In its 2026 State of the Cruise Industry report released last 15th April, the Cruise Lines International Association (CLIA) declared that the global industry was in for a strong year, current geopolitical circumstances notwithstanding.

CLIA’s projections were based on the way global cruise passenger volume hit a record-breaking high of 37.2 million as of end-2025, as well as a positive response from up to 90 percent of previous cruise passengers who wished to repeat the experience.

However, given that a number of cruise passengers are still stranded in West Asian ports nearly four months since the attack on Iran on 28th February, CLIA and other organisations with a finger on the pulse of global cruising have needed to rethink their projections for the rest of the year and beyond.

One specific question that needs to be answered involves how the industry can stay afloat, no pun intended, in the face of the ongoing regional conflict and the ensuing economic fallout.

No quick answers

To be honest, there are neither quick answers nor immediate solutions to the current situation.

Indeed, we quote Dr Joseph M Cheer, professor of sustainable tourism at the Wakayama University Centre for Tourism Research:

“Prognosticating about the future of anything in volatile global contexts is prone to under- or overstatement, yet future scenario thinking remains vital to understanding the myriad trajectories likely to emerge.”

In an op-ed for the High-level Panel for a Sustainable Ocean Economy (Ocean Panel) written in the first year following the pandemic, Cheer reminded travel and tourism professionals that cruise tourism was a key vanguard of the COVID-19 years as it was the first sector to be shuttered to mitigate the spread of contagion.

The circumstances now, of course, are different: though 2026 has had one epidemic scare in the form of the hantavirus issue aboard the MV Hondius, the bigger issue now is the contraction of global cruise routes and the geopolitical standoff that keeps the critical Strait of Hormuz closed to commercial and industrial seacraft.

But, see: the global cruise industry is, again, one of the first sectors to be adversely affected, resulting in equally adverse effects on operators’ bottom lines, regional tourism, and passenger safety.

Still, it matters that industry professionals are looking into ways through which they could stay profitable whilst giving travellers a different way of seeing the world at the best value for their money.

An immersive approach to global cruising

In 2023, Inchcape vice-president for global cruise and superyachts Grant Holmes reflected on how innovation and resolving the most common industry issues have built up the resilience of the cruise industry.

Following the 2023 Posidonia Sea Tourism Forum in Greece, Holmes wrote: “We are certainly not ‘going back to normal’, as many suggest; the truth could not be more different… I venture that we are not ‘returning’ to anything; we are in fact on the cusp of a new Golden Age, embracing a new river and a new cruising paradigm.”

At the time, Holmes already pointed out how immersive experiences would pave the way for a more exciting cruise experience for travellers, translating into a more profitable venture for operators and partner organisations.

He remarked: “Some destinations clearly lack the tourism sophistication and infrastructure of more popular ports, but they can offer genuine travel experiences. New trends in guest expectations include more active and engaging shore experiences, and deeper immersion in local culture. How important is it for niche lines to offer such an array of shore options?”

In the nearly three years since Holmes made this observation, we are already seeing action on the part of global cruise lines: deeper cultural immersion for passengers both on- and off-shore, related lectures aboard expedition cruises, and even interactive events aboard ship for passengers of all ages. 

Also, as shore excursions depend on the goodwill of local communities, especially in the global south, partnership with resident communities and local authorities is key.

Coordination, in particular, matters between cruise lines and locals as this has the dual benefit of mitigating the impact of overtourism whilst improving the livelihood of residents.

Sustainability as a cornerstone of resilience

For cruise lines to remain resilient in these uncertain times, they need to look at the measures they are taking to ensure their operations remain sustainable and do as little damage as possible to both humanity and nature.

Even as their aerial counterparts are making the shift to sustainable aviation fuel (SAF), sea-going vessel operators must invest in alternative fuels, retrofitting their ships whenever possible.

Indeed, a number of cruise companies in the process of fleet expansion are looking into ships powered by liquefied natural gas (LNG), green methanol, as well as renewable biodiesel; these are also fitting their vessels with the means to power up via an onshore power supply (OPS) to reduce emissions.

Another key development is circularity in ship operations, specifically for the reduction of food waste by means of bio-digesters. Wastewater treatment, as well as the repurposing of waste heat.