7th CLIA Brazil Forum discusses legal certainty, taxation and regulatory obstacles in the cruise industry

The 7th CLIA Brazil 2025 Forum, held on September 3 in Brasília, brought together national and international leaders to discuss the present and future of the cruise industry in Brazil. Marco Ferraz, Executive President of CLIA Brazil, Bud Darr, CEO of CLIA Global, and Dario Rustico, Chairman of the Board of CLIA Brazil, highlighted the structural, regulatory, and environmental challenges facing the sector, but reinforced their confidence in Brazil's potential.

“Brazil has a loyal audience, passionate about cruises, but we need to address obstacles that are driving away investment,” warned Darr.

Legislation: search for legal certainty and simplification

For Ferraz, the biggest obstacle lies in regulatory complexity. He noted that, although the country has ratified the Ocean Transportation Intermediary (OTI) international convention for maritime workers, legal disputes remain, creating uncertainty.

"Imagine a ship with 35 nationalities on board and dozens of ports visited in different countries. The ILO has already created a global rule for this, but in Brazil we still face lawsuits that attempt to enforce local laws," explained Ferraz.

Another critical point is the bureaucracy surrounding crew visas. According to him, "we obtain hundreds of visas at great cost and with great delays, even though the crew members don't live onshore; they sleep on the ship."

Costs and infrastructure: a burden that makes operations more expensive

Brazil is a sought-after destination, but expensive. Ferraz pointed out that costs in the country can be up to 50% higher than the global average, compounded by the country's distance from major shipping hubs. "If we add the costly operations and the lack of dedicated passenger terminals, it's difficult to compete with the Caribbean or the Mediterranean," he said.

Darr reinforced the point: “To be competitive, we need to control port costs and improve infrastructure not only in the South, but also in the Northeast, which has enormous potential.”

International planning: time is against you

Rustico was adamant about the need for advance planning: "When we opened sales for the 26/27 season, deployment was already finalized. International companies work with calendars years in advance. If we don't keep up with the times, Brazil will be left with the leftovers."

He explained that decisions about where to position ships are made up to three years in advance, and that delays in regulation, costs, and infrastructure keep vessels away. "If we want to compete, we have to think internationally, considering costs, working conditions, and prepared ports. Desire is the first step, but we need to act today," he reinforced.

Passenger experience: the key to loyalty

The quality of the experience is a consensus among executives. Rustico cited Carnival's Miami terminal as a benchmark, where lines longer than 15 minutes are already considered a failure. "Boarding is part of the vacation. If you start with stress, the customer will carry that into their travel memories," he said.

In addition to infrastructure, diversifying excursions is seen as a competitive advantage. "We have to offer unique experiences, whether for families, adventurers, or those looking to relax. The journey begins when the passenger leaves home and ends when they return. We need to take care of this entire cycle," stated Rustico.

Sustainability and decarbonization: global commitment by 2050

Sustainability has gained prominence internationally. Darr highlighted the industry's global commitment to achieving net-zero greenhouse gas emissions by 2050. "We're ready with the technology, but we need the fuel. Without clean molecules in the tanks, it's all just talk. It's crucial that governments encourage the energy transition," he said.

He also cited advances in wastewater treatment, solid waste management, and recycling, which cruise ships already serve as benchmarks. The challenge lies in aligning port infrastructure with the demands of more modern vessels, which require LNG fueling and shore power.

Rustico added: "The ships of the future will require clean energy and adequate infrastructure. Brazil needs to be ready to receive them."

Brazilian potential: an opportunity that cannot wait

Despite the obstacles, confidence in the Brazilian market is unanimous. Darr highlighted that the satisfaction rate in Brazil reaches 96%, well above the global average of 82%. "This shows that Brazilians love cruises. We have strong demand, but without advances in infrastructure, costs, and regulation, we won't be able to sustain growth," he warned.

The global executive also noted that the sector plans ahead: "We sat down today thinking about 2027. If Brazil wants to attract more ships, decisions need to be made now."

Time to turn potential into reality

The CLIA Brazil 2025 Forum made it clear that the country has all the conditions to establish itself as a leading global cruise destination, but time is short. Between costs, infrastructure, legislation, and sustainability, executives agree: the time to act is now.

As Rustico summarized: "If we want to grow, we need to compete internationally. The data is there. We just need to organize, plan, and execute."

Report and photo: Mary de Aquino.