Passengers remain hesitant to book cruises, despite deep discounts. But that didn’t stop Carnival Corp. from eking out a $41 million second-quarter profit, thanks to lower fuel costs and the timing of some administrative expenses.
The Miami-based company also announced Tuesday that Micky Arison, who has been CEO since 1979 and is the son of Carnival co-founder Ted Arison, is being replaced by Arnold W. Donald, who has served on the company’s board for the past 12 years. Arison will continue to serve as chairman of the board.
The profit was nearly triple the $14 million the world’s largest cruise company earned during the same period last year, a quarter in which it suffered from steep losses on fuel prices bets known as derivatives.
Earnings totaled 5 cents per share this quarter, up from 2 cents a share last year at this time. Revenue fell 1.7 percent to $3.48 billion.
Excluding one-time items, Carnival’s earnings were 9 cents per share. Analysts polled by FactSet had expected earnings of 6 cents per share on revenue of $3.56 billion.
Shares of Carnival rose $1.11, or 3 percent, to $34.33 in morning trading.
Arison led the company through an aggressive expansion that included the acquisition of several brands, including Holland America, Costa Cruises, Cunard and Seabourn. In 2003, he oversaw a merger between Carnival Corp. and P&O Princess Cruises. Today, Carnival runs cruises under 10 brands.
However, Arison came under fire during a period of bad publicity for Carnival earlier in the year, when a string of its cruise ships suffered through mechanical problems and fires. The most dramatic of them involved the Carnival Triumph, where passengers were stranded at sea for five days as toilets backed up and air conditioners failed. There were media reports of raw sewage seeping through walls and carpets.
Donald founded and led Merisant, a company whose products include sweetener brands Equal and Canderel. He also held multiple senior management roles at Monsanto over the course of 20-plus years, including president of the company’s consumer and nutrition sector and president of its agricultural sector.
The Triumph nightmare was followed up by problems on three other Carnival ships: The Elation, Dream and Legend — all of which made big headlines.
None of that helped restore confidence in vacationers, who are still wary after the January 2012 sinking of the Costa Concordia, also owned by Carnival.
In its earnings release Tuesday, Carnival said that advance bookings for the rest of 2013 are running behind last year’s levels, even at lower prices. Bookings on its namesake Carnival line are particularly weak.
Arison said in a statement that Carnival is working to market the “truly exceptional vacation values” that cruises offer through travel agents and other industry partners.
“We believe these initiatives, combined with slower supply growth, will lead to increased yields,” he said. “In addition, we remain focused on reducing our fuel dependence. By year end, we will achieve a 23 percent cumulative reduction in fuel consumption since 2005 and expect our research and development efforts in fuel saving technologies to continue to bear fruit.”
Those fuel-savings efforts seem to be paying off. In the quarter that ended May 31, the company saw a 14-percent drop in its fuel bill. The company spent $555 million on fuel, down from $645 million during the same quarter last year. Cruise companies, airlines and other large consumers of fuel typically make bets, called derivatives, on the price of oil, to hedge against any sudden spikes. Last year, Carnival lost $145 million in the second quarter on such bets. This year, that loss was narrowed to $31 million.
During the second quarter, the company took delivery of Princess Cruises’ 3,560-passenger Royal Princess, the first of a new class of ships for Princess. Additionally, Carnival Sunshine entered service in May following a $155 million modernization.