Stavanger: working actively together as a destination is key
21/08/2025 | by Cruise Europe Press
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In 2023, the Port of Stavanger, the city and Region Stavanger joined forces to create the cruise network, Visit Region Stavanger (VRS). Line Murphy, cruise manager VRS, says: “It is important for the three parts of the community to work together if we want to create a sustainable cruise destination, not just for the environment but for the local inhabitants and also for local value creation”.
In two years, the network, which brings together 42 local businesses ranging from waste management services to cafes, has established itself as a collaborative platform for sustainable growth. Its main goals are to raise awareness, gather and share data, increase local value creation and develop sustainable practices.
In terms of the latter, VRS began working on a project to achieve the national Sustainable Destination label within two years, which is recognised by the Global Sustainable Tourism Council. Certification consists of 100 indicators, 16 of which directly concern cruise tourism. After certification the destination will be audited every three years.
A key part of the work is building strong, coordinated cooperation between the port, cruise operators, local authorities, and tourism businesses. This close collaboration is essential not only to address environmental concerns, but also to ensure cruise tourism creates real value for the local community and economy.
As part of this, from 2026 cruise traffic in Stavanger will be limited to a maximum of 8,000 passengers a day, with a maximum of two ship calls a day and no more than seven calls a week. In addition one vessel of up to 600 passengers a day will be permitted.
In 2024, VRS reported a revenue of NOK225.5 million (€18.9 million), which Murphy says is not the total value creation from cruise tourism in Stavanger as it does not include all the income that comes from retail, such as restaurants and shops, from businesses not member of the network, and from ship purchases and services such as cherry picker rental and mooring personnel. “For example, there are clothing stores that get up to 40 percent of their revenue from cruise tourism, and kiosks with up to 80 percent,” she explains.
In discussions with Murphy and Odd Bjorn Bekkeheien, ceo, Port of Stavanger, it is clear that working together as a destination is seen as the only way forward. “The network is a platform to discuss various challenges and also, much more important, raise opportunities for businesses to help each other and, not least, to spread facts and stories about the cruise industry within the whole community.”
Just one example that has arisen from the three-way cooperation is an improvement in the security of passengers. Bekkeheien says: “Together, we have improved the logistics for passengers leaving the port and going into the city. It is now a much smoother operation.” Improved and extra signage has been a part of this. In terms of the local residents, the network has invited them to join local tours, as well as a special visit on board a cruiseship. “We have also developed guidelines that highlight how cruiselines and their passengers can engage respectfully and positively while in Stavanger. This has encouraged dialogue within the local community,” says Murphy.
A recent challenge has been the use of outside PA systems on board the ships causing noise disturbance in the city. This use is against port regulations but certain cruise lines have been breaking the regulation. VRG and the port have worked closely to solve the issue.
As Stavanger continues in its mission to create a sustainable cruise destination, Murphy believes that it cannot be truly successful unless everyone follows the same path. “It’s important that destination organisations that receive cruiseships work actively with cruise tourism. Tourism encompasses many different segments and cruise is one of them. We need everybody on board if we are to be able to communicate more facts, increase local value creation and be more sustainable.”
She mentions there are still bigger cruise ports in Norway where the port and destination organisation do not work together, or the destination organisation does not work with cruise tourism at all.
In addition, the cruise lines are a crucial part of successful sustainable destinations. “We would like more shareable facts, access to more onboard visits and information on how much value they create when calling,” says Murphy.
In two years, the network, which brings together 42 local businesses ranging from waste management services to cafes, has established itself as a collaborative platform for sustainable growth. Its main goals are to raise awareness, gather and share data, increase local value creation and develop sustainable practices.
In terms of the latter, VRS began working on a project to achieve the national Sustainable Destination label within two years, which is recognised by the Global Sustainable Tourism Council. Certification consists of 100 indicators, 16 of which directly concern cruise tourism. After certification the destination will be audited every three years.
A key part of the work is building strong, coordinated cooperation between the port, cruise operators, local authorities, and tourism businesses. This close collaboration is essential not only to address environmental concerns, but also to ensure cruise tourism creates real value for the local community and economy.
As part of this, from 2026 cruise traffic in Stavanger will be limited to a maximum of 8,000 passengers a day, with a maximum of two ship calls a day and no more than seven calls a week. In addition one vessel of up to 600 passengers a day will be permitted.
In 2024, VRS reported a revenue of NOK225.5 million (€18.9 million), which Murphy says is not the total value creation from cruise tourism in Stavanger as it does not include all the income that comes from retail, such as restaurants and shops, from businesses not member of the network, and from ship purchases and services such as cherry picker rental and mooring personnel. “For example, there are clothing stores that get up to 40 percent of their revenue from cruise tourism, and kiosks with up to 80 percent,” she explains.
In discussions with Murphy and Odd Bjorn Bekkeheien, ceo, Port of Stavanger, it is clear that working together as a destination is seen as the only way forward. “The network is a platform to discuss various challenges and also, much more important, raise opportunities for businesses to help each other and, not least, to spread facts and stories about the cruise industry within the whole community.”
Just one example that has arisen from the three-way cooperation is an improvement in the security of passengers. Bekkeheien says: “Together, we have improved the logistics for passengers leaving the port and going into the city. It is now a much smoother operation.” Improved and extra signage has been a part of this. In terms of the local residents, the network has invited them to join local tours, as well as a special visit on board a cruiseship. “We have also developed guidelines that highlight how cruiselines and their passengers can engage respectfully and positively while in Stavanger. This has encouraged dialogue within the local community,” says Murphy.
A recent challenge has been the use of outside PA systems on board the ships causing noise disturbance in the city. This use is against port regulations but certain cruise lines have been breaking the regulation. VRG and the port have worked closely to solve the issue.
As Stavanger continues in its mission to create a sustainable cruise destination, Murphy believes that it cannot be truly successful unless everyone follows the same path. “It’s important that destination organisations that receive cruiseships work actively with cruise tourism. Tourism encompasses many different segments and cruise is one of them. We need everybody on board if we are to be able to communicate more facts, increase local value creation and be more sustainable.”
She mentions there are still bigger cruise ports in Norway where the port and destination organisation do not work together, or the destination organisation does not work with cruise tourism at all.
In addition, the cruise lines are a crucial part of successful sustainable destinations. “We would like more shareable facts, access to more onboard visits and information on how much value they create when calling,” says Murphy.
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