Royal Caribbean decides big is beautiful with fifth revolutionary Icon class of ship in 2028

• Royal Caribbean also has the option to build Icon 6 and Icon 7.
• Finland-based shipyard Meyer Turku will build the fifth Icon ship.
• The third Icon ship, Legend of the Seas will debut in 2026 followed by the fourth Icon ship in 2027.

Royal Caribbean will build its fifth Icon class of ship to be delivered by 2028. The line also has the option to add a sixth and seventh Icon ship.

The Finland-based shipyard Meyer Turku, which has built 25 ships for Royal Caribbean, will build the fifth Icon class ship. The shipyard built the first two Icon class ships – the 5610-passenger Icon of the Seas, which launched in 2024 and Star of the Seas debuted this year.

“As we continue to reimagine the future of vacations, we are excited to continue collaborating with Meyer Turku to grow the Icon Class – a first-of-its-kind series that delivers exceptional vacation experiences – and position us to usher in a new era of innovation that will disrupt the vacation sector through 2036,” said Jason Liberty, president and CEO of the Royal Caribbean Group.

 The shipyard is currently constructing two more ships – Legend of the Seas to debut in 2026 and another Icon class ship to launch in 2027.

Royal Caribbean has the option to build two more Icon class ships – Icon 6 and Icon 7 – if it decides to go ahead with the plans.

As the largest cruise ships in the world, Icon of the Seas and Star of the Seas each has 20 decks with 30 restaurants, 18 bars and lounges, seven swimming pools, a surf simulator, rock climbing wall, an escape room, a theatre, kids club, a giant water park and an indoor AquaTheatre with high-dive, breathtaking shows.

The introduction of Icon of the Seas marked a turning point in cruise economics.

At maximum occupancy, the vessel accommodates over 7,500 guests, supported by 2,300 crew. Its successor, Star of the Seas, launches in 2025, with three more Icons to follow by 2028. Collectively, the class will exceed 38,000 berths — a scale equivalent to several mid-sized cruise lines combined.

What sets the Icon class apart is not simply size but positioning.

Historically, three- and four-night itineraries were low-yield “entry products,” operated on older vessels. Icon has redefined this model by delivering a short-duration cruise with resort-level infrastructure.

For consumers, the three-night voyage has become an aspirational product — immersive, social-media-friendly, and worth paying a premium for.

The revenue model is equally disruptive. Most Icon deployments are to private islands such as CocoCay in the Bahamas. This creates a vertically integrated experience where virtually all discretionary spending — excursions, cabanas, beverage and dining packages, beach clubs — remains within Royal Caribbean. By eliminating leakage to local ports, these itineraries maximise per-passenger yield.

Icon bookings broke Royal Caribbean’s historical records, with consistently strong load factors and limited discounting. The product resonates strongly with American consumers seeking short, high-intensity escapes, effectively opening a new market segment that blends cruising with the economics of theme-park resorts.

The strategy also reduces external risks. By avoiding contested ports where cruise protests and regulations are mounting, Royal Caribbean insulates its product from operational disruption and reputational risk. Private destinations offer frictionless operations and scalable guest experiences.

With five ships confirmed and options for more, the Icon class is set to become Royal Caribbean’s flagship business model: short, high-capacity cruises to private islands that generate premium pricing and captive revenue. It is no exaggeration to say that the Icon class is not just a fleet expansion — it is the blueprint for the future of mass-market cruising.

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