitrogen dioxide. It is a
tolerance.
157
GLOSSARY
SOPEP
A SOPEP (Shipboard Oil Pollution Emergency Plan) is a
manual providing guidance for the emergency response
to a pollution incident. The Plan includes the technical
procedures for the Master of the Ship, for coordination of
the emergency and for training of shipboard personnel;
it also provides details of plan exercising, the list of
authorities or persons to be contacted and the relevant
procedures, and a description of ship-carried response
equipment.
SOx
Sulfur oxides normally present in the atmosphere are
sulfur dioxide (SO2) and sulfur trioxide (SO3); these
compounds are also broadly referred to as SOx.
Sulfur dioxide is a colorless, extremely irritating, nonflammable, water-soluble gas with a pungent odor.
PM10
Because it is heavier than air, sulfur dioxide tends to
Particulate Matter (PM) is often considered the biggest
stratify at lower levels. Sulfur dioxide is formed when
single atmospheric pollutant in urban areas. Also
sulfur-containing fuels are burned. The oxidation of
referred to as particulates or fine particles, PM consists
sulfur dioxide gives rise to sulfur trioxide, which can
of material suspended in the air for varying lengths
combine with water vapor in the atmosphere to form
of time in the form of minute solid particles or liquid
sulfuric acid, a major component of acid rain.
droplets. The notation PM10 is used to describe particles
of less than 10 microns in diameter.
Waste which can be distinguished from urban waste, in
Registro ltaliano Navale
accordance with Legislative Decree no. 152 of April 3,
The Italian Shipping Register is a private non-profit-
2006 (Consolidation Act on the Environment).
making organization established in Genoa in 1861 by a
Stakeholder
group of shipowners and underwriters, one of the oldest
Any individual or group, within or outside a company,
ship classification societies in the world.
that has an interest in or may be impacted by that
Rina service S.p.A. is the company of the RINA Group,
company, and that accordingly has expectations,
providing assessment, control, certification and research
requires information or holds legitimate economic
services in accordance with national and international
interests.
rules and standards governing materials, projects,
Turnover
technologies, products and systems, including duties
Turnover is intended to mean the ratio between the
performed on behalf of State Administrations and other
number of terminations and the average employee
authorities.
count during the period of reference.
Safety Management System (SMS)
Structured, documented system which allows the
Company personnel to effectively and consistently
apply
the
corporate
protection policy.
158
Special waste
safety
and
environmental
COSTA CROCIERE S.p.A.
Piazza Piccapietra, 48 - 16121 Genova - www.costacrociere.it
Publishing and editorial project carried out by:
Graphic design:
www.xedum.com
Corporate Communication Department
Quality Standards Compliance & Auditing
Translation:
English Language Consultancy di Justin Michael Rosenberg
In collaboration with:
Maurizio Ferrero
Photographs:
Communication consultant
Costa Cruises Archive
Printed on ecological paper Fedrigoni OIKOS 50% recycled
FROM: Name.............................................. Surname............................................................
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Sustainability Report 2011

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