OPS will be operational in Narvik in late 2026

03/06/2026

Cruise Europe conference 2026 takes place in Reykjavik

Taking place in the stunning HARPA concert hall and conference centre located on the harbour, the Cruise Europe conference (CEC) took on a new level of participation and subject matter. Each year is the best yet! In over three decades of working in this industry, it was a privilege to discover that our conference director was Katrin Jakobsdottir, the former prime minister of Iceland. With great humour and efficiency she kept the timetable on track, interjected with some of her own valuable insights and questions, and ensured the delegates were engaged from start to finish. Conference hosts, Ports of Faxafloi, ably assisted in this by introducing an online facility, www.slido.com, whereby questions could be posed to the panels. These came thick and fast, perhaps giving an opportunity for those to speak up who may not always feel comfortable in taking the mic. It also added a certain speed element to proceedings. With more than 200 port and associate members in attendance, this was the most well-attended conference to date, despite the fact that reaching Iceland from some destinations involved three-plus flights. Jens Skrede, managing director of Cruise Europe (CE), who was clearly delighted with the proceedings, and rightly so, said: “Working with our hosts, Ports of Faxafloi, has been a joy. One of my takeaways is that of Icelandic girlpower. From Katrin as moderator to Tinna Johansdottir [from the port] working tirelessly both back and front of house, to Edda and Kaja at Iceland Innovation Week, what they have delivered has been second to none.”

03/06/2026

CE chair officially opens the conference

Cruise Europe chair, Simone Maraschi, spoke with eloquence about the industry that brings us together. His opening remarks began with highlighting Iceland as a metaphor for the cruise business. “Volcanic, resilient, remote, and yet, connected to the world. A place where the forces of nature remind us, daily, that we are part of something much larger.” He went on to highlight the all-time high the industry is experiencing: that this is not a recovering industry but a thriving industry. Describing Northern Europe as, not a secondary chapter in the global cruise story but a defining one, he said: “This is the region of the fjords, the Arctic light, the medieval Baltic capitals, the wild Atlantic coastlines, the islands that sit at the edge of the known world, like the one we are standing on right now. “These are not interchangeable destinations. They are irreplaceable ones. And that distinction matters enormously in a market where travellers are increasingly looking for authenticity, depth, and experiences they cannot find anywhere else. “The luxury and expedition segments - the fastest growing in our industry - are disproportionately drawn to what Northern Europe offers. Smaller ships. Remote ports. Extraordinary nature. That is our competitive advantage, and it is growing. “And the shoulder season work is paying off. What was once a short, compressed summer window is becoming a genuine year-round proposition. Not despite our climate and our geography, but because of it. Different in every season, extraordinary in all of them. “This is our territory. And we should own that narrative with confidence.” He spoke about the need for resilience in a changed world, an example of which has been how the Baltic members have adapted itinerary offerings in response to shifting geopolitical realities which are uninvited and of which we have no control. Maraschi highlighted a number of challenges which were discussed later in the panel sessions, saying: “We operate in a world where regulatory timelines are accelerating, where new taxes and fees are being introduced across our destinations - some thoughtfully, some less so - and where itinerary decisions are shaped by factors we cannot always predict or control. This is the environment. We don’t get to choose it. We have to operate in it, and we have to do so together.” Collaboration and cooperation were themes that ran through the day, not least when it comes to passenger fees and cruise tax as he explained: “We do not oppose the legitimate needs of governments and communities. We ask for predictability, proportionality, and the willingness to listen. We will always bring the data. We will always bring the economic argument. But we also need to bring the relationship, and that is built over time, in conversations exactly like the ones we will have today.” Cruise Europe is made up of 130 ports and destinations from Lisbon to the North Cape representing different countries, languages and political systems but “working on the same problems, sharing the knowledge, speaking - when it matters - with one voice. In a world that struggles to cooperate, we do cooperate … but it comes with a responsibility. Every one of us in this room … we are not just doing a job. We are ambassadors. Of our ports, yes. Of our regions, of course. But also a set of principles. Friendship. Collaboration. Mutual respect.” Having spent almost three decades in the industry, it is clear that Maraschi is passionate about it and the people who work in it and the increasing need to build and develop partnerships drive the business forward successfully. “This industry runs on relationships. And what Cruise Europe has built - across 130 ports, through every disruption, every transformation - is something rare. A genuine community. Where competitors collaborate. Where the large support the small. Where a handshake becomes a partnership and a conversation becomes a friendship. “And to our friends from the cruiselines - you are not guests in this room. You are part of this community. Your decisions shape the future of every port in this association. We truly value our partnership.”

03/06/2026

Wybcke Meier delivers the opening address

Growing up on the small island of Helgoland (1,500 population and 3,000 daily visitors from May to October) was where CEO of TUI Cruises, Wybcke Meier, learnt very early on “that connection matters, that supply chains matter, that seasons matter and that tourism is not an abstract concept, it directly shapes the life of the community”. It is also a place, like so many CE destinations, where opportunities and limitations exist side by side and finding the right balance is key to everyone’s success. While “cruising is thriving”, it still represents less than three percent of global tourism. With long-term and predictable growth, there is an opportunity to expand in a sustainable way but growth also brings expectations from destinations, communities, policymakers and travellers. “We see increasing scrutiny. And in some places, resistance which leads to a simple truth. Evolution is great, it is successful when it is actively shaped” which has happened in the past 20 years when the global volume of cruise passengers tripled. Joint action is the key and the cruise industry’s capability to adapt is not in question. Meier said: “I believe our future here in Europe is bright – as a source market, as a destination, and again the numbers speak for themselves, Europe is popular, the non-Med part showed stronger growth.” TUI Cruises itself deploys 70 percent of the capacity in Europe, 20 percent in the Med and almost 50 percent in the Northern region. But, she said, that joint success depends on: collaboration and co-creation; and measuring value, not just volume. For the latter, she pointed out that “it was never so easy to make use of all the data and share it, make it visible” because “where facts are missing, perception fills the gap”. The fact that “there is no one cruise, no standard ship, no standard guests and no standard destination” is the reason why, she said, “our products onboard and shoreside must be designed together”. Adding that every passenger wants to have an individual shoreside experience whatever category of ship they travel on: “There is a clear demand, and we can actively shape demand and create the best experiences.” This means, for example, guiding guest flows, reducing pressure on hotspots or opening new destinations. “Cruising does not just react to tourism flows. We can actively steer them,” she said. Planning long-term and providing data well in advance can allow: smarter infrastructure and better joint use of resources; better visitor distribution and stronger destination management. “Data is not just operational, it is a governance tool. And this will help us to unlock new potential destinations and expand seasons”. Meier concluded with a KPI call. “Visibility and transparency are key. And a shared understanding of value is of essence. As an industry we should agree on one common KPI framework that makes the value of cruise tourism in destinations clearly visible … “Because only when value is visible, can we move the conversation from: perception to facts: debate to partnership; acceptance to long-term success. This is not new. It is not complicated. So let’s not wait for playbooks. Let’s write them - together for the best customer experience onboard and shoreside.”