With eight global cruise lines, over 90 ships and a workforce of more than 160,000 people from practically every nation in the world, Carnival Corporation fosters a culture of inclusion and belonging that puts employee welfare and opportunities first. Carnival Corporation\u2019s HR Chief Bettina A. Deynes offers a unique perspective on crew culture and wellbeing.<\/p>\n
Carnival Corporation & plc and DNV have been collaborating closely for many years. Eleven ships across Carnival Corporation\u2019s global cruise lines are DNV-classified, and beyond class services, the collaboration encompasses a wide range of improvement, innovation and digitalization initiatives in practically every discipline, from technical support to decarbonization, and from digitalization through to safety and human resources.<\/p>\n
Providing support for crew training<\/strong> Bettina A. Deynes, Global Chief Human Resources Officer (GCHRO) of Carnival Corporation<\/strong>, says DNV has been a valued partner to Carnival Corporation. \u201cI\u2019ve had the opportunity to get to know many individuals at DNV, and I found the DNV team to be incredibly knowledgeable and experts in their field. DNV works directly with our technical and nautical operations teams who have always spoken very highly of them.<\/em>\u201d<\/p>\n There is a certain cultural affinity between the two companies: as global enterprises, they both place great emphasis on employee engagement, advancement opportunities and inclusiveness as key success factors. In a world competing for skilled labour, knowing how to attract and train talented people is essential.<\/p>\n A personal success story<\/strong> Another key to her success: being herself and truly authentic. \u201cPretending to be someone that I\u2019m not isn\u2019t going to work in the long term. Being vulnerable and not knowing everything is okay. I strongly believe that everybody can learn, that it\u2019s never too late, and that it\u2019s important to have emotional intelligence and be willing to go the extra mile. It\u2019ll pay off in the end,\u201d she points out.<\/p>\n Safety, wellness and engagement as key principles<\/strong> Finding the right way to interact with people has been essential for the successful implementation of this and other initiatives, which depend on people not only understanding the idea but fully embracing it and embodying it day after day. At Carnival Corporation, this is accomplished by creating ONE culture that transcends nationalities and all other ways people tend to categorize each other, says Deynes. \u201cIt\u2019s a culture of inclusion and belonging, understanding that you can come in at any level and that we\u2019ll provide you with opportunities to thrive and progress, and that this isn\u2019t just a job but a potential career. We see multiple generations coming through; I was recently on a ship were somebody was retiring after 40 years with the organization and has sons and nieces who are now working for us, and there may be another generation coming across.<\/em>\u201d<\/p>\n This is attributable to a strong focus on employee wellness, Deynes continues. \u201cWe recently created minimum wellness standards for our crew. We identified best practices being offered on some of our ships and incorporated those in our common standards. Now every cruise line offers the same opportunities \u2013 how the crew live on board, their access points, the benefits, etc.\u201d<\/p>\n Technology enhances communication<\/strong> Ensuring a positive guest experience<\/strong>
\n\u201cWe certified the CSMART Academy, Carnival Corporation\u2019s training centre in Almere, The Netherlands, to DNV standards, including assurance of various training programmes,<\/em>\u201d explains Antonio Prestigiacomo, Director of DNV\u2019s Miami Cruise Center<\/strong>. \u201cWe\u2019ve also trained hundreds of ship superintendents, technical managers and shipboard senior officers directly over the past few years.<\/em>\u201d<\/p>\n
\nHR Chief Bettina Deynes\u2019s personal development exemplifies this inclusive philosophy: having immigrated from Uruguay to the United States as a teenager, she first worked at a cleaning company, then climbed the career ladder while pursuing a degree in business management, to eventually arrive in her present position where she oversees more than 160,000 people. This success story has shaped her philosophy, she says: \u201cFrom very early on in my career, I focused on the difference between being ordinary and extraordinary. That \u2018extra\u2019 was going to open opportunities for someone like me who started at the very bottom. It\u2019s as simple as showing up, being there before everybody else, going the extra mile, being inquisitive, asking for challenges and opportunities, and being able to deliver. I believe that empowering people will help them grab the opportunities and make the most of them.\u201d<\/p>\n
\nEnsuring health, safety and security, wellness and engagement for all staff members is at the forefront of the HR function, says Deynes, and safety in particular must be deeply engrained in the culture on board. DNV helped Carnival Corporation establish its HESS Excellence programme (Health, Environment, Safety and Sustainability) which was instrumental in expediting the company\u2019s operational restart after the pandemic.<\/p>\n
\nOn the technology front, Carnival Corporation adopted a digital employee hub to share key information with crew members, including training and career opportunities and requirements. \u201cWe want our crew members to have opportunities across all positions, regardless of gender or origin. We make sure people understand how they can grow in their role, progress into leadership roles \u2013 including nautical or technical operations \u2013 or change departments. We have 152 nationalities on our ships and are aiming for a future where we\u2019ll see female captains and chief engineers, and people from all kinds of nationalities and backgrounds being able to progress to the highest roles within the company,<\/em>\u201d says Deynes.<\/p>\n
\nEasy-to-remember principles referred to in key moments help embed a culture of trust and belonging in everyday routines. \u201cWe launched a campaign that has become a way of life, based on our culture essentials: Speak up \u2013 Listen \u2013 Respect and Protect \u2013 Empower \u2013 Improve \u2013 Communicate,<\/em>\u201d Deynes explains. \u201cWe hold everyone accountable to these concepts and measure compliance by doing a culture survey every year.<\/em>\u201d<\/p>\n