Operator: Greetings, and welcome to the Carnival Corporation Q2 26 Earnings Results. At this time, all participants are in a listen-only mode. A brief question-and-answer session will follow the formal presentation. As a reminder, this conference is being recorded. It is now my pleasure to introduce your host, Beth Roberts, Senior Vice President of Investor Relations. Thank you, Beth. Please go ahead.

Beth Roberts: Thank you. Good morning, and welcome to our Second Quarter 26 Earnings Conference Call. I am joined today by our CEO, Joshua Ian Weinstein our CFO, David Bernstein and our Chair, Mickey Arison. Before we begin, please note that some of our remarks on this call will be forward looking. Therefore, I will refer you to today's press release and our filings with the SEC for additional information on factors and risks that could cause actual results to differ from our expectations. We will be referencing certain non GAAP financial measures, including yields, cruise costs without fuel, EBITDA, net income and related statistics for all, which are on a net basis or adjusted as defined. Unless otherwise stated. A reconciliation to U. S. GAAP is included in our earnings press release and our investor presentation. References to ticket prices, yields and cruise costs without fuel are in constant currency unless we know otherwise. Please visit our corporate website where our earnings press release and investor presentation can be found. With that, I would like to turn the call over to Joshua.

Joshua Ian Weinstein: Thanks, Beth and good morning, everyone. Once again, we delivered another quarter of outperformance. Demonstrating the strong demand we have across our portfolio of world class cruise lines the value consumers place on our vacation experiences, and the progress we are making across the business. It was another record quarter. With records across revenues, yields, EBITDA, net income, and customer deposits. Which reached an all time high of $9 billion. We outperformed our March guidance by $100 million driven by continued commercial execution and a step up in our cost efficiency efforts across the organization. Yields exceeded expectations on resilient close in demand and robust onboard spending. And marked our twelfth consecutive quarter of record yields. At the same time, we intensified our focus on cost management. Delivering flat unit operating costs and outperforming our cost guidance by 2.5 points. Fuel efficiency, improved by more than 5% building on last year's over 6% efficiency gain. And further supporting our cost performance. What stands out most is that we achieved these results despite operating through a period of extreme geopolitical volatility, consumer sentiment at historically low levels, and unusually high fuel prices. As we have consistently said, though, while we are incredibly resilient to major external shocks, we are not immune. And near term disruption can affect the timing of results. Especially if it persists for an extended period of time. Accordingly, our second quarter operational outperformance and accelerated cost efforts are offsetting the moderation we have incorporated into our back half outlook given the impact of the prolonged conflict. Specifically, this moderation was concentrated on our European deployments particularly in the Med region, which were closest to the conflict. And it was further exacerbated by elevated airfares and reduced international flight capacity for North American guests. So, yes, this did put a bit of a dent in our trajectory but as you would expect, our revenue management teams pivoted and performed exceptionally well. We entered the quarter having strategically positioned ourselves with both an occupancy and pricing advantage. Which was significant for European deployments. And which allowed us to deliberately utilize much of that occupancy advantage to prioritize price integrity. As a result, our book position remains ahead of last year as we begin the third quarter, at record prices in each of the remaining quarters of this year. With 93% of the business on our books, and less inventory remaining for sale than last year, we are well positioned to close out 26. And we continue to expect record yields in the second half of the year. Building on the strong mid single digit growth we achieved last year. Looking further out, we have continued to drive strong bookings for 2027 and beyond. Reinforcing our extended booking curve. Since the start of the second quarter, booking volumes and pricing for these future sailings have continued to run ahead of last year's levels. This strength has been broad based and includes our European deployments next year. Where bookings were up year over year in mid teens percentages at higher prices. Supporting our confidence in the longer term demand environment. As conditions continue to normalize, we expect to benefit from the strong underlying demand, pricing, and operational improvements that remain embedded in our business. And in fact, booking trends in recent weeks suggest we are already beginning to see a reversal of these headwinds. The key takeaway here is that this moderation is already proving to be transitory. And is not something that alters the underlying trajectory of the company. Importantly, these strong results are not being driven by a single factor. They are supported by structural improvements we continue to make across the business. These improvements are increasingly being driven by 3 areas. Stronger commercial capabilities disciplined fleet investments, and our differentiated destination portfolio. All while further reinforcing our industry leading cost advantage. First, we continue to sharpen our commercial capabilities through revenue management enhancement, personalization, marketing effectiveness, and pulling onboard spending forward. These capabilities are helping us drive stronger pricing, higher onboard spend, and improve commercial execution across the portfolio. Second, we are continuing to improve the earnings power of both our existing and future fleet through disciplined capacity growth and high return investments. Our capacity growth remains intentionally measured. And we remain highly disciplined in how we allocate capital investing behind those brands and opportunities that demonstrate the strongest return potential. This quarter, we placed orders for 3 new Princess Cruises ships. Scheduled for delivery in 2035, 2038, and 2039. These vessels build upon the success of our SPEAR class platform, with Sun Princess and Star Princess, continuing to deliver a fantastic guest satisfaction commercial performance. They bring our total order book to 10 ships, including 5 for Carnival Cruise Line, and 2 for Aida. While it is safe to assume that more will be ordered for delivery in the 20 thirties, we have no plans to deviate from our 1 to 2 ship per year cadence. What we do plan to do is lean heavily into investing in return generating modernization programs across our existing fleet. We are very encouraged by the continued performance of the AIDA evolution program with Aida Bella, becoming the third of 7 ships to complete the upgrade. We also recently announced Holland America Evolution, our next mid-life modernization program, which will further enhance the guest experience while creating additional revenue opportunities and operational efficiencies. 6 Holland America line ships will receive these upgrades beginning with Oosterdam in the fall of 2027. And we also anticipate moderate capacity growth for Holland America as we leverage ways to add cabins to these ships. You can expect to hear more in the coming months about significant enhancement programs for more of our brands. Third, we continue to maximize the value of our unmatched destination portfolio through investments that enhance the guest experience strengthen itinerary differentiation, and further leverage this amazing footprint. In early May, we completed a peer extension at Celebration Key increasing operational flexibility and enabling us to accommodate up to 4 ships and over 13 thousand guests on any given day. Next year, Celebration Key is expected to welcome 3.5 million visitors. While still providing ample capacity for future land side expansion. This month, we also opened the new pier at RelaxAway Half Moon Cay. Enabling 2 of our largest ships to dock simultaneously while maintaining tender operations for midsized vessels. This increases capacity at the destination to over 12 thousand guests per day. Relax Away has opened to rave reviews. Reflecting our deliberate intention to preserve the natural beauty and relaxed atmosphere that have made Half Moon Cay 1 of the most beloved destinations in The Caribbean. Importantly, these investments enable us to offer both Celebration Key, Grand Bahama, and RelaxAway Half Moon Cay on the same itinerary. Creating 2 highly differentiated beach experiences within a single vacation. Celebration Key offers a high energy experience, including expansive lagoons, the world's largest sand castle, complete with water slides, and the world's largest swim up bar. Relax Away is centered on the natural beauty of its mile long white sand beach and picturesque crystal blue waters. We believe this pairing is a meaningful competitive advantage. Beach vacations are among the most popular vacation choices for consumers, and few travel companies can offer this level of variety convenience, and value. Within a single vacation experience. We also continue to invest in Isla Tropicale in Roatan, recently completing an enhanced pool and cabana offering that adds to an already highly rated destination. These investments further strengthen our Western Caribbean itineraries by giving guests the flexibility to choose between an amazing beach day or explore 1 of the Caribbean's most content rich destinations. Isla Tropicale also pairs exceptionally well with our destination in Cozumel, Puerto Maya. Which serves as a gateway to some of the most sought after cultural and adventure experiences in Mexico. Together, these destinations create a differentiated Western Caribbean vacation that appeals to a broad range of guests and supports stronger demand across our deployment offering. These investments are particularly important because they build upon a position of strength in the Gulf Coast, where we have spent more than 25 years establishing the industry's leading presence. Today, we sail approximately 1 million guests annually from Galveston, and operate 6 ships from the market soon to be 7, with the arrival of Carnival Tropicale in 2028. Our scale which also extends to Gulf home ports in New Orleans, Mobile, and Tampa combined with our destination portfolio and long standing year round presence, provide a meaningful competitive advantage as demand continues to grow throughout the region. Taken together, our Paradise Collection destinations are expected to welcome over 9 million guest visits next year. With approximately 85% of our Caribbean itineraries, calling on at least 1 exclusive destination and nearly half visiting 2 or more. Our unique destination strategy extends well beyond The Caribbean. Alaska remains 1 of our most important competitive advantages. Spanned across 5 of our brands 19 ships, and 4 embarkation ports. Our scale and long standing presence in the Alaska region have helped secure preferential access to both embarkation ports and ports of call creating advantages that are increasingly difficult to replicate. Importantly, we are the only cruise company with a fully integrated land and sea platform. Through our lodges, rail assets, and motor coach operations, we offer high yielding, land and sea experiences that further differentiate our Alaska offerings. We currently operate lodges at 8 properties, including Denali, where an expansion of our most popular property is currently underway. Reflecting both the strength of demand and our confidence in the long term growth opportunity in the region. Together, our Caribbean and Alaska destination portfolios are exceptional assets that strengthen our competitive position and support long term growth across the business. Collectively, our commercial our fleet, and our destination initiatives are strengthening the business. As they continue to mature we expect them to drive stronger earnings cash flow, and returns over time. And as of today, we have the financial flexibility to simultaneously invest in our brands and destinations, continue reducing leverage, and accelerate shareholder returns. Consistent with that approach, we have already repurchased $450 million of stock under our opportunistic share buyback program. That flexibility is a direct result of the progress we have made over the past several years and reflects the strength of the foundation we have built. As we look ahead, we remain focused on executing our strategy navigating external conditions as they emerge, and continuing to deliver sustainable long term value for our shareholders. Of course, none of this progress would be possible without the dedication of our more than 160 thousand team members, ship and shore, I want to thank them for delivering these second quarter results and continuing to go above and beyond to deliver unforgettable happiness to our guests, by providing them with extraordinary cruise vacations while honoring the integrity of every place we visit, life we touch, and ocean we sail. I also want to thank our travel agent partners, our loyal guests, investors, destination partners, and all of our stakeholders for their continued support and for helping us build the momentum we are seeing across the business. With that, I will turn the call over to David to walk you through the quarter and our guidance in more detail.

David Bernstein: Thank you, Joshua. I will start today with a summary of our second quarter 26 results then I will provide color on our full-year June guidance and finish up with some comments on the unification of our dual-listed company structure and an update on our share buyback program. We delivered record second quarter net income exceeding our March guidance across revenue, costs, and earnings. These results reflect strong execution across our portfolio and the benefits of enhanced revenue optimization, cost management, and operational efficiency. Net income of $569 million was more than 20% higher than the prior year, despite a nearly 30% increase in our fuel price. Net income exceeded our March guidance by a $100 million or $0.07 per share. The outperformance versus March guidance was driven by 3 factors. The primary driver of our outperformance was exceptional cost discipline. Cruise costs without fuel per ALBD were essentially flat year over year, outperforming our March guidance by approximately 250 basis points and contributed $0.05 per share. This substantial improvement was achieved despite higher crew travel costs and freight, resulting from the Middle East disruption. Some of the $0.05 per share cost improvement this quarter was timing of expenses between the quarters. Importantly, the improvement was not solely timing related. During the quarter, we identified and implemented several initiatives that reduced our cost base and will continue to benefit earnings throughout the remainder of this year and beyond. Resulting in a $0.06 per share cost improvement flowing through to our full-year June guidance. Second, revenue contributed $0.01 per share as yields were up 2.2% versus the prior year on top of a more than 6% increase in the second quarter last year. Despite extreme geopolitical volatility and historic low levels of consumer sentiment, throughout the quarter resilient close in demand and robust onboard spending drove yields modestly above our March expectations. And third, the remaining $0.01 per share of favorability from improvements in depreciation expense and fuel consumption, where we delivered an over 5% year over year reduction. Now turning to our full-year June guidance. Our full year guidance calls for earnings per share of $2.22, which is $0.01 above our previous guidance as we recognize the EPS accretion from our second quarter share repurchases. Overall, due to the extreme geopolitical volatility that lasted more than 3 months, our June guidance reflects a revision to yield that was offset by our intensified focus on cost management. We view the revision to yield as transitory and not something that alters the underlying trajectory of the company, while our cost management initiatives are embedded in the business and should continue to benefit us over time. In addition, given the recent volatility of fuel prices, I would like to point out that the net impact of fuel pricing currency on our June guidance versus our previous guidance was less than $0.01 per share with our fuel price for the June guidance based on the current spot price of fuel. Now turning to yield growth. Our June guidance assumes normalized yield growth of approximately 2.25% As you recall, we normalized 2026 yield growth by approximately 50 basis points for 2 things. The previously disclosed impact of last summer's close-in decision to redeploy away from the winter 26 Arabian Gulf voyages, which in hindsight turned out to be a great decision. And the fourth quarter impacts of loyalty program accounting. Our yield growth was revised by approximately 1 percentage point relative to our previous guidance and represents a $0.14 per share operational knock on impact of the extreme geopolitical volatility generated by the Middle East conflict. As you heard from Joshua, the conflict in the Middle East impacted our European deployments. The end result is a portion of the yield moderation is from slightly lower occupancy and this revision includes both ticket and onboard revenue. We believe this decision is consistent with our habit of making decisions that are in the best interest of the company in the long run and will facilitate our ability to benefit from inherent strong demand as the extreme geopolitical volatility subsides. Cruise costs without fuel per ALBD are now expected to be up approximately 1.3% on a normalized basis, which includes the $0.06 per share cost savings I previously mentioned. This is normalized for 3 factors that constitute slightly more than a point of cruise cost without fuel. The partial year operating expenses associated with Celebration Key And RelaxAway Half Moon Cay and the timing of certain expenses between years as we previously discussed as well as the recent impact of higher crew travel costs and freight resulting from the Middle East disruption. Importantly, while the in the Middle East resulted in a yield growth revision by approximately 1 percentage point relative to our prior guidance our intensified focus on cost management generated an offsetting 1 percentage point improvement in cruise cost without fuel. This demonstrates the many levers we have to manage the overall performance of our business. Other operational favorability of $0.08 per share were driven by improvements in depreciation expense, fuel consumption, fuel mix, net interest expense, and other income. Now I will finish up with some comments on the unification of our dual-listed company structure and an update on our share buyback program. In early May, we announced the announcement of the unification of our dual-listed company structure under a single company Carnival Corporation, with Carnival plc as a UK subsidiary of Carnival Corporation. The completion of the DLC unification represents an important milestone in our company's evolution. The transaction simplifies our corporate structure enhances liquidity in our stock, creates a single global share price, and reduces administrative costs, all of which strengthens our ability to create long term shareholder value. I would like to take this opportunity to say thank you to our shareholders for their overwhelming support for this initiative. Turning to capital allocation. Late March, our board of directors approved an initial $2.5 billion share buyback program. The authorization of our buyback program reflects both the strength of our cash flow generation and our confidence in the long-term value of the business. Today, we have opportunistically repurchased over 17 million shares for over $450 million. Combining our annualized dividend distributions and just the share repurchases completed to date we will be returning $1.3 billion to shareholders this year while continuing to invest in growth opportunities and further strengthening our balance sheet. Our net debt to adjusted EBITDA ratio has consistently improved throughout the year from 3.4x at year-end 2025 to 3.3x at the end of the first quarter to 3.1x at the end of the second quarter, which is over a half a point improvement from just 1 year ago. All of this is made possible by the strength of our business which is forecasted to generate over $7 billion of EBITDA this year despite the recent events over the last 4 months.

Operator: Operator, we are now ready to open the call for questions. Thank you. Ladies and gentlemen, we will now be conducting a question and answer session. and 1 follow-up. Thank you. 1 moment please while we poll for questions. And our first question comes from the line of Raymond Bowers with Wells Fargo. Please proceed.

Raymond Bowers: Hey, guys. Thanks for the question. I apologize for my voice. I am fighting off some allergies. Just as we look at kind of the shape of the yield growth, for the balance of the year, it looks like Q4 kind of implies a slightly lower number than Q3. Anything to call out there? Is that just kind of being conservative or is there something about the shape of the year that would cause Q4 to be a little bit softer?

David Bernstein: Hey, you sound fine, Raymond. So Q4, when you normalize for the CCL loyalty, program, which is all in Q4, actually closer to 2%. So I do not think that is the normalized pattern. At the end of the day.

Raymond Bowers: Okay. Perfect. I did not realize it was all Q4. And then as we look out to 2027, you guys gave us kind of the impact of the war and the impact of the loyalty program I mean, seems like around a little bit above a 3 number is the core of where yield is growing. Is that a good number to have in mind for next year? Or are you guys going to pause on saying anything about 2027 this early?

Joshua Ian Weinstein: I think it is well done that you right off the bat, you tried to give us get us to give guidance on 2027, but we are not going to-- we are not going to do that yet. So sorry. I have to wait a little closer to 2027.

Raymond Bowers: Well, I guess if not that then, just what is the how much of that impact from loyalty kind of impairs 2027 numbers as well?

David Bernstein: Yeah. So for 2027 for the full year, it is like 0.4 of a point. Year over year. Year over year. Because it is a full year of that. Yeah. Exactly.

Raymond Bowers: Got it. Thanks so much, guys.

David Bernstein: Okay. Take care, Raymond.

Operator: The next question comes from the line of Steven Wieczynski with Stifel. Please proceed.

Steven Wieczynski: Hey guys, good morning. So Josh, I guess I am a little bit confused here. If we think about we think about your March full year guidance, which was 2.3175% yield guidance you provided this morning. Yeah. I am just trying to figure out what really has changed since, you know, since March. At that point, you guys were 85% booked for the year. So just wondering were you guys expecting a smaller impact from the war? Or was there a major change in demand for certain itineraries, or you guys witnessed a major uptick in cancellations. But guess the simple question, I mean, I guess, here's a simple question, Joshua. You know, is pretty much all of the 100-basis-point cut to yields just directly tied to The Middle East, meaning the rest of your deployments have been pretty much status quo?

Joshua Ian Weinstein: Yes. So let me I guess I will start by going back to March. We have been at the time a few weeks in to the conflict and what we did expect at that time was there was going to be a pretty significant pause as people try to figure out what this new normal means and what we talked about on the call is it did seem like there was kinda concentric circles as you go farther away from the conflict. So the Med region was really the thing that, you know, kind of was taking it most on the chin. It got better When You got to Northern Europe, and then it got better as you moved farther away. We certainly did not expect the conflict to last throughout the whole of our second quarter. Including the Strait Of Hormuz and all the knock on impacts that the world really saw from that. So, hindsight's great. But that was not the expectation. So when we when we then think about, you know, and try to do this, like, year over year, if we if we if we go last year, right, last year, March, was a was a recovery month for us. That was actually gaining steam because we had an impact in February from the initial rumblings of tariffs, if you remember. And then April of last year, just you know, you know, took a took a big hit, with all the volatility. People normalized as we talked about because they started figuring out what this means or does not mean to me, and they moved on. This year, March was clearly impacted by the start of the war to differing impacts like I talked about. And, we did better year-over-year in April, but we should have done better because last year, April was the volatility from the tariff announcements. Europe did do a good deal better in April than March, but it was not positive year over year. So we were still, you know, not in a great place, and that is not surprising because the news flow did not stop. Right? I mean, this was the last 3 months, until we turn the page a little bit in June, we will talk about that too. This was a perpetual headline of ever changing questions about when and how this was going to end. And people cannot normalize if they cannot figure out how are they going to plan their future. And we really did we really did experience that. So May was a bit of a step backwards year over year, versus April because of the comps at the least and then the ongoing pace of, of what was going on in the conflict. So I think the good news is June certainly seems to have turned a corner and that and last week was a was a nice was a nice, cherry on top as we kind of got the MOU signed and people started thinking about, okay. I can start planning my life again. So, you know, we do not plan. For smooth sailing, you know, on a on a continuous basis as we get through the end of this year. Think that would be naive. We think there will be bumps in the road, as the geopolitical situation does gradually normalize. And we are doing what we can and what we should, to move forward.

Steven Wieczynski: Okay. that is great. Thanks, Joshua. And then I guess you kinda answered this a little bit, but maybe not. But, you know, you mentioned a couple of times that you have recently started to see a reversal of these headwinds in terms of booking progress. So as we think about your guidance for the rest of the year, is that a assuming that reversal continues to play out? Or does that or does your guidance still assume that these headwinds that have been in place kind of stay in place for the remainder of the year?

Joshua Ian Weinstein: Yes. So we definitely do not expect to go backwards to what the second quarter looked like, meaning we do not expect we are not planning on a world where the conflict is going to reignite and the straits are going to be cut and closed and that is what we are going to be experiencing for the next several months. If that happens, we will have to see what that means for our business and what we do. I think the fact that we were able to deliver what we did in Q2 and come out the other side with what we expect to be record yields in the second half. And giving the dividend play and investing in ourselves and delevering. I mean, I think it shows the strength of the business. We are now planning for perfection, though. Okay.

Steven Wieczynski: Great. Thanks, Joshua. Really appreciate it. Thanks, Steven.

Operator: The next question comes from the line of Robin Farley with UBS. Please proceed.

Robin Farley: Great. Thanks. Just wanted to get a little more color around you were 85% booked in March and just kind of thinking about the delta for the 100 basis points for the full year to be on that last 15%. You maybe give us a little bit of insight into that demand for the med from North American travelers versus your European sourced customers to just get a little more color on that?

Joshua Ian Weinstein: Robin, I am sorry, can you do me a favor? I apologize. Can you ask the question again? Sorry about that.

Robin Farley: Sure. So basically, you are asking for the difference in demand from European sourced passengers for your European sourced brands versus North American travelers? Just trying to think about the you know, you were 85% booked for the year in March and so the 100 basis point change is really just occurring on that last 15%, you know, that had not been sold as of March. So just trying to think about how that is versus those 2 different customer segments of yours. Thanks.

Joshua Ian Weinstein: Yep. So what I would tell you is both our Europe segment and our North America segment for our Europe deployment were ahead on occupancy overall, which was which was great to see. It was significantly more ahead year over year for our North American brands, which makes sense because it is a longer haul, you know, type of decision they are making, and we were really leaning into to pulling that ahead. So their occupancy advantage actually unwound more than our European brands did. And so, you know, we are seeing a turn, which is great, as I mentioned. So it does seem like people are now turning the page including for Europe, but we are we are ending in a place where we absolutely expect positive yields for our European deployments as we move forward.

Robin Farley: Okay. Thanks. And just as a follow-up actually on a on a different topic. Christopher, you mentioned that the peer is done at Celebration Key to be able to have 4 ships. But I do not think you have announced anything in terms of expanding what you have available, your passenger capacity with the amenities there. Can you take 4 ships today and have all of those travelers there? Or when does that happen that you get the benefit of the year being open? Thanks.

Joshua Ian Weinstein: Yes. So we will get the benefit pretty much right away in that it gives us the flexibility to maximize that 13 thousand guest footprint that we have on land. We will not have 3 ships actually, no. Take that back. We have already had 3 ships in a day, which was great. Obviously, we take the 3 biggest ships because if we took the 3 biggest ships in a day, we would be closer to 18 thousand than we would 13 thousand. What it does give us, though, is the flexibility to optimize the deployments in the itineraries to mix and match the ships to make sure that we are getting as close to that 13 thousand guest count as we can on a on a regular basis. And that is why we are expecting and when you look at 2027, on an annualized basis for Celebration Key, you can think about 3.5 million people which is a pretty good step in the right direction. We will certainly be talking more about potential land side expansion as we make our way through the year. K.

Robin Farley: Great. Thank you. Thanks.

Operator: Next question comes from the line of Ben Chaiken with Mizuho. Please proceed.

Benjamin Chaiken: Hey, how's it going? Thanks for taking my questions. I would love to, Joshua, touch on the modernization effort It feels like you are maybe leaning into this a little bit further. Are there any statistics you can share, whether that is expected yield uplift or ROI? I guess it would just be great to understand kind of what data or thought process gives you the confidence in this strategy. Thanks.

Joshua Ian Weinstein: Sure. So the way we have looked at it there is 3 components to these modernization programs. 1 is the boring stuff, which happens on any refit is below the water line, the things you have to do to make sure that the equipment's in good order, etcetera. Next is what we consider the fun refurbishment side, which is guest facing public areas, cabin work, new venues for F and B experiences. And I will I will that is segment 2. And segment 3 is the ability to, include new cabins. We look at the latter 2 when we think about our ROIs and the investments we make. The cabins are easy. They pay for themselves in a couple of years. So when we find those opportunities, we them. We could not do it on Aida because they were so densely packed to begin with since their creation. But certainly for Holland America and other brands as we announced, those will be part of the equation. When we, look at the guest refurbishment side, we really think about it like a new build type of hurdle. With much less cost involved. So we expect to achieve at least high teens when we are going into those type of refurbishment decisions. Okay.

Benjamin Chaiken: Got it. that is that is helpful. And then maybe just touch on Celebration Key. You kind of alluded To It A Moment Ago In The Previous Question, But Any Update On Celebration Key from a demand perspective? But then also, more importantly, you are thinking about future phases of land development to the extent that is on your mind, kind of sounds like it might be. Thanks.

Joshua Ian Weinstein: Yes. So I will take the latter quickly. It is still a lot of work to do to get there, and we do not want to get ahead of anything. So nothing to talk about yet. But certainly as soon as we feel comfortable doing that, we will. With respect to demand, you know, it is really on almost all Caribbean capacity for Carnival. So it is it is pretty endemic and ingrained, in what their offering is. And, you know, the feedback has been really quite strong. You know, we solved a lot of the challenges that we had from start up, which is not surprising given it was a start up, and we expect, to just keep making the experience better and better for our guests. And now we have the ability to also pair that with RelaxAway at Half Moon Cay, which we are absolutely really ecstatic about. So a lot of lot of tailwinds as we look into the future. Thanks.

Benjamin Chaiken: Thanks, man.

Operator: The next question comes from the line of Xian Siew with BNP Paribas. Please proceed.

Analyst: Hi, guys. Thanks for the question. Maybe going back to the net yield guidance and the 100 bps reduction, I think you mentioned lower occupancy as part of that. So is it that you are kind of maybe leaving some cabins unsold rather than discounting? Or is it cancellations? Can you give us maybe a little bit more color? And then if I look ahead then, could occupancy snap back into next year? Thanks.

Joshua Ian Weinstein: Sure. So yes, I mean occupancy is definitely part of it. And we looked at particularly Q3, where we were looking at what the trends were and what our book position is and what is the right trade off to make. We took our occupancy expectations down a couple of points for Europe. Because we think that is the right thing to do for the long term. We recognize that might have an impact on the onboard spending, obviously, profile since there is fewer souls on board. But we are managing the business for the long term, so we think that is the right trade off and overall the healthiest thing for the business. As far as snapping back, you know, when we look into next year, yeah, absolutely. there is nothing to say that we should not be able to achieve what we want. And I have I have tried to stress in my notes, and I know David did as well, We really do view this as a temporal phenomenon. And it was just a little bit of a pause in the good momentum that we have had so that it is a little bit less momentum right now, and we expect to ramp it back up. as things do normalize. Great. Thanks. And then you talked a little bit about the Western Caribbean and Isla Tropicale. Just wondering if you could give us a little bit more color on what you think the opportunity is for that region as you kind of lean into it a bit more? Thanks. Yes. I mean we have been for decades. We will continue to do that. We are really excited in 2028. We will have the then newest ship for the Carnival Cruise Line brand positioned out of Galveston. And we continue to invest in things like Isla Tropicale and Puerto Maya, which is a beautiful gateway paradise collection, destination for us. So, we will continue to do what we have what we have been doing and try to maximize, our presence in the Western Caribbean as well.

Analyst: Great. Thanks. Good luck. Thank you.

Operator: The next question comes from the line of Matthew Boss with JPMorgan. Please proceed.

Matthew Boss: Great. Thanks. So Josh, with your booking curve the furthest out on record as you cited, could you elaborate on demand for 2027 sailings for Europe? As you noted, people turning the page there. And any notable trends in The Caribbean? Or maybe just if I put it all together, it sounds like, and I just wanted to confirm, no change at all in your confidence for moderate yield growth multi year as you outlined as part of the PROPEL plan.

Joshua Ian Weinstein: Yes. No change in my confidence for that. So it is early days for 2027. We wanted to give you a little bit of color that to kind of highlight the temporal nature of this, the fact that our European bookings over the same time that we saw a really big kind of pause for a lot of folks for 2026. We saw almost doubling down for 2027, which we thought was a was a great sign. You know, overall, we are, you know, at historic highs for price and occupancy for 2027, and we will we will work hard to improve our position over time.

Matthew Boss: Great. And then David, with your net cruise cost ex fuel guidance of 2% to 3% for this year, it is coming in roughly 100 basis points more favorable relative to your initial forecast. Do you see the cost savings this year as structural? Just wanted to confirm potential reinvestments that we should think about or just anything multiyear that would change the low single digit cost CAGR that was embedded in the PROPEL plan.

David Bernstein: Everything that the overwhelming majority of what we are doing is for the long term. We found lots of hundreds of little things that we can change over time. Which will improve our cost base. I mean, there is there is things like the brands have been optimizing the number of forklifts that they use on embarkation day. Know, when you go from 14 to 13 forklifts and you can make a change on multiple ships over multiple itineraries. It saves hundreds of thousands of dollars in a year. And there is lots of ideas and things like that. We have also been working with many of our suppliers and vendors to look for reduced rates as everybody implements AI and gains efficiency in their own business, we do expect fee reductions as a result of that. So hundreds of items across the business, which we view as permanent cost savings in the future.

Matthew Boss: it is great color. Best of luck. Thank you.

Operator: The next question comes from the line of James Hardiman with Citi. Please proceed.

James Hardiman: Hi. This is Sean Wagner on for James. Similar to the first question about yield impacts in 2027 and understanding that it is too early to give us 2027 guidance. But with all the moving parts and 1 time pieces called out in the 2026 cost guidance, how should we think about these cost items into next year? I assume you get all of the 30 bps of elevated costs related to The Middle East back, but can you sort of walk us through how the timing of costs and partial operating expenses for the 2 exclusive destinations net out next year?

David Bernstein: Yes. So there is a lot of puts and takes for 2027. But at this point in time, I think it is a little premature to because many decisions have yet to be made 2027. And so like the guidance that yield guidance that Joshua referred to, You will have to wait a little bit closer to the end of the year to give to get better color on that. But as we said in our long term PROPEL model and guidance, we have got great cost discipline built in the business. And we do expect to utilize that discipline to control costs over time.

James Hardiman: Okay. Fair enough. Then I guess you spoke on bookings and pricing on 2027, sales being up since March. How does the overall 2027 booking curve compare to 2026 at this point? And then, I guess, to the point of the substantial increase in European bookings for 2027, is that increase primarily first half weighted?

Joshua Ian Weinstein: So, yes, overall our position for 2027 is at historical highs for price and occupancy. Occupancy. So we are setting ourselves up well. So still a lot of work to do. I do not have the split, to be honest with you, for Europe between first half and second half. So we can we can try to get back to you on that. But overall, we feel like we are setting ourselves up you know, as best as we can be, and we will we will see how we can progress things.

James Hardiman: Okay. Thanks a lot. Thank you.

Operator: And the next question comes from the line of Lizzie Dove with Goldman Sachs. Please proceed.

Analyst: Hi, good morning. Thanks for taking the question. So as it relates to this year, it sounds like for the guidance cut on yield most of that, maybe all of it is Europe. But could you maybe elaborate a little more on Caribbean trends? How would you characterize the kind of backdrop in the in competitive environment there? And how did the conflict or higher airfares from the conflict impact that region versus Europe?

Joshua Ian Weinstein: Sure. Hi, Lizzie. So I think it is fair to say holistically nothing was immune because there were certainly people at any price point for any deployment that this changed their decision making process. But clearly, you know, as we talked about for us at least, it was really centered, primarily in Europe and then lesser impacts as it got farther away. The actual booking trajectory of The Caribbean did not take much of a movement as we went into the war during the war and now have come out. So, you know, we just seem to be chugging along. it is fair to say we are chugging along, you know, where the capacity increase, you know, outside of us is 27% over 2 years. So I have said before, give me 2 options. 1 is no growth and other is 27. I will take the no growth. But that is already been baked into our planning and how we have been positioning ourselves. Got it. Thank you. And then, I guess, just going back to Europe. 1 thing I am trying to square is, you know, we had 1 of your peers say Europe trends turned in late April. It sounds like yours are kind of starting to turn now. So is there anything that you would flag from, you know, maybe more of a brand perspective? I know we have discussed, like, local Europe versus US, but anything whether it be P and O, Aida versus Costa that you would flag in terms of how Europe has trended? Yes. Well, I will be certainly would not speak for any of our competitors, so I can just speak for our ourselves. I am not sure if you heard what I had said earlier on the call, but May, even for Europe, was definitely a good amount better than-- pardon me, April was a good amount better than May. But it still did not mean it was going great. So you could say for us, yeah, it was recovering in April. Versus where we were in March, which was really a bit of a cardiac arrest for a little while. But it still it still was not great. And April, we did have much easier comps year over year. And May, it was just that continuation of the news flow and fuel prices and will Europe have fuel to fly my plane back home? Right? I mean, all those things, they did not really die down. And so it did definitely have an impact, at least for us. In May, particularly with folks who were looking to fly. So, that is the best I can tell you about ourselves. Thanks, Joshua.

Analyst: Thank you, Lizzie.

Operator: And the next question comes from the line of Connor Cunningham with Melius Research. Please proceed.

Conor Cunningham: Hi, everyone. Thank you. Just on Celebration Key, I know you talked about the ramp and the goal for next year. But I think you start to sell itineraries to other brands that start to touch there. I think Princess itinerary start to open up in November or something like that. If you could just talk about how different brands are going to be impacted? Or, yeah. If you can just talk about the opportunity at the different brands for Celebration Key in general. Thank you.

Joshua Ian Weinstein: Yes, sure. So definitely, opportunities we are actually going to I think Aida is technically the first brand that is going to touch down outside of Carnival Cruise Line. So they get the mantle. But that is fairly irregular as opposed to what Princess is gonna be doing, which is more scheduled, throughout the winter. Right now, I would say it is great, but it is a tail wagging the dog. Because, you know, for the most part, Carnival Cruise Line is taking up most of it. But we have we certainly have been building out itineraries for as many brands, as many ships to be able to benefit from celebration key as possible. And we have the same approach for not only celebration key, but for relax away at half moon. And just try to maximize the impact that we can make for the for the company. The limiting factor certainly on Celebration Key is that landside. So, hopefully, as we make our way through the latter half of this decade, we will be able to make some inroads on giving ourselves even more opportunity.

Conor Cunningham: Okay. that is helpful. And then I am sorry to bring it back to 27. there is a lot of moving parts. So, like, I think we all understand that second half comps are now a little bit easier than they were before. But you made the parallel to the trade and tariff situation you know, in 2025. So that seemed to, like, linger on I think, within your yield headwinds for a little bit longer than what I think we all kind of anticipated. So when you book stuff and I presumably think that is a first half commentary during this whole time Did your yields change meaningfully in any direction? Just trying to understand the transitory, you know, part of the whole thing. Thank you.

Joshua Ian Weinstein: I had you until you asked the last part of the question, to be honest with you. Yes.

Conor Cunningham: it is like you are talking about how transitory, and I understand that the worst is over. And yields are, you know, your bookings are starting to improve, but presumably, you booked some 27 bookings in the first half. You know, during this time frame. Like, did that like, should we expect a headwind to first half of 27 next year just given things were booked now? If that makes sense?

Joshua Ian Weinstein: I got you. Well, you are certainly right about last year. The flavor of that crisis had a lingering impact. As far as this goes, I think it is safe to say we are still early days to figure out exactly how much, if and which way, you know, this is all coming together for 2027. So I think it is a little bit premature. Clearly, there is some folks who are not booking. Right, who just went through the quarter and did not book, and there is an impact I think the good news is overall for 2027, our bookings were up year over year. Which is a good sign.

Conor Cunningham: Okay. Enough. Thank you. Thanks.

Operator: The next question comes from the line of Andrew Didora with Bank of America. Please proceed.

Analyst: Hey, good morning everyone. I guess just 1 last question on kind of the occupancy point in the back half of the year. Just embedded in your 3Q net yield guidance, should we be factoring in flat year over year occupancy down occupancy or up occupancy?

David Bernstein: Yeah. So it is probably relatively flat year over year. Our original thought would be that we would perhaps get a bit more than we did in the prior year. But given the circumstances, I would say it is going to be close to flat.

Analyst: Okay. that is helpful. Thank you. And then Joshua, just you continue to double down on kind of the limited fleet growth and new hardware I guess, you know, what are maybe the top 2 or 3 opportunities that, you know, Carnival has that can help keep your longer term net yield growth sort of in that moderate range or I will call it above inflationary range over the next several years as you have a little bit more modest fleet growth? Thank you.

Joshua Ian Weinstein: Yes, thanks. Honestly, I think a lot of it is just blocking and tackling. And doing well across the space in our commercial execution. With respect to things that we can introduce to help everybody, we have got a lot of the foundation in place already with the destination footprint we have already got that we can now leverage fully. As we look as we look forward. I think that is gonna help. I think our brands are truly world class. They have been doing a lot. To show significant improvement in their yields, most of which had no new builds. And so we just gotta keep doing what we have been doing and deliver. We have got time for, we have got time for 1 more operator.

Operator: The final question will come from the line of David Katz with Jefferies. Please proceed.

David Katz: Hey, good morning. This is Anthony on for David Katz. Thanks for taking our question. Just 1 quick 1 on the capital returns. I know you have done the dividend and the buyback. Just curious if you expect the dividend to kind of remain constant or grow over time. For repurchases, is the level that you have been doing over the first half represent of what you kind of expect for the second half? Or how should we think about that? Thank you

Joshua Ian Weinstein: Sure. Well, I am only 1 of many board members, and this is a board decision about the dividend. I do think it would be fair to say that a moderate increase as we look forward is rational and reasonable, but, ultimately, we have to do that with the board in full And I think we will do that in a very measured responsible way. With respect to the, the buybacks, you know, I have said, you know, we got the initial authorization for $2.5 billion. We certainly do not expect to spend $2.5 billion this year. At an annualized rate, $450 million a quarter would probably be too much. To expect at least on our current thinking. But we have been opportunistic, and we will continue to be opportunistic. So we still have plenty of headroom as we look forward with the cash that we are generating. And the metrics that we are trying to achieve. So, you know, I expect more to come, but I would not be wedded to annualizing this quarter's amount. Thank you. Okay. Well, thank you very much, everybody. I hope you all have very pleasant summers. I hope you are sailing with us and we will see you talk to you in September. Take care.

Operator: Thank you. This concludes today's conference. You may disconnect your lines at this time. And we thank you for your participation.