The CLIA Spain column
By Alfredo Serrano
Managing Director CLIA Spain
Article from CruisesNews magazine no. 67 – December 2023
An opportunity and a necessity
Just five months ago, in these very pages, I called for the management of (cruise) tourism as a vehicle to maximize its many positive externalities and minimize any negative ones that might exist. Today, after the close of an election cycle and with indicators suggesting we could be on the verge of a new record, management is presented—more than ever—as both a necessity and an opportunity if we don't want to be victims of our own success.
Spain is a predominantly tourist destination. Its rich culture, natural environment, gastronomy, and pleasant climate are the perfect incentive to attract both domestic and international tourism. In our specific case, Spanish ports have already surpassed 10 million cruise passenger movements between January and October, approaching the total for 2019 (10,664,581 movements) with two months still to go before the end of the year. It is true that shipowners were already increasing their port calls on our coast, deploying their newest vessels, but it is also true that in complex geopolitical times, the western Mediterranean, the triangle formed by Spain, France, and Italy, becomes a kind of refuge.
Looking at how this increase has unfolded, I discover with satisfaction—I can't deny it—that it has spread across different ports along our coast, which undoubtedly indicates that we are moving towards decentralization. And, as a consequence, the power of industry as a generator of wealth and opportunities is expanding, becoming even more widespread in its dual dimension: territories and economic activities.
In this regard, at the end of November, we learned the figures for the economic contribution of the cruise sector in 2022, a year still marked by the pandemic, especially in the first few months. Well, according to estimates from the consultancy Oxford Economics, our activity generated an economic impact of €5.67 billion and contributed to the creation of more than 42,000 jobs in Spain alone.
Clicking on the chapter reserved for direct spending reveals two extremely significant facts:
• 52% of it corresponds to purchases made by shipping companies, and
• 15% to shipbuilding and repair.
In other words, 67% would be related to investments made by shipping companies; items that don't correspond to strictly tourism-related expenses. Perhaps those critical of the industry, who reduce our economic impact to guest spending, should reflect on whether the arguments they use to attack the industry are valid.
Looking ahead to next year, forecasts for Spain indicate that passenger traffic will remain at similar levels to this year. The proactive planning and foresight that characterize the industry allow destinations to already be developing action plans to address any potential negative externalities that tourism as a whole might generate. They will find an ally in us.
A country as heavily reliant on tourism as Spain needs to implement comprehensive plans that encompass all segments of the tourism industry and are geared towards providing an exceptional experience for both residents and visitors. It cannot (and should not) miss the opportunity to remain a benchmark, a global powerhouse, and to capitalize on the advantages of an industry that generates wealth and has made sustainability its guiding principle.
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