Sustainable management in the time of uncertainty on the cruise shipping market

Joanna Kizielewicz

doi:10.2478/ijcm-2022-0016

Figures & Tables

Cruise ship calls in NE in 2019 and 2021 – results of Covid’19.Source: own elaboration based on (Cruise Baltic, 2021, Cruise Baltic, 2022).

Cruise ship calls in NE in 2019 and 2022 – results War in Ukraine.Source: own elaboration based on (Cruise Baltic, 2021, Cruise Baltic, 2022).

Change in percentage in the number of cruise ship calls at key seaports in NE in 2022 as a result of the war in Ukraine.Source: Own elaboration based on Cruise Baltic (2021), Cruise Baltic (2022).

Number of cruise ship calls to seaports in Poland between 2010 and 2022.Source: Own elaboration based on Cruise Baltic (2021), Cruise Baltic (2022), Czech (2022), Kakowska-Mehring (2022).

Sustainable management activities carried out by cruise shipping companies (Model by Rosińska-Bukowska & Bukowski, 2014)

Pillar of Sustainable Governance	Areas of Uncertainty

	COVID-19 Pandemic	War in Ukraine	Economic Crisis	Legal Regulations
Defining the mission and concept of the organization's development	— Mainstreaming global crises in risk analysis — Verification of investment plans to ensure health safety on ships	Change of directions of cruise routes and destinations	— Investments in renewable energy sources — Investments in equipment on ships for onshore power	— Investments in LNG, EGCS, shoreside power systems — Increasing energy efficiency on ships — Reduction of emissions of harmful substances
Consistency of the developed and applied set of goals and effects of the organization	— Verification of safety procedures on ships — Renegotiation of contracts with insurance companies — Decommissioning of ships — Breaking ship supply chains — Adoption of mandatory core elements of a set of health protocols	— Searching for new destinations — Development of new cruise routes — Promotion of new directions — Renegotiation of contracts with contractors	— Looking for savings by cutting operating costs — Suspension of new investments — Reduction of current expenses — Dismissal of employees	— Employee training — Introduction of pollution monitoring systems — Renegotiation of contracts with contractors — Increase energy efficiency
Program of shaping the desired directions of organization development	— Marketing campaigns to improve the image of cruise ships — Investments in equipment to increase sanitary safety on ships — Promotion of thematic cruises	— Forced change of cruise directions and destinations — Withdrawal cruise ships from the East	— Reducing costs — Limiting consumption — Increasing the propensity to save society	— Reducing pollutant emissions — Minimizing engine emissions by using shore power supply
Accumulation and improvement of development capital in the organization	— Training of employees in health care, first aid	— Training of employees in the field of security and procedures for dealing with terrorist and other threats	— Increase employees’ competence and skills	— Employing experts responsible for coordinating environmental programs and technological projects — Training of employees in ISO quality management systems
Principles of creating development perspectives of the organization	— Regular sanitary and hygienic inspections — Verification of knowledge of first aid — Regular tests and training in premedical assistance — Regular control of results by the heads of departments and divisions	— Regular health and safety inspections — Inspections of ship equipment — Increased border/safety controls	— Slowdown in the implementation of the investment — Pressure to increase sales results and work efficiency — Reduce and reduce expenses	— Regular monitoring of pollution (ESI, SEEMP, EEDI etc.)
Internal quality assurance system in the organization	— Sanitary inspections of authorized entities — Medical and public health programs are audited internally by public health specialists and externally by officers from health authorities worldwide	— Observation of the political situation in NE — Estimation of the effects of actions related to the change of cruise directions	— Analysis of financial reports of the Management Board — Evaluation of reports prepared by external audit — Conclusions of the report on the implementation of the entity's activities	— Periodic reports on the state of emissions of pollutants emitted by ships — Reports on the energy efficiency of ships

Sustainable management in the time of uncertainty on the cruise shipping market

Figures & Tables

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Sustainable management activities carried out by cruise shipping companies (Model by Rosińska-Bukowska & Bukowski, 2014)

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