SEA CHANGE CHANGING SAILING. FOR GOOD.
WE BUILT THIS TOGETHER
I STARTED BY SETTING TABLES. TODAY, I LEAD THE NEXT GENERATION.
THE ART OF ARRIVING IN PORT
pg. 7
pg. 20
pg. 35
24 ABOUT THIS REPORT A message from Jill Stoneberg Senior Director, Social Impact and Sustainability
In 2025, we completed our full fleet of ships and in true Virgin Voyages fashion, we felt it was time to shake things up with our annual impact report. This is not a traditional report. It’s our story of impact over time, told by the people who have lived it and are making it happen. Virgin Voyages has grown from a vision into a fleet of four ships. We've built not only unique ships, but a Crew and Sailor culture, and a way of doing business that's distinctly Virgin. Rather than capturing a single year in numbers, this story traces our journey: the decisions made, the standards set and the people behind them, and the impact created along the way. Told in an editorial magazine format, the stories here come directly from the Crew members, leaders, and teams who were on the ground, building something new in real time. We’re so proud and excited to share their perspective. Because at Virgin Voyages, impact isn’t something that happens at the executive level and filters down — it’s something that gets created every day, at every level, across every ship.
3
INTRODUCTION About Virgin Voyages A word from our leader: We built this together Here, our purpose actually shows Built to disrupt
12
OUR CREW: VIRGIN VOYAGES’ SECRET SAUCE The Best Gig Ever Belonging isn’t our value. It’s how we operate Q&A: A day in the life of a People Director I started by setting tables. Today, I lead the next generation.
54 32 OUR COMMUNITIES: HOW WE SHOW UP ON LAND The art of arriving in port
36 22 OUR EXPERIENCE: WHERE THE MAGIC HAPPENS
The tours we create are just the beginning What social impact means to us Our impact over the years Meet some of our Impact Squad
44 OUR OPERATIONS: MAKING SHIP HAPPEN
Inside the Sailor experience
How safety lifts every ship
We rewrote the entertainment playbook
Life as an Environmental Officer at sea
The partnerships that shape us
Innovative solutions: Our decarbonization journey No ship sails alone
54 A SEND-OFF FROM OUR SISTERS AT SEA SEA CHANGE | 3
About
Virgin Voyages Rooted in our purpose to create An Epic Sea Change for All, Virgin Voyages aims to create experiences that connect our Sailors to the people, places, and paths they never thought to wander.
190+
awards won since 2021
2023, 2024, 2025, 2026 Four consecutive years awarded No. 1 in the Mega Ship cruise category
2023, 2024 Named No. 1 Large Ship Cruise Line 2025: Ranked in the Top 3
2026 Awarded No. 1 for Best Cruise Lines for the Money
2026 Named best for “Adults Only, At Sea”
USA Today 10BEST 2025 Awarded Best Cruise Line
2025 Resilient Lady named No. 1 for Best Adults-Only Cruise
135+
total destinations
ships in our fleet
OUR CABINS
SHIP CAPACITY
1,150 Crew
2,770 Sailors
Adult-by-design sailings for travelers aged 18+
SEA CHANGE | 5
“Be the reason someone smiles today.” — SIR RICHARD BRANSON
A WORD FROM OUR LE ADER
We built this together
W
hen we first set out to build Virgin Voyages, we knew we wanted to do something different. Not just another cruise line, but a brand that would challenge convention, listen carefully, and create something truly meaningful together. Looking back, what makes me most proud isn’t simply the awards we’ve received or the recognition the brand has earned — although, these moments are gratifying. What matters most is how we got here.
Culture is shaped by those who show up every day and choose to care. NIRMAL SAVERIMUTTU CEO, VIRGIN VOYAGES
Virgin Voyages has always been built collaboratively. From the beginning, we made a commitment to listen closely to our Sailors, our First Mates, and our incredible Crew. Their feedback, their ideas, and sometimes their honest, unfiltered perspective helped shape the experience we offer today. We never believed we had all the answers, and in many ways that openness became one of our greatest strengths. Over time, something remarkable happened. Our Sailors didn’t just become loyal guests; they became true evangelists for the brand. They champion what we’re building, not because they were told to, but because they feel part of it. That sense of accessibility and approachability, of being a brand willing to learn and evolve, has created a community that feels deeply connected to what we do.
At the heart of Virgin Voyages is a philosophy: do the right thing. We believe that when you focus on creating experiences that genuinely serve people, good business outcomes follow. It’s not always the easiest path, but it’s the one that aligns with who we are and what we stand for. Our ships are designed to be a place where people can disconnect from the noise of everyday life and reconnect with something more meaningful. A place where you can truly be yourself. Where differences are celebrated and individuality is welcomed. And importantly, a place where joy is not just a byproduct of the experience, but something we intentionally create — through moments of connection, discovery, and shared celebration. The success we’ve seen so far belongs to everyone who has helped build this brand — from the earliest believers to the passionate teams bringing it to life every day. And while I’m incredibly proud of how far we’ve come, I’m even more optimistic about what lies ahead. Because the same principles that shaped our beginning: listening, learning, doing the right thing, and creating joy for the people we serve, will continue to guide us into the future.
SEA CHANGE | 7
INTRODUC TION
Here, our purpose actually shows From the voice of Michelle Bentubo Chief Operating Officer
P
urpose isn’t about perfection. It’s about intention. It’s about asking ourselves: Have we done this for good? Have we shown up in the right ways? And most importantly — are we bringing together every single moment, every interaction, every decision so that they add up to something people can actually feel? Over the past ten years, here’s what I’ve learned: it’s not about the hardware, the food, or the entertainment, or any single thing we do — though all of those are amazing. It’s the way all of this comes together. When a Sailor walks off one of our ships and they have this feeling inside that says, “I was part of something incredible,” that’s when you know our purpose is in effect. Recently, someone sent us feedback that really hit me. They wrote about how they’d experienced something on our ship that they’d been searching for their whole life: a feeling of belonging, of being seen, of being part of something bigger. That didn’t happen randomly. Creating this feeling is what everyone at Virgin Voyages strives to spark. This is what happens when purpose isn’t just words on a wall. Getting to this point has required discipline. When we talk about creating “an Epic Sea Change for All,” it has been the foundation of the choices we make as a company. It has guided how we source our goods and power our ships and the promises we make to to our Crew. In other words, it has guided the thousands of interactions that take place every day that lead us to deliver on what we said we would do. It’s easy to say you’re purpose-led. It’s harder to be purposeled when it means making the more difficult choice, when it means thinking long-term about the footprint you’re leaving behind. But that’s exactly when it matters most.
*2025 Crew Survey
When we launched Virgin Voyages, we didn’t have decades of history or a built-in base of repeat customers. The Sailors who booked with us early on took a leap. They trusted a new brand. They gave us honest feedback. They helped refine the experience. Many of them have sailed with us multiple times since.
There’s a question that shapes all of our decisions: What does this moment deserve? Not what’s easiest to execute. Not what’s been done before. What does the moment actually deserve?
76⁰⁄₀
of Crew believe their role contributes to our brand purpose*
68⁰⁄₀
What does an Epic Sea Change for All mean? All Virgin brands have a shared purpose to change business for good. This is about disruption and doing business better, and in a way that matters not just for the bottom line but for people, communities and the environment. At Virgin Voyages, we call it creating “An Epic Sea Change for All.” It guides what we do and the decisions we make every day. Our “sea change” ambitions were defined long before we even had ships in operation, and it’s been our north star ever since.
of Crew feel personally connected to the brand, not just employed by it*
SAILORS
OCEAN
Deliver the best week of our Sailors’ lives
Protect and restore ocean health
COMMUNITIES
PARTNERS
Be the ship communities love to see in port
Create open and rewarding partnerships
CREW Make working at Virgin Voyages The Best Gig Ever
SEA CHANGE | 9
INTRODUC TION
Sometimes innovation looks like AI, algorithms, and operating systems. And sometimes innovation looks like a human being making other human beings feel like they matter. We’re obsessed with both.”
NATHAN ROSENBERG CHIEF BRAND AND MARKETING OFFICER
Built W to disrupt
hen Virgin Voyages launched, we made choices that made the industry uncomfortable. Adults-only. No main dining room. No nickel-and-diming. People told us we were wrong. We weren’t. And what happened next was the best possible outcome — the industry started to catch up. That’s what real disruption looks like. You move, the world shifts, and suddenly everyone else is trying to figure out how you did it.
From the voice of Billy Bohan Chinique Vice President of Brand Marketing
The boom of AI feels like that moment again. And it’s one of the most exciting times I’ve experienced in my career as a marketer. We started adopting AI across our business the same way we’ve come to everything — with curiosity and a willingness to learn as we go. Our teams have access to tools like Gemini and other AI tools, and we’ve given them something even more valuable than the technology itself: time. Every Monday afternoon, our shoreside people stop and explore. No agenda, no deliverable. Just learning.
The real results we’re seeing are remarkable. Across the company, people are finding ways to do the work they love better. When you give people time and freedom, extraordinary things happen. Marketing teams are building autonomous agents. Operations teams have created micro-apps that make our Crew’s day simpler and smarter. Our marine team now has live algorithms responding to weather patterns in real time. AI is not replacing our incredibly talented people. It’s unleashing them. Our mermaid film is a perfect example of our ability to innovate. What was once a cinematic project we once could only dream about was made real, at a fraction of the cost and time traditionally expected. We’re still learning and discovering what’s possible. But that’s always been true of Virgin Voyages. We’ve never been one to wait for the cruise industry to tell us what was allowed. We have, and will continue to, define it on our own terms.
WE USE AI THE VIRGIN VOYAGES WAY We explore and create using AI tools that are intentionally chosen based on ethical, environmental, and legal qualifications. Our Responsible AI framework guides the way we select our technology, and provides processes for adopting and using it.
S E A C H A N G E | 11
OUR CRE W
VIRGIN VOYAGES’
Our 7,000 Crew members are the Virgin Voyages brand, brought to life. Every interaction, every smile, every moment where someone feels genuinely seen is a culture we protect.
S E A C H A N G E | 13
OUR CRE W
The Best Gig Ever From the voice of Paola Ortiz Senior Manager, Crew Experience
W
hen people ask me what makes Virgin Voyages different, my answer is simple. It’s our people. Our Crew.
Richard’s philosophy has always been clear. Take care of your people and they will take care of your customers. It’s why my team exists: to focus intentionally on Crew experience and culture, not as a side initiative, but as a priority. “The Best Gig Ever” isn’t a tagline. It’s a standard to which we hold ourselves accountable. That means building systems, listening with intention, and making decisions that improve daily life for our Crew onboard and ashore. It shows up in policies, in spaces, in leadership behavior, and in the moments when someone feels seen, valued, and respected. The Best Gig Ever is built by all of us. For example, every Crew member can take part in Crew Champions, a monthly space where we can speak openly about what’s working and what needs to improve. That feedback moves into
6,500+
Total shipboard Crew working groups and leadership conversations to drive change. Some changes are small. Some are big. All of them send the same message. You matter. We care. We make real changes based on real voices because culture is shaped by the people living it every day. We intentionally challenge traditional cruise norms, including how the Crew experience is designed.
75⁰⁄₀
of Crew say they are proud to work at Virgin Voyages*
84 ⁰⁄₀
of the Crew say they can be themselves at work*
36 ⁰⁄₀
female Crew members across shipboard positions, compared to the industry average of just over 20%
VIRGIN VOYAGES REMOVES THE TRADITIONAL BARRIERS THAT OFTEN EXIST BETWEEN SHIP AND SHORE TEAMS We refer to all employees as Crew and they are supported by a dedicated Crew Experience team whose sole focus is designing a Crew experience that is human, equitable, and deeply intentional. We don’t have a traditional “stripe” culture. We don’t separate dining spaces by rank. We use the word “leader” instead of “manager” because leadership is about responsibility, not status. We encourage people to come as they are, the best versions of themselves. Tattoos, colorful hair, different backgrounds, different stories. Our ships are filled with people from all over the world, and we celebrate that diversity because it makes us stronger. When Crew feel safe to be themselves, they show up differently, and our Sailors feel it. With all four ships now operational, we’re very focused on consistency, measuring Crew experience, and expanding how we listen. This helps us ensure that no matter which ship or location someone works in, they feel the same level of care and overall experience. Our Crew are our differentiator. They create the moments our Sailors remember. They create our brand. When they feel valued, supported, empowered, and celebrated, you feel it. That is the kind of culture we are building.
When a ship returns to Miami after a season away, our CEO, Nirmal Saverimuttu, has been known to show up at the port and greet every single Crew member as they come through immigration. Sometimes in the very early hours of the morning, around 4am. It’s not required. It’s something he chooses to do because it reflects who we are: a company that genuinely values our people.
2023 Annual Crew Survey. Updated Crew Survey is in-progress in 2026.
*
S E A C H A N G E | 15
OUR CRE W
Belonging isn’t our value. It’s how we operate. From the voice of Alex Zeitz Senior Director of Global Operations and Belonging
One Sailor wrote that the world onboard Virgin Voyages is the way the world should be outside: where everyone is free to be themselves and seen for who they are.
M
ore than seven years in, and I’m still here for the same reason: watching people truly be themselves, sometimes for the first time in their lives. A Crew member once messaged me: “Thanks for seeing my culture, my religion, my special day.” They go to the Kitchen Table (our Crew mess) and their traditional food is there, prepared the way they need it to honor their religious holiday. That’s not a program. That’s belonging. With Crew from 100 nations, inclusion can’t be a checkbox. It’s adjusting Kitchen Table hours for religious fasting. It’s celebrating Diwali and Ramadan and other holidays and encouraging Crew to learn about other cultures and traditions for the first time. It’s creating space for people to observe what matters to them. When Crew feel
seen in their full identity, they extend that same energy to our Sailors. It’s a beautiful cycle. Some Crew members have asked us to extend their contracts because they can be themselves here. One told me they’d rather stay on board than go home where they have to hide. That’s the win and weight of what we do. We provide Crew free WiFi because connection to family and friends back home isn’t a luxury, it’s essential to their wellbeing. Additionally, 40% of our Crew are in single-occupancy cabins, and the most Crew in a cabin is two, because living conditions matter. Accessibility is also a huge part of how we create belonging, in a Sailor-centric way. We’re constantly thinking about the design of our cabins and public spaces, and making sure we have Crew members trained to support a wide range
of accommodation requests. Everything from clear wayfinding signage to flying sign language interpreters from Florida to Barcelona. We’ve even built custom beach wheelchairs for The Beach Club at Bimini, so Sailors can wheel themselves into the ocean independently. These details matter. They signal something bigger: you were considered in the design of this experience. Winning the Travel for Everybody award in October 2024 was incredible validation. But the real award? A Crew member finally feeling free. A Sailor who uses a wheelchair saying “I’ve never felt the ocean like this before.” The future of travel isn’t just about where we go; it’s about who feels empowered to come along, and I mean that for both our Crew and our Sailors.
S E A C H A N G E | 17
OUR CRE W
A day in the life of a People Director Behind every Sailor’s perfect vacation is a Crew member who showed up ready. And behind that Crew member is someone like Clarice. As People Director onboard Valiant Lady, Clarice helps make it all work — supporting, developing, and empowering Crew to do what they do best.
CLARICE ERASMUS People Director Valiant Lady
Q: What drew you to work for Virgin Voyages? I’ve been in the industry for about eight years, but Virgin attracted me because I could tell it was built differently. My background is in psychology, which feels like it was made for this role. People Directors work with 1,250 Crew members, 100 different nationalities … that’s so many different personalities and life experiences to bring together and pull something off 365 days a year. It’s fascinating. When I joined about three and a half years ago, I also had the opportunity to help build the actual foundation of what the people team looks like at Virgin, writing policies, shaping our approach, choosing systems. That’s not something you get to do when you walk into a company that’s been set in stone for 30 years.
Q: Take us through a typical day on board Valiant Lady.
Q: What makes Virgin different, and how does that show up in the Sailor experience?
It starts with making sure everything is up to speed from the day before, then connecting with department leaders to understand what came up and where we can support. Compliance runs in the background constantly, things like training, certifications, e-learnings. The most meaningful part of my day is the human side. Crew members have lives and families at home, and things happen; I work with Crew going through difficult times every day and make their needs a top priority.
At Virgin, the best person gets the role, that’s it. Regardless of past titles or background. Our Crew are encouraged to bring their whole selves to work, and that’s something Sailors actually feel. The best example I can give is the coffee spot. By the end of a voyage, a barista knows a Sailor by name, knows their order, knows where they went ashore, and probably something about their family or personal life. That’s not a transaction — that’s a relationship built on real human connection.
Q: What’s most rewarding about this work for you? Watching people grow. We’ve had so much growth at Virgin in the last three years — we’ve seen so many promotions. People I first met as quick service attendants who are now managing restaurants. When you’ve invested in someone’s development, when you’ve been there through the hard days as well as the good ones, and then you see them step into something bigger … that’s exactly why I do this.
CRE W BENEFITS
How we lead We pride ourselves on the Crew benefits we provide. They are intended to offer peace of mind so Crew can excel in their roles and create the best vacation ever for our Sailors.
Leadership training, including inclusive leadership behaviors, that ensure our Crew are celebreated.
Designer uniforms (no stripes onboard to denote rank!) so our Crew can feel and look their best.
Free WiFi for our shipboard Crew to stay connected to their friends and family back home.
Personalized coaching to support one’s mental well-being. This virtual service is available to all Crew members free of charge.
Access to a variety of highquality, healthy food options, gym facilities, and Sailor spaces, regardless of position or title.
We’re working on a range of leadership and growth opportunities in an effort to help Crew succeed.
We cover employment-related flights, necessary job training, and uniforms.
Equal pay for equal work, regardless of nationality or gender.
40% of Crew are in singleoccupancy cabins (60% of cabins are single-occupancy, the most in the industry) and there are no more than two Crew to a room.
My job is making sure that by the time someone steps out to serve a Sailor, they have the energy and headspace to do it with genuine care. S E A C H A N G E | 19
OUR CRE W
I started by setting tables. Today, I lead the next generation. From the voice of Tijana Milosavljevic Food and Beverage Director, Scarlet Lady
I
joined Virgin Voyages six and a half years ago because I wanted to build something new. Not just work somewhere, help create something from the ground up. It was a brand finding its own identity for the first time, and I knew I wanted to be a part of that story. My first role was Restaurant Manager at Pink Agave, one of the original flagship dining venues onboard Scarlet Lady — a high-energy, modern Mexican concept built around bold flavors and a very dynamic dining experience. It was a hands-on environment from day one, working side by side with the chefs, shaping the standards, procedures, and culture. Back then, my success meant execution. Every detail, every moment represented my work, and I made sure to make the best of every single one of them. I was the one on the floor making sure nothing was missed. Hospitality is not black and white. You need to add the color, the details. That’s what takes hospitality to another level. The service is the color. That’s what makes people remember us. As the company grew, so did I, both personally and professionally. From managing 20 Crew members at one venue to cross-operating with 60, to running full restaurant operations, to now leading the entire food and beverage department.
The biggest shift for me was never a title. It was my mindset and the way the Virgin Voyages culture empowered me to lead, explore, and build relationships. Today, I measure my success differently than my early days onboard. It’s based on the leaders I’m developing and their growth. I am the one that pushes, supports, and mirrors what others need to see. My focus is about supporting the people on my team. They are the ones who deliver, and my job is to make sure they have everything they need to do it with excellence. What I didn’t expect was how much this role would show me about responsibility of a different kind. When I stepped into this position, I was shocked by how many people were looking up to me, especially the women on my team. That hit me hard, and in the best way. I want every single one of them to be where I am one day…that’s what motivates me every morning.
Everything we do as a team flows directly to our Sailors. I was recently interviewing someone for a supervisor role, and I asked her: how do you elevate the Sailor experience? She said, “Through our creeds.” I stopped. I was so proud. Because when you truly live with the dreams that we set out to create, that “once upon a time” feeling, and you carry the creeds (our company values) into every single interaction, every restaurant, every bar, every moment with a Sailor, it creates the full picture. It creates the experience they remember forever.
S E A C H A N G E | 21
OUR E XPERIENC E
c i g ma
WHERE THE HAPPENS When you’re onboard a Virgin Voyages ship, community, spontaneity, and human connection don’t just coexist — they come alive together, creating spaces that spark belonging and joy.
S E A C H A N G E | 23
OUR E XPERIENCE
INSIDE THE
Sailor experience
When we set out to design the onboard experience for Virgin Voyages, we started with a simple question: what needed to be fixed, and what had never been done before? Those early design sessions for Scarlet Lady were not just about improving what existed. They were about building something entirely new. An experience that feels more human, more intentional, and more aligned with how people want to travel today. From the voice of Nicole Huang Senior Vice President of Fleet Experience
T
raditional cruising can feel impersonal. Buffets, long dining queues, and the sense of being one of many. We chose to remove that entirely. No buffets. No main dining halls. Instead, we introduced 20+ eateries where every dish is made to order. This was not just about eliminating friction. It was about redefining choice. Giving Sailors the freedom to dine how they want, when they want, while delivering food that stands alongside the world’s great cities. Our culinary vision is brought to life through our Creative Collective, a group of globally recognized chefs who guide each concept from idea to execution. Their influence ensures every dish reflects true cultural roots, from time-honored techniques to thoughtfully sourced ingredients. This is not about offering more. It is about offering meaning, depth, and authenticity in every experience. That same thinking shaped our decision to eliminate single-use plastic water bottles onboard. At the time, it felt bold. Today, it is simply a better way to travel. It reflects a broader mindset of challenging industry norms in service of something more thoughtful and more responsible. Our approach to entertainment follows the same philosophy. We are not recreating what exists on land. We are creating something that could only exist at sea. We reimagined the traditional cruise director role through our Happenings Cast, a collective of distinct personalities who activate the ship in different ways. It creates a more dynamic and personal experience, where Sailors can connect with what resonates most. Building this has come with challenges, surprises, and proud moments. What matters most is that we have remained clear on what we stand for and how we show up for our Crew. When Crew members tell me that Virgin Voyages is a place they are proud to work, I know we are getting it right. Because the best Sailor experience starts with a fulfilled Crew. That is something we will never lose sight of.
S E A C H A N G E | 25
OUR E XPERIENC E
Our experience earns a boat-load of accolades The awards are nice. The Sailors who can't seem to stop sailing with us? That's the real trophy. We're proud of how we do things differently — and beyond grateful it keeps getting noticed.
AWARDS
ON-BOARD EXPERIENCES
2026 Named No. 1 for Best Cruise Lines for Dining (Mainstream)
2026 Awarded Best Adult AlcoholFree Beverage Program
Women's Health
TravelAge West
2026 Named one of the best reset-worthy cruises
2025 Awarded Best Cruise for Nightlife
Travel Awards
Wave Awards
Global Traveler 2025 Awarded Best Entertainment
2025 Won Best Cruise Line Spa
INCLUSIVITY
2025 Won Accessible Travel Initiative for the cruise category
2025 Named Best for LGBTQ+ travelers
We’ve eliminated unnecessary single use plastics
We’ve never had wasteful buffets onboard, instead, food is made to order.
To ensure everyone on board has an epic experience, all Sailors are required to adhere to our Sailor Conduct Policy.
83⁰⁄₀
28⁰⁄₀
94⁰⁄₀
~570K
average Sailor satisfaction score*
average rating for Crew service*
repeat Sailor rate*
Sailors will cruise with us each year across our fleet
Based on 2025 data.
*
S E A C H A N G E | 27
OUR E XPERIENCE
We rewrote the entertainment playbook From the voice of Richard Kilman Vice President of Entertainment
W
hen we started building Virgin Voyages, we knew we weren’t going to follow what was typically done within the cruise industry. We were going to build it the Virgin way. That mindset unlocked the door to creating some of our signature entertainment experiences. First, we opted to not have a traditional cruise director. Most cruise lines rely on a single big personality to host everything: making announcements, organizing activities, and moving people around in large groups. We call that “forced fun,” and we wanted no part of it. Instead, we created the Happenings Cast, composed of individuals who aren’t performers playing a role, they’re people who, off the ship, are Zumba, yoga, or dance instructors, artists, food experts and more. They bring their authentic selves on board, and our Sailors connect with them in a genuine way — following them on Instagram and even tracking which ship they’ll be on next. It’s personal, it’s organic, and it’s completely different. Second, we reimagined the theater itself. Rolling Stone Travel Awards Instead of a traditional proscenium theater, we 2026 built a transformational Coolest Cruise for Music Fans space that can shift configurations and 2025 Best Cruise completely change how for Music Fans audiences experience a show. It opened up creative possibilities the industry hadn’t seen before. Then we set an ambitious goal: create entertainment so
compelling that our Sailors would gladly pay to see it on land. What if a show could move from ship to shore? Historically, cruise productions are built for ships — and that’s where they stay. The broader entertainment industry has never viewed cruise ships as incubators for world-class work. We flipped that narrative. Our partnership with The 7 Fingers led to Duel Reality, which debuted on Scarlet Lady in 2021 to rave reviews. In summer 2024, it made the leap from ship to shore and has been touring globally across the U.S., Canada, Europe, and Korea ever since. When Richard Branson saw what we were creating and suggested we take it to Broadway, it sparked the launch of Screw It, Let’s Do It Productions, our platform for expanding this vision even further. And then there’s our music program. Rolling Stone recognized it as the best at sea in 2025. We’ve evolved beyond DJs into a dynamic mix of guest artist bands and world-class buskers. We even called blues legend Slam Allen out of retirement and within a week he was back on stage, revitalized and performing at his peak. The response from our Sailors says it all. Our live music scores are off the charts, and the connection they feel to the experience is real. I couldn’t be more proud of what we’ve built across the entire entertainment program.
“As far as we know, we're the first cruise company to transfer a show form ship to shore.” — RICHARD KILMAN
NATHAN ROSENBERG’S TAKE Our entertainment programs create moments that make you feel so present among thousands of strangers, you forget you’re supposed to be a grown up in the kid-free sanctuary we’ve created. Those are the moments people remember and turn into stories they tell over and over again. These are the reasons they come back and bring their friends. That is connection. And connection is everything.
S E A C H A N G E | 29
OUR E XPERIENCE
The partnerships From the voice of Jamie Douglas Fleet Experience Director
W
hen I joined Virgin Voyages in 2015, I was one of the first employees. At that time, we weren’t just building ships — we were reimagining what a holiday at sea could be. My role was to guide the design vision, bringing together insights from hospitality, cruise, and the broader Virgin community to capture that “Virgin” essence. As a product designer, I’ve always approached challenges by considering the end-to-end user experience. It’s not just about aesthetics. It’s about solving multiple needs simultaneously: experience, manufacturing, and sustainability. One of our biggest design challenges was redefining the cruise cabin itself. We saw an opportunity in an underutilized element: the balcony, with its unspoiled ocean views. Drawing from Virgin’s maritime heritage, and the way sailors once slept in hammocks, we saw the chance to turn a detail into something iconic. But creating the perfect hammock wasn’t simple. Fire regulations and International Maritime Organization practices meant we needed something that had never existed: a fireproof hammock meeting all marine safety criteria. The four-year development process required creating a special fire and flame-proof thread.
It’s not just about aesthetics. It’s about solving multiple needs simultaneously: experience, manufacturing, and sustainability.
We have high standards and expect our partners to, too. All of our partners must agree to our Supplier Code of Conduct, which outlines expectations and requirements for ethics, labor, safety, and environmental practices. We also publish an annual Modern Slavery Statement, outlining the steps we take to prevent modern slavery within our operations and supply chain.
Equally important was our sustainability approach. Rather than focus solely on the materials to make the hammock — we also prioritized social impact. We found a perfectly aligned partner in Yellow Leaf Hammocks, a San Francisco-based company working with the Mlabri tribe in Thailand. This partnership empowers women, creates jobs, and adds meaningful value since each handmade hammock is signed by its creator. The red hammocks became iconic, serving as a beacon of relaxation and representing one of Virgin Voyages’ most recognizable elements, alongside Scarlet Night. That small “red hot moment” reflects our minimal but strategic use of color to highlight special features. A proud moment for me came when we hosted six weavers from the Mlabri tribe on a voyage in 2025. Bringing them from Thailand to see the ship and the scale of their work, and letting Sailors try weaving themselves, helped everyone
appreciate the craftsmanship of the hammocks we enjoy. While we don’t have a formal checklist for the partnerships we establish, we follow our commitment to working with companies who are brand-aligned from a sourcing, sustainability, and values standpoint. It’s about opening people’s minds, encouraging them to scratch below the surface of the Virgin experience — whether through direct trade coffee model, Red Flower’s organic wellness product story, or the wearable technology (we call it “The Band”), which opens your cabin door and allows you to pay for things onboard, made from ocean-bound materials. With four ships in operation we’re always looking for ways to innovate and push boundaries. Thoughtfully curated partnerships play a big role in helping us continuously elevate the Sailor experience. Because the best experiences don’t just happen — they’re designed, together.
that shape us S E A C H A N G E | 31
p u w o sh
OUR COMMUNITIES
HOW WE
ON LAND Our reputation is rooted not only in responsibility but in treating all of our host ports, and the people that call them home, with respect.
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OUR COMMUNITIES
“A destination is an ecosystem. It's not just a pretty place on a map.” — JUAN TRESCASTRO
rs Diego hono Port of San dy Brilliant La
The art of arriving in port From the voice of Juan Trescastro Vice President of Global Destinations
D
estinations are, without question, one of the biggest reasons Sailors book with us. Where we go matters, it’s a huge part of what makes this brand exciting, for Sailors and for us as a team. With that, comes tons of collaboration between destinations, governments, industry associations. These relationships are the heart of every Virgin Voyages itinerary. When we design an itinerary, there’s a real art to the balance of where we take people. You have to have marquee ports that draw people in, but some of the most memorable moments we create come from the places that Sailors never expected to love. Somewhere like Montenegro, a place not everyone knows, is a phenomenal experience. Everyone comes back raving. So, we work really hard to mix well-known destinations with hidden gems that genuinely surprise people and leave a lasting
impression long after they are home. Every place we go is made up of its own unique community, including the port authority, terminal operators, pilots, customs, immigration, local government, businesses, and residents — this network of stakeholders has to be managed with the utmost care and respect. Some coastal communities rely and thrive on cruise tourism, and we take that responsibility seriously. In the Bahamas, for example, cruising represents more than 50% of the tourist volume to the country. That’s why we invest time and resources into relationships and dialogue with local governments, local tourism
organisations, and industry bodies, like Cruise Lines International Association (CLIA) and FloridaCarribean Cruise Association (FCCA). When challenges arise, having these relationships in place ensures we can find solutions that are good for all of the parties involved. Additionally we have signed voluntary agreements with destinations such as Washington State, Palma de Mallorca and French ports to strengthen dialogue, transparency and protect local interests. We are mindful that in some destinations there are concerns with the volume and disbursement of tourists, which can infringe on the local destination infrastructure and quality of life. To help alleviate these concerns, we try to keep our shore excursion groups small — typically between 20 to 25 Sailors. We also work with multiple local vendors to spread tourist activity out across the destination, to avoid crowding, and to offer a wide variety of unique experiences. Ibiza is a great example. We studied local patterns like ferry movements and community rhythms, and built our itinerary around what would work for the destination as much as what works for us. That relationship has thrived because we showed up as a genuine partner. Looking ahead, I feel the best is still to come. New regions, new seasons, new possibilities, and potentially new ships that can take our Sailors to parts of the world they’ve only dreamed of.
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The tours we create are just the beginning From the voice of Jasmin Aganovic Shore Things Manager, Resilient Lady
Catamaraning in St. Vincent
SHORE THINGS: EXPERIENCES THAT GO DEEPER All of our tour operators must meet our Tour Operator Code of Conduct, which outlines safety, environmental, and health standards. We prioritize working with operators who have received a third-party certification for sustainable practices.* For those that aren’t certified, we provide complimentary training. Also, we don’t offer captive “swim with” whale or dolphin activities, as we believe these creatures should be enjoyed in their natural environment.
29⁰⁄₀
of tour operators meet at least one of our sustainability standards*
I
joined Virgin Voyages in 2022 as one of the very first Shore Things hires on board Valiant Lady. At that point, nothing was fully figured out yet. We were building something from scratch, guided by a clear set of values and the expectation that we’d apply our background and passion to make the shore experiences real. Now, we now have over 2,000 tours across our fleet. Having been part of this is easily my proudest achievement at Virgin Voyages (and getting to experience nearly every destination along the way hasn’t hurt either). I was among the first managers to open routes in New England and Canada. And every time we sail somewhere new, I want to be there — not just because it’s my job, but because I need to experience it firsthand. How can I stand in front of a Sailor and tell them an excursion is worth their time if I haven’t done it myself? That sense of personal investment is what drives our whole team. The beauty of the Shore Things team is that we are always looking for what’s next, and more importantly, when someone spots an opportunity, they are empowered to do something about it.
We don’t come to work and do things the same way because that’s how we’ve always done them. A great example: I was chatting with a group of Sailors from Los Angeles while on a tour in Iceland. They mentioned, almost in passing, that they’d noticed what looked like a more elevated version of the Blue Lagoon experience; something private, unhurried, a level above the standard visit. They said they’d book that in a heartbeat. That conversation didn’t end on the bus. It went back to our product team and we developed a dedicated VIP Blue Lagoon experience. One conversation with a few Sailors … that’s how we build. This is what I love about the work and what drew me to Virgin Voyages in the first place. When I was researching the brand, the thing that stood out immediately was the commitment to doing things differently and doing them right. No animals in captivity. No cutting corners. A genuine belief that the experience we leave behind matters as much as the one we deliver on the day.
*Our standards meet the Global Sustainable Tourism Council Standards, Travel Life, and other 3rd party programs like Adventure Green Alaska.
Dancing down the streets of Barcelona
Exploring the Colosseum in Rome
Traversing waterfalls in Puerto Plata
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What
social impact
means to us
From the voice of Sarah Dwyer Sustainability Programs Manager
S
ocial impact isn’t a side project for us. It’s woven into how we operate as a brand. The first thing I always say is: this is not a one-size-fits-all approach. Each destination welcomes us into their home, their land, their waters, so how we show up needs to reflect the uniqueness of each place. We think about our social impact in a few ways:
DEVELOPING STRONG RELATIONSHIPS IN OUR COMMUNITIES Transparency is fundamental to how we operate. Many local stakeholders who make our visits possible — from government officials to tourism partners — have never actually stepped on a cruise ship. So we’ve made it a priority to open our doors. We regularly invite them on board for behind-the-scenes tours, taking them beyond the Sailor areas and into spaces like the engine control room and the waste and recycling center. We walk them through how we produce much of our own water from the sea, how we manage waste, and how our overall operations function. When people can see it firsthand, it builds trust in a way nothing else can.
PROMOTING RESPONSIBLE TOURISM Our Virgin Voyages app features Port Guides, short descriptions of the communities we visit, with local business or restaurant recommendations (real spots that locals love) because we want our Sailors to spend time and money in the community. Alongside those recommendations, we include Savvy Sailor Tips: actions our Sailors can take to travel responsibly in that destination. It’s about equipping our Sailors with a different kind of mindset before they even step off the ship.
MAKING A POSITIVE IMPACT Our Impact Squad is one of my favorite things about working here. Picture 20+ Crew members decked in bright red t-shirts, going out into a destination to plant mangroves, clean beaches, do trail maintenance or help with community beautification. We also pair the volunteer activities with a meaningful local connection — whether that’s sharing a meal, hearing stories from a local legend, or learning directly from conservationists. It’s hands-on, educational and our Crew are genuinely eager to engage and give back.
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OUR COMMUNITIES
Our impact over the years Since launching in 2021, our Crew have regularly taken part in volunteer activities across 25 countries. From supply drives for disaster relief to beach cleanups, we are passionate about working with charity and community organizations based in the destinations we visit to support their programs and needs.
volunteer hours to our communities
events
50+
charity and community partners
Savvy Sailor tips The beauty of sea-ing the world with Virgin Voyages is that you have the opportunity to discover some of the globe’s most exciting destinations, their popular landmarks, plus fabulous (and lesser known) finds — customized exclusively for our Sailors. While soaking in all the natural beauty and the abundance of rich cultures, here are some responsible sailing tips we recommend to Sailors:
From the shores to the mountains to the city streets — please dispose of all waste properly Keep it local by dining, shopping, and exploring local spots — this helps boost the economy of each destination Cut down on plastic waste by bringing a refillable water bottle and reusable tote bag Take advantage of nighttime activities whenever possible, just be mindful of noise levels — especially in residential areas after dark Take it all in and photos too — be sure to respect private property (like, no selfies on someone’s rooftop), public spaces, and people who don’t want to be (or that have requested not to be) photographed
Being able to explore rainforests and jungles, lounge along perfectly manicured beaches, sail the coasts of tiny islets, and visit historic sites is made possible by the locals who call each place home. While traveling, you’re not just a visitor, but you’re a global ambassador as well. During port days, please remember to make responsible choices so that when you head out, your footprints (and a lasting connection) is what you leave behind.
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OUR COMMUNITIES
MEET SOME OF OUR
IMPACT SQUAD CARL DICKINSON
D E PA RT M E N T Crew Engagement Leader HOME COUNTRY United Kingdom Impact is one of the main reasons I chose to join Virgin Voyages in the first place. It’s about more than a job, it’s about creating meaningful, positive change wherever we sail. Being able to lead impact events around the world alongside my colleagues, turning intention into action, is something I genuinely never take for granted.
KSENIIA SHMAKOVA DE PARTM E N T Entertainment
HOME COUNTRY Russia
From shoreline cleanups to mangrove planting, Impact Squad isn’t just about volunteering — it’s about protecting what we love and taking responsibility for the world we explore. I’m grateful to be surrounded by a Crew who lead with passion, consistency, and care for our planet. Being part of the Impact Squad means showing up with heart — for our planet, our oceans, and the communities.
YURI NAYELI MAMANI ARIAS D E PA RTM ENT Sanitation HOME COUNTRY Peru For me, the Impact Squad represents kindness, unity, and the power of creating positive memories wherever we go.
MICHELLE GIOLAGON ANG D EPARTM ENT Casino HOME COUNTRY Philippines The Impact Squad is an opportunity to make a meaningful contribution to the local community. One of the experiences I enjoyed the most was a holiday celebration in Antigua. Seeing the children’s smiles and the joy on their faces meant so much to me. We didn’t just give “gifts,” but we created memories that will last forever.
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OUR OPER ATIONS
ish p
MAKING HAPPEN
The cruise industry is one of the most regulated in the entire travel business, but that doesn’t stop us from meeting and exceeding expectations.
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OUR OPER ATIONS
How safety lifts every ship From the Voice of Shai Azurbel Senior Director of Global Security and Public Safety
W
hen Virgin Voyages first launched in 2021 with Scarlet Lady, we wanted to make the brand famous — and we did. And when it came to safety, we realized we needed that same energy, that same Virgin approach. That’s when our “Anchored in Safety” campaign came into play for our Crew. When we talk about safety culture, we’re not just talking about life jackets and muster drills. We mean everything. Our Sailors’ wellbeing. Public health. Environmental protection. Sustainability. To us, safety means making sure that our ships, our Sailors, our Crew, and the marine environment around us thrive. It’s not about catching people doing something wrong — it’s about empowering everyone to do the right thing. As a business, our goal is to deliver an amazing product and drive strong performance. And the way we do that is by putting safety at the core of everything we do. Safety isn’t separate from our success, it’s what makes success possible. When we launched Anchored in Safety in 2024, we made the topic approachable, fun, and realistic. We invested in our Crew app experience, digital signage, quick-scroll content (think: TikTok style), engaging Crew meetings, and consistent training. Because let’s be real, people’s attention spans are short. We’ve gotten to know our Crew really well, and by meeting them where they are we’re building a safety culture that’s in our DNA. The result? We found that when we consistently focused on protecting our people, our Sailors, and our operations our brand, experiences, and business outcomes became stronger. Our safety data also proves the case. We’ve exceeded our aggressive injury reduction goals year after year. Crew injury rates are down, Sailor injuries are down, and our liabilities are dropping. We’ve seen close call reporting (where people flag potential hazards before they become incidents) triple over the past couple of years, showing that people are not only paying attention, but taking action. But the real success? It’s when our hotel or experience departments proactively come to us saying, “We don’t think this is safe. We want to take it out of operation.” That’s the culture shift right there.
SAFETY IS EVERYONE'S JOB Here’s how we hold ourselves accountable for health and safety:
BOARD OF DIRECTORS Our dedicated safety committee receives bi-annual safety updates on regulatory requirements, new policeis, and SMS program data.
INTERNATIONAL CONVENTION FOR THE SAFETY OF LIFE AT SEA (SOLAS) The most important international treaty concerning the safety of ships. These global standards serve as the basic foundation for the construction, equipment, and operation of our ships.
Security Our security teams are dedicated to maintaining a safe and secure environment for all Crew and Sailors, providing constant screening and monitoring whenever personnel embark or debark our vessels. We are committed to a caring and effective response for all involved in any incident. All reports, including allegations of crime, missing persons, or medical emergencies, are taken seriously, thoroughly investigated, and fully documented. Furthermore, we report all criminal allegations to law enforcement for investigation and prosecution to the fullest extent of the law, regardless of the ship's location worldwide at the time of the incident.
These international standards ensure the safe operation of ships and pollution prevention. Their requirements for vessels’ Safety Management Systems (SMS) help guide our policies and protocols.
VAL IA N
Additionally, our information technology team adheres to data privacy regulations, assesses cybersecurity risks, and implements safeguards for Crew, Sailor, and company systems and data. This includes providing cybersecurity training and using software tools to identify, manage, and address risks.
INTERNATIONAL SAFETY MANAGEMENT CODE (ISM)
T
DY A L
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Life as an Environmental Officer at sea From the voice of Marina Vlaic Fleet Environmental Officer
M
aritime is one of the most heavily regulated industries in the world, and rightly so. The environmental stakes are high, and the standards we’re held to reflect that. As a Fleet Environmental Officer, I consider my work a success when we go beyond just reacting to regulations. While we have a structured, audited framework that helps us monitor our environmental impact, we pride ourselves in taking what we learn and using it to continuously improve. What surprises people is just how wide the role stretches. No training course fully prepares someone for what my role actually looks like in practice. On any given day, I arrive on board with a solid plan and within an hour everything has shifted. The ship needs to dock on the other side because of the weather. Port inspectors appear at the gangway. A question comes in from the engine room that needs a clear, confident answer immediately. You adapt, you solve it, and you move on, because there is always something else coming. I also spend a lot of my time building the detailed environmental schedule that has to be developed before we enter any new sailing area. This covers everything from reviewing the International Convention for the Prevention of Pollution from Ships (MARPOL) requirements to regional and local environmental regulations. If something isn’t clear to me, I speak up. I go straight to my supervisor or our Director of Compliance, because getting the interpretation wrong isn’t an option. For a fleet operating across multiple regions and jurisdictions, this kind of transparency and discipline isn’t a checkbox. It’s what keeps us accountable to a higher standard than the minimum.
MEPC 227(64) reg 4.2.
*
REGULATORY REQUIREMENTS We abide by the International Convention for the Prevention of Pollution from Ships (MARPOL).
97⁰⁄₀
of the water used onboard in 2025 came from the sea
Advanced wastewater treatments meet strict water quality standards*
In 2025, we received ISO 14001 certification., This internationally recognized standard for Environmental Management Systems (EMS) helps organizations improve environmental performance, ensure legal compliance, and reduce waste.
An example of the real, tangible impact my team has is in the waste and recycling center. Every single waste stream on the ship passes through there, which gives us a unique vantage point. When we spot something — a pattern of avoidable waste coming from a particular department, a material that shouldn’t be ending up where it is — we speak up. We trace it back to the source, work with that team to understand why it’s happening, and then find a better solution together. These aren’t just environmental wins. Identifying and eliminating unnecessary waste can reduce costs, help us avoid regulatory penalties, and protect Virgin Voyages’ reputation as a brand that genuinely lives its values.
40⁰⁄₀ Our Integrated Management System Policy outlines our principles for ensuring safety and protecting the environment.
of domestic waste is recycled
We are starting to incorporate waste-based biofuels into our fuel mix on some itineraries
"Our job is to protect the ocean, the air, and the land." — MARINA VLAIC
What keeps me motivated is knowing that Virgin Voyages’ commitment to doing better doesn’t stop at compliance. We’re not just keeping the ship within the rules — we are always looking at what comes next, and that’s what makes this role worth everything it demands.
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OUR OPER ATIONS
Ship shape
3 of 4
ships have shore power equipment installed
Ships are designed with energy efficiency technologies
Innovative solutions: Our decarbonization journey From the voice of Henry Veringa Vice President of Technical Operations and New Build
O
ver the past decade, I’ve overseen the delivery of Virgin Voyages’ four beautiful ships and the technical operations that keep them running. Engines, propulsion, fuel systems, energy efficiency are my world. And right now, there is no more important challenge than decarbonization, the industry-wide effort to reduce and eventually eliminate greenhouse gas (GHG) emissions from maritime transport. That’s not a distant goal. It’s an engineering problem we have to start solving today, and we’re already creating our
strategy and action plans. It starts with efficiency. Everything begins with reducing engine load and consuming less fuel oil, the root of
decarbonization. One of the most exciting things we’ve done recently is apply a silicone-based hull paint which reduces friction as the ship moves through the water. The results have been remarkable. After more than a year in service since its application, we’re still seeing 7 to 8% fuel savings with no drop in performance. That’s a meaningful number for any ship.
to hydrotreated vegetable oil (HVO) — a lower-carbon biofuel that is compatible with our existing diesel engines and increasingly available across Europe to meet regulations like FuelEU Maritime. Shifting to lower-carbon fuels like HVO is one of the most effective options we have right now to advance decarbonization targets. Shore power, what engineers call “cold ironing,” is another critical piece. You plug the ship into a shoreside power facility, shut down the engines, and run entirely on local electricity. Think of it as plugging the ship into the grid. Three of our four ships already have this capability. More and more ports are adding shore power systems, but it’s not widely available. Shore power ports include Miami, Florida; Toulon, France; Amsterdam, Netherlands; and Los Angeles, California. The commissioning in Toulon was a proud moment for us because it was a true collaboration between Virgin Voyages, the port, and our technology partners. That’s the kind of teamwork that decarbonization demands.
Virgin Voyages, alongside our industry, has committed to reaching net zero by 2050.
Hitting decarbonization targets in the near and long term will require a shift away from the petroleum-based fuels like diesel and heavy fuel oil that are standard within our industry. As we navigate the availability and cost challenges associated with these fuels, we have to plan for using a diverse range of fuels across our fleet. To start, we’ve installed additional fuel modules so our ships can now switch between types of fuel with more efficiency. That includes switching
As for the future, I’m genuinely excited. Plans for new ships open up possibilities, like incorporating battery packs that will help reduce electricity consumption during port maneuvering (which typically demands a high level of energy), advanced chiller technology, and emerging fuels like blue methanol as supply chains develop. I believe innovation will drive solutions. We’re running like a car racing team right now — focused, working together, and always thinking about the next step. Every time we get to a finish line, there will be another lap to go. We don’t see that as a problem, it’s an opportunity.
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OUR OPER ATIONS
No ship sails alone How we’re working to achieve our Net Zero target by 2050. It takes an entire ocean of partners including, fuel innovators, forward-thinking ports, bold policy, and the people who sail with us, moving in the same direction. Here’s an overview of our Net Zero Strategy.
LED FROM THE TOP
INVESTING IN EFFICIENC Y
ADVANCING REGUL ATIONS
PLUG GING IN
LOWERC ARBON FUEL S
Our Board reviews progress, targets, and compliance costs at least annually — so it’s factored into decision-making and our planning.
We plan itineraries with fuel use in mind, including optimising speeds, and investing in targeted technology upgrades. For example, siliconebased hull coatings have improved efficiency on some routes by as much as 10%.
We comply with FuelEU Maritime, the EU ETS and the UK ETS — requiring carbon costs to be factored into our operating expenses. We also support a consistent global framework through the IMO with interim milestones to help enable a pathway to net zero by 2050 or sooner.
Three of our four ships are equipped for shore power. Infrastructure isn’t universal yet, but it’s expanding. Where available, we connect — switching off engines in port and drawing power from the grid.
Shifting to lowercarbon fuels can reduce lifecycle emissions by 75% or more. We are introducing wastebased biofuels on some Mediterranean itineraries. This fuel is compatible with existing engines, but scaling its use depends on supply and cost.
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A SEND-OFF FROM OUR
Sisters at Sea Dear Virgin Voyages, I was delivered in 2020, on Valentine’s day. If that isn’t a sign, I don’t know what is. The world had other plans for a while — and honestly, so did I. I sat with the anticipation, the stillness, the almost. And then? The Sailors arrived, overjoyed to leave ordinary life at the dock. People don’t come to Virgin Voyages for a cruise. They come to be ignited. They come to remember that spontaneity isn’t reckless — it’s essential. It’s the whole point of living. I was built to set spirits ablaze. Every Sailor who joins me leaves a little more themselves than when they arrived. That was, and will continue be, my plan. With fire,
Scarlet
To those redefining how we sail, When I made my first voyage in 2022, the world was still finding its footing. Tender, a little uncertain, but hungry for movement and freedom. You built me to lead in the steady, I've got you kind of way. When Sailors walk my decks, something shifts in them. A shoulder drops. A boundary dissolves. That’s the Virgin Voyages way, isn’t it? We create the thrill of showing up fully. A reminder that courage isn’t the absence of fear … it’s setting sail anyway. Let’s keep going. There’s more ocean ahead than behind. Boldly yours,
Valiant
To the hearts behind Virgin Voyages, In 2023 I launched into a world that was changing nonstop. Health protocols shifted before the ink dried. Certainty was a luxury none of us could afford. And yet, we sailed on. That’s the lesson I was built to teach: to adapt is not to surrender. I watched this company pivot with grace and determination, never once losing sight of who it was trying to be or who it was trying to serve. When Sailors sail with me, they’re not just stepping onto a ship. They’re stepping into the version of themselves that found beauty mid-storm. Resilience isn’t just my name. It’s my love language. Standing strong,
Resilient
To the ones who brought us all together, I arrived in 2025 as the final piece of our fleet vision. Scarlet lit the fire. Valiant held the line. Resilient kept the faith. I get to radiate the Virgin Voyages spirit. The “we’ve arrived” feeling isn’t a destination, it’s a launch pad. And the Sailors who join me on our adventures? They feel it, too. They arrive as guests and disembark as something more: enlightened, more curious, more certain of who they are and what they’re sailing toward. I was built to transform — journeys, yes, but also people. And the most brilliant thing about Virgin Voyages is that we’ve always believed those two things were the same. Shining with you,
Brilliant
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CREATING AN EPIC SEA CHANGE FOR ALL Discover more at virginvoyages.com/sustainability