MMC First Process is a Norwegian company. We are transforming the seafood industry by offering complete and sustainable system solutions for handling, processing and cooling of fish to the seafood industry - within wildcatch and aquaculture - worldwide.
The purpose of our sustainability report is to be transparent about our current sustainability performance, to communicate our future goals and to share the story on how we aim to achieve those goals.
The ocean, and the wild nature on the west coast of Norway has shaped a culture for pioneering and exploring since the pre-Viking age.
With the North Sea as highway to the world we understood that quality is a matter of life or death at sea. Our forefathers have passed on the knowledge through generations, creating a tradition for innovation.
We been raised to only harvest what we need and utilize everything that we harvest in a sustainable way. And this is a heritage MMC First Process will pass on to the generations to come.
The aquaculture industry is at a crossroad, to deliver annual production growth to meet the need for food and food security from a growing population and an increasing middle class.
Wild catch is stagnating, and aquaculture represents an environmentally sustainable and healthy alternative to wild catch and meat. Increased consumption of seafood supports several of the United Nations Sustainability Goals. Global aquaculture needs to expand to meet global demand for seafood and proteins. Norway is the largest producer of farmed salmon and trout in the world and demand growth is constrained by supply growth primarily limited by three constraints which lower volume volatility significantly: regulations, biology and tax effects.
Norway produces approximately 47 million salmon meals per day and through innovative solutions and improved operations this production volume has the potential to double within the next decade if we can crack the code. Due to increasing global tension, uncertainty and wars, there is an ever-growing need for food security. By Norway doubling aquaculture production capacity, Norway can secure food and be a significant provider to Europe’s 750 million inhabitants.
The Norwegian Government issued Havbruksmeldingen, a white paper on the 10th of April 2025 calling for a major transformation of the aquaculture industry, with the goal of enabling sustainable growth and value creation along the Norwegian coastline. The direction is clear, fish welfare must be improved and documented, loss of fish will be costly, environmental impact must be significantly reduced, and technology and new solutions will help to get there.
The industry has asked for stable and predictable framework conditions at a challenging time, and Havbruksmeldingen entails a total restructuring of the permit system and lice regulation. Such significant restructuring was hardly what the aquaculture industry expected, and the desire for stability and a predictable framework has partly been replaced by increased uncertainty.
In early June, Havbruksmeldingen was debated in Parliament, and Arbeiderpartiet, Senterpartiet, SV, Høyre and Fremskrittspartiet reached a common understanding and are now broadly aligned on the regulation of the aquaculture industry. Until the new regulatory system is in place, the current arrangement for aquaculture with a traffic light system and MTB (maximum allowed biomass) will continue. Additionally, there will be incentive mechanisms to reduce the environmental footprint. Time will tell whether the measures proposed by the labor-run Government will be suitable for contributing to increased growth, profitability and competitiveness in the aquaculture industry. Havbruksmeldingen is neutral with regard to selection and decision on technology and solutions, which is well received by the industry. The incentives to take care of the fish and control lice will be the two main drivers to improve reputation. The challenge is that the industry has ongoing challenges that are unsustainable and must be solved promptly.
Innovative suppliers and technological offerings focused on fish welfare and reducing spreading of infection play a central role in increasing production. With salmon growth linked to sea lice levels, the industry has increased investments in order to prevent and mitigate sea lice and disease affects without significant success. Although technological solutions such as Stingray and Optiscale and submerged-, semi closed and closed pens are demonstrating progress.
I am convinced that our company and the industry can lead the way by offering sustainable solutions and make the changes necessary for those who invest in documented fish welfare and data-driven solutions, there will be significant competitive advantage.
MMC First Process has unmatched competence and a wide range of technology within fish handling, processing, cooling and energy.
This pooling of specialist expertise makes us a complete supplier to the seafood industry of advanced and sustainable system solutions for handling, processing and cooling of fish.
A complete supplier of sustainable fish handling systems in one company.
Our vision is to transform the seafood industry by offering complete and sustainable system solutions for handling, processing and cooling of fish to the seafood industry - within wildcatch and aquaculture - worldwide.
Together we want to make our customers the best in the world at managing the sea’s most important food resources efficiently, sustainably and carefully to leverage our common resources in the best way for future generations. This is our mission.
AQUACULTURE
Live fish carrier
Land based farming
Holding tank systems
Closed fish farming
Aquaculture processing
Stun and bleed
FISHERIES
Pelagic vessels
White fish processing
Pelagic processing
WATER TREATMENT
Live fish carrier Land based
ENERGY MANAGEMENT
Cooling and heating Energy control
DIGITALIZATION & AI
AQU automation
AQU insight AQU control
AFTERMARKET & SERVICE
Spare parts Service 24/7
Upgrade and rebuild
Enable
Scope 1:
Emissions resulting from activities directly linked to production.
Scope 2:
Emissions resulting from indirect emissions such as heating and electricity usage.
Scope 3:
Emissions as a consequence of the products and services we purchase from our supply chain.
The Company’s strategy is based on the twin concepts of completeness and sustainability, in other words we aim to be a complete supplier of sustainable systems for handling marine biomass.
The sustainability strategy is based on three pillars:
• Fish Welfare and Food Production
• Sustainable value chain
• Competence and collaboration
Under each of these pillars, we have set targets and operative KPIs that relate to specific tasks at the departmental level in the Company. We refer directly to seven of the UN SDGs, which we have decided to prioritise.
Establishment
MMC was founded in 1986 with focus on vacuum pumps
Professionalization
Havyard, a listed company, acquired 70% of MMC and professionalized the organization
Merger
Created a complete provider of live fish handling solutions
Credo aquisition
Strong focus on profitable growth and expansion into new markets
Establishment
First Process was founded in 2003 as a provider of processing equipment to the seafood industry
Global expansion
Established in Japan, Peru and Chile with a production partner in Lithuania
Integration
Technical competence and professionalization capabilities, combined with an attractive and scalable business model. 1+1=3
Synergy realization
Significant uptick in order intake and entry into land-based farming with orders from industry leaders
Strategic partnership with Marel
Empowering excellence in seafood processing
2021 2023 2025
Double Materiality
Strategic anchoring and foundation for ownership of sustainability
Launching
Energy efficiency systems, precision stun and bleed, water treatment systems, fish welfare approved program, fish weltech insight and closed fish farming systems
Standardizes and unifies all products under one name
CONSOLIDATING 40 YEARS OF INNOVATION INTO ONE SUSTAINABLE
MMC First Process launches the AQU Synergy Portfolio – a unified platform for sustainable seafood handling and processing solutions.
Over four decades, MMC First Process and its predecessors have developed technologies and systems that prioritize fish welfare, product quality, and responsible resource use. Now, the entire product portfolio is brought together under a new, cohesive brand: AQU Synergy Portfolio
– “The name AQU is derived from aquatic, which encompasses all life and activity connected to water. It reflects both our roots in the ocean and our commitment to developing solutions that support a more sustainable seafood industry,” says Per Helge Devold, Marketing Director at MMC First Process.
Behind today’s MMC First Process lies a rich history of entrepreneurship and innovation rooted in Norway’s coastal communities. Driven by passion and ingenuity, these efforts have resulted in advanced technologies that enable efficient operations while reducing environmental impact.
– “Our story is about people constantly striving to do better – more gently, more efficiently, and with greater precision. This has led to solutions that improve fish quality, reduce waste, and promote better use of resources,” says CEO Lars Erling Krogh.
Throughout its journey, MMC First Process has evolved through a series of mergers and partnerships – including Odim, Fodema, Tendos, Optimar, and
First Process – culminating in the 2017 merger that created today’s company. Along the way, a shared vision of sustainability has grown stronger, guiding product development, operations, and customer support.
– “Our technology empowers customers to produce more with less –lowering their environmental footprint while increasing animal welfare. That’s sustainability in action,” Krogh explains.
By uniting all products and systems under the AQU Synergy Portfolio, MMC First Process strengthens its position as a leader in innovation –and a contributor to the green transition.
– “We know that the future of seafood production must be both efficient and responsible. AQU Synergy Portfolio is our response: a complete, coherent platform built on 40 years of experience – and designed to shape the next 40 with sustainability at its core,” Krogh concludes.
Our values of Engaged, Cooperative, and Responsible are now wellintegrated as an essential part of the MMC First Process. The values represent both who we are and what we want to achieve. The company has undergone several changes in recent years, and we have demonstrated a strong ability to adapt. This is not possible without our leaders and employees translating the values and what they represent into good activities and thoughtful initiatives.
The values now represent a crucial part of the foundation of MMC First Process and will be essential for further growth and success.
Our ambition to be a ”Complete Game Changer” remains firm, and our values will promote the culture that this ambition represents. These values will guide us in working in the same direction and will create pride, cooperation, and a shared commitment among our employees. The values will represent a forward-looking and ambitious culture where our employees experience a good connection between their work tasks and the company’s goals.
The values are personalized. The values concern each of us, and we should all be able to share a common identity in these values.
I am ENGAGED.
I am COOPERATIVE. I am RESPONSIBLE.
• We are engaged, forward leaning, light-footed and unique, with a strong desire to succeed.
• We have a culture characterized by innovation, cooperation and sharing of competence.
We are all Game Changers.
• We acknowledge the important combination of practical and theoretical competence in the company.
• We have fantastic employees creating value every day.
We work together.
• We win as a team, not as individuals.
• We are ambassadors for the company, and talk positively about each other across departments, business units, competence areas and locations.
• Power in One is all about interaction and diversity across the whole company.
• We want a working environment which is respectful and based on trust, where everyone is included.
We take social responsibility.
• What we do must be legal, in accordance with our values, it must be right, and we must have credibility.
• No one should work too much at the expense of life, health or family.
Ethical guidelines and the Code of Conduct define how all our employees and partners perform their tasks and relate to us and the world around us. We are proud of the ethical business practices we have established and the values we live by.
Common values provide the company with a strong ethical and moral platform and are crucial for us to be able to attract employees, and as partners for customers to choose us for their projects. It helps to build trust between colleagues and partners. It also helps build pride and strengthen the business and the company.
We have a strong reputation, and we will continue to develop our company’s culture as expressed in all our communication, behavior, and ethical guidelines. With a world-leading position in the market comes a great ethical responsibility, which we take very seriously.
80% of all our customers and partners have signed our code of conduct, all our employees are required to follow our ethical guidelines.
MMC First Process supports internationally recognized human rights, such as the UN Declaration of Human Rights and the standards promoted by the International Labor Organization (ILO). We strive to ensure that all our activities worldwide are conducted in accordance with these basic human rights.
Examples of important human rights related to the business are:
• Freedom of speech.
• Freedom of association and collective bargaining.
• Labour standards, including prevention of forced labour, child labour and discrimination.
Customer care, fish welfare and the environment will always be our top priorities, and the ten principles in the UN Global Compact match perfectly with our own ambitions in MMC First Process.
UN Global Compact`s mission is to generate an international movement for sustainable companies, and encourage companies and organizations to align their strategies and operations with ten universal principles on human rights, labour standards, the environment and the fight against corruption. A further aim is to promote the UN Sustainable Development Goals (SDGs).
Joining the United Nations Global Compact represents a further step forward, as we develop the sustainability strategy.
MMC First Process is strongly agains all forms of corruption and works actively to ensure that this does not occur within the company. Corruption is not tolerated and violations will lead to disciplinary action. As a part of its anticorruption efforts, we has implemented a code of conduct for all employees, including management.
This code helps the organization to make the correct decisions day to day. All employees go through an ethical guidelines and code of conduct course.
Customer care, fish welfare and the environment will always be our top priorities, and the ten principles in the UN Global Compact match perfectly with our own ambitions in MMC First Process.
UN Global Compact`s mission is to generate an international movement for sustainable companies, and encourage companies and organizations to align their strategies and operations with ten universal principles on human rights, labour standards, the environment and the fight against corruption. A further aim is to promote the UN Sustainable Development Goals (SDGs).
Joining the United Nations Global Compact represents a further step forward, as we develop the sustainability strategy.
In 2020, MMC First Process conducted a EU Taxonomy screening (“the Taxonomy”) for the first time.
The purpose of the screening was to:
1. understand if MMC First Process conducts business today that is defined as a green activity in the Taxonomy, or
2. what the future holds for MMC First Process with regard to the future development and expansion of the Taxonomy.
Whatever the industry or business, the Taxonomy is based on the following 6 environmental objectives:
1. climate change mitigation
2. climate change adaptation
3. sustainable use and protection of water and marine resources
4. transition to a circular economy, waste prevention and recycling
5. pollution prevention and control
6. protection of healthy ecosystems
Based on the objectives there are 3 conditions to comply with to be considered a green business:
1. contribute substantially to at least one of the six environmental objectives
2. do no significant harm to any of the other environmental objectives
3. comply with Minimum Social Safeguards
Result of screening
MMC First Process’ activities is not per 2024 defined as green by the taxonomy. MMC First Process will continue to monitor future developments of the screening criteria to early understand what it might mean for our business activities.
Lars Erling Krogh
The report describes the equality situation in MMC FIRST PROCESS AS and the work carried out by the company to ensure equal opportunities for all employees. Part of our work involved using Equality Check’s tools, which will ensure a more systematic approach to our equality work in the future.
The report has identified measures to prevent discrimination and facilitate equality, diversity, and inclusion. Equality, diversity, and inclusion are issues we are committed to addressing as a company, and we strive to create a workplace that embodies these values. Working with equality, diversity, and inclusion is a focus in MMC First Process’s management team, and our measures to prevent discrimination and promote equality are linked to what we also consider to be our most significant risk areas: gender balance and cultural diversity.
Our primary focus is on establishing a work culture and formal processes that promote gender balance, age diversity, and multicultural backgrounds among our employees.
Our work is now more closely aligned with business goals, sustainability strategies, and leadership development.
We also see an increased need for efforts related to universal design, inclusive work environments, and support for employees with different functional variations.
Measures implemented and continued Embeddedness and leadership
Diversity and inclusion goals are now part of the company’s performance monitoring process. Succession planning and competence development are increasingly focused on gender, age, and cultural diversity.
Recruitment and language
We use inclusive language in all job advertisements and review these in collaboration between HR and line managers. Recruitment processes are regularly evaluated in management meetings, with a requirement for documented diversity in candidate sources.
Language requirements for different positions are continually evaluated to prevent unintentional exclusion.
Inclusion and universal design
• All office premises and production areas have been reviewed to ensure universal accessibility, and measures have been implemented where needed.
• We work closely with NAV on adaptation, the use of employer subsidies, and the recruitment of people with disabilities.
• We offer internal training programs for managers and shop stewards in adaptation and inclusive practices.
Culture and well-being
We organize social events with and without alcohol, and at times that suit different life situations.
All our canteens offer allergy-friendly and culturally adapted food options.
• Products and user guides are designed with universal design and inclusive language.
We continue to recognize our responsibility as a player in a maledominated industry, and have therefore continued and expanded our work aimed at young and underrepresented groups.
• We actively participate in education fairs to strengthen our work with strategic recruitment and Employer Branding
We have continuous dialogue with middle schools, high schools, and technical colleges, and involve apprentices and young employees in highlighting career paths with us.
Around 5% of our employees are apprentices, and we are continuously taking on new ones. We have found that many continue in permanent positions after completing their apprenticeship.
• We offer educational scholarships and leadership development for young talents, and in 2024-2025, we completed the third round of our leadership program.
Evaluation and the way forward
We have made significant progress, especially in achieving gender balance within various professional environments and management groups. At the same time, we are aware that real inclusion and cultural diversity require continuous efforts, and we will continue to focus on training, collaboration processes, and engagement analyses of the work environment.
Continue e-learning courses on unconscious discrimination to the entire organization
• Involve shop stewards more closely in goal follow-up and further measures
• Through Pulse Measurements in the company, measure the effect of measures regularly to be able to compare development from year to year
We believe that change occurs when diversity is not treated as an add-on, but as a natural part of how we manage, recruit, and develop. MMC First Process should be a workplace where everyone, regardless of their background, experiences a sense of belonging and the opportunity for growth.
In a time of increasing global disruption, technological advance-ments, and growing demands for sustainability, MMC First Process has elevated its work with the supply chain to a new level. The supply chain is no longer “just” logistics – it is a strategic area for the company that shapes our competitiveness, social responsibility, and ability to deliver innovative solutions with a progressively smaller climate footprint.
In recent years, the world’s supply chains have faced major challenges. Trade conflicts, natural disasters, and geopolitical tensions have tested the resilience of global value chains. At a time when disruptions in global supply chains are becoming increasingly complex and unpredictable, MMC First Process has nevertheless chosen to see these challenges as opportunities for improvement and growth. Increased pressure towards more sustainable supply chains, combined with technological advances, has forced an evolution in how the company thinks about and works with its value chain.
Therefore, we are now seeing a movement towards local and regional solutions, and MMC First Process has chosen to strengthen relationships with suppliers in nearby areas to reduce risk and increase transparency. This allows us to strengthen local value creation, while reducing transport emissions and dependence on vulnerable global routes.
In parallel with this development, sustainable purchasing has become a central area of focus. The complexity of modern purchasing makes sustainable solutions demanding, not only due to costs and regulatory requirements, but also due to the supplier’s capacity and expertise. Nevertheless, the benefits are great if you have the right knowledge in place and good routines for risk assessments in the purchasing teams. In other words, we see that the role of buyers has changed from a purely transactional role to a strategic key position in the business. Some of the potential benefits are:
• Reduced environmental footprint through the selection of suppliers with documented sustainability practices
• Increased social responsibility, including fair working conditions and support for local actors Innovation and competitive advantage by prioritizing circularity and low-emission solutions
To succeed in this, MMC First Process has implemented a Supplier Relationship Management (SRM) system that provides a better overview and control of the supply chain. The implementation of the system is an essential step in ensuring increased collaboration across the organization so that the sustainability goals are achieved. This gives us:
A better overview of supplier status and risk profile Tools for systematic audit and follow-up of suppliers, including ethical and social assessment
Effective contract management and follow-up of improvements
• The possibility to measure and reduce greenhouse gas emissions from the supply chain
In addition, modules in this system are used to analyze purchasing data, and thus measure supplier performance, identify areas for improvement, and ensure that our suppliers meet our standards for sustainability. The result is a clearer understanding of where we stand, what needs to be improved, and how we can improve efficiency both financially and environmentally. With this insight, we can achieve greater control, better transparency, and increased automation in supplier management.
Working with the supply chain is not limited to technology and systems. It is also about people and culture. Through our work, we want to show how everyone in the organization – whether they work in purchasing, production, development, or administration – plays a role in building a supply chain that is robust, sustainable, and responsible. This is a prerequisite for our competitiveness, customer satisfaction, and achieving our goals of a reduced environmental footprint and increased social responsibility.
We have already started to see results. More suppliers have been given clear expectations about sustainability and ethics, and the proportion of local suppliers has increased. This has contributed to reduced transport emissions and strengthened local value creation. In addition, data from the SRM system provides us with the opportunity to demonstrate concrete improvements, such as the proportion of suppliers assessed on ESG criteria, results from supplier audits, and reductions in transport-related emissions.
Supply chain work is therefore not just an internal process – it is part of MMC First Process’ holistic approach to sustainability and value creation. It is work that requires ownership from the entire organization, creating a foundation for long-term success and accountability in everything we do.
HSE and quality form a solid foundation for sustainable development by ensuring safe working conditions, responsible operations, and high standards of fish welfare – prerequisites for both biological and social sustainability in aquaculture.
We see continuous improvement in HSE, quality, and fish welfare as an opportunity for innovation – and as a necessity to be a knowledge-driven partner in developing the best solutions together with our customers.
Our goal for personal injuries is zero, and we have a clear focus on prevention in the workplace. To strengthen this work, we have established a protective equipment committee, developed a comprehensive HSE training program for all employees, and increased the organization’s competence in areas such as mental health. Close cooperation between the HSEQ department, the occupational health service, safety representatives and the working environment committee contributes to a healthy workplace built on research-based knowledge.
A good and safe working environment is a cornerstone of good occupational health. Our values, ethical guidelines, and policies form the foundation for this work. Workshops, modules in the Game Changer Academy, and management program provide continuous knowledge and focus on the working environment.
Injury rate/sickness absence: 6 personal injuries registered, (4 without sick leave and 2 with longer sick leave (over 17 days)).
Sickness absence in the organization is 4.2%
The safety of our employees is our highest priority in all our work. We have developed and implemented a Site Safety Standard for both field work and our locations. Safe Job Analysis (SJA) is a crucial component of our proactive safety efforts. SJA provides an opportunity to reflect on and plan changes based on the task, conditions, and circumstances. An effective system for this is integrated into our management system.
During 2024, MMC First Process recorded 6 personal injuries that resulted in absence and loss of productice work time (Lost Time Injury/LTI).
*A lost time injury (LTI) is an injury sustained on the job by an employee that results in the loss of productive work time.
We have an established industrial safety organization that is equipped to act quickly and effectively to limit the consequences of unwanted incidents that threaten life, health, the environment, and material assets. The goal is that normality should be restored quickly. MMC First Process has developed an emergency preparedness plan, trained its staff, and conducted necessary exercises to ensure a high level of readiness at its locations.
We work purposefully to reduce our environmental footprint and ensure sustainable solutions throughout the value chain. Fish welfare, the proper use of chemicals, waste management, and responsible supplier monitoring are central to our environmental work. Through clear expectations, training, and cooperation with suppliers, we take active responsibility for nature, animal welfare, and future value creation.
The welfare of the fish is our highest priority. The company places great emphasis on fish welfare and has developed an internal ”Fish Welfare Approved Program” to ensure the gentle handling of fish throughout its systems. All contact between the fish and the equipment is carefully identified. For land-based aquaculture, the requirements outlined in NS 9416 apply, which include strict guidelines for risk analysis and the handling of fish escapes.
Minimal use of chemicals is a fundamental guideline in our environmental work. All chemicals used are registered in the substance index, with safety data sheets and safety sheets available for employees. All waste is handled by applicable legal requirements. Training in the safe use of chemicals is provided through courses run by the occupational health service and digital modules in the Game Changer Academy.
Supply chain
We set precise environmental requirements for our subcontractors and prioritize cooperation with actors who take environmental responsibility seriously. Environmental audits are conducted regularly, and all suppliers are required to sign our Code of Conduct.
”Quality is never a coincidence...”
Quality is sustainability in practice - it’s about doing things right for both the present and the future. At MMC First Process, quality is a shared responsibility that is taken care of in all departments, every day. We have a clear and interdisciplinary focus on continuous improvement, smarter production, and developing the best solutions.
Achieving the company’s strategic goals requires control of processes and procedures, as well as the ability to document requirements from customers and authorities. Our management system contributes to this by ensuring an overview and compliance throughout the entire value chain, while giving employees easy access to relevant documentation. The system comprises several modules, where, among other things, deviations and improvements are efficiently managed through a dedicated case management module.
All systems for handling, processing, cooling, and freezing fish are tested according to established criteria both during the project and prior to delivery. A separate start-up team carries out the tests and quality control. Pre-defined checklists are completed in the management system during testing and provide documentation to the customer that the test has been successfully completed.
Non-conformity management is a challenge for all organizations, and it is about learning from our mistakes. In 2024, MMC First Process made a conscious choice to build on our culture and strengthen our ability to be a learning organization. Management has made a clear choice by introducing the HOP (Human and Organizational Performance) method, a method supported by Norsk Industri. The five basic principles in HOP strengthen and complement our values and ethical guidelines:
• It is common to make mistakes
• Blame solves nothing
• Learning is crucial for improvement
• Circumstances shape behavior
• How you respond matters a lot
In our quality work, learning and psychological safety – to raise issues – are fundamental pillars for our continuous development.
Another important choice in 2024 was to elevate HSEQ into management with a dedicated Chief HSEQ Officer, which provides increased opportunities for proactive work.
Work on DMA began in 2024, and HSEQ has played a central role from the start. This has created a holistic approach, strengthened collaboration, and laid a solid foundation for HSEQ and sustainability to support and enhance one another mutually. We are collaborative, committed, and responsible – together.
We are now at a technological turning point in the seafood industry. With Ice Fresh, we have developed and implemented a solution that can reduce the carbon footprint of seafood distribution by more than 80% – while improving quality, reducing waste, and delivering at a competitive price.
Hofseth, one of Northern Europe’s largest processors of salmon and trout, has a clear ambition: to become the world’s most sustainable seafood company. Ice Fresh technology is a crucial step on that journey.
“There are many ways to make seafood more sustainable. But one thing is certain: the biggest impact doesn’t come from packaging or feed – it comes from how we get the fish out into the world.”
Traditionally, large volumes of fresh salmon are flown to overseas markets – a distribution method that is expensive, high-risk, and environmentally damaging. This is now beginning to change, says Roger Hofseth, CEO of Hofseth International.
“By replacing air freight with sea freight of frozen fish, and optimally thaw the fish close to the end market, we cut emissions by over 80%,” he explains. “This will succeed because it improves the seafood quality, reduces waste, and enables a reduced price for the customer.”
At the heart of this transformation is the IceFresh technology – a patented thawing system developed in part by Anders Haugland, CTO of Ice Fresh, who has dedicated more than 20 years to optimizing the seafood value chain. The technology enables fast, gentle, and controlled thawing near the final market – paving the way for a completely new seafood distribution model.
To bring this technology to the world and scale it industrially, IceFresh has partnered with MMC First Process.
“MMC First Process is our industrial partner, and they are supporting us in developing, manufacturing and installing our modular large scale solution - the thawing tunnels,” says Haugland. “This collaboration makes it possible to effectively build hubs with sufficient capacity and at a competitive price – to secure that no fish should ever have to fly - and to make high quality seafood available everywhere all the time. This enables us to release the IceFresh potential on a global level.”
The thawing process in Ice Fresh uses a patented controlled flow of warm and cold air, which thaws the fish as fast as possible , evenly, and gently – with minimal drip loss and excellent flavor quality. Customers receive store-ready products, reducing handling and the risk of quality deterioration.
“We’ve conducted extensive tests showing that fish thawed using IceFresh has better taste, texture, and visual quality than fresh fish flown across the Atlantic,” says Roger Hofseth.
And perhaps most importantly: waste is drastically reduced. Today, large amounts of air-freighted fish go to waste on store shelves because it expires before being sold.
In December 2024, the first IceFresh hub opened in Chicago, with several more planned near major seafood markets in the U.S. The goal is to be able to thaw over 40,000 tons of seafood in the U.S. alone within the next year –reducing more than 330,000 tons of CO₂ emissions annually. But projects are also underway in China, Japan, South Korea, Germany, and Australia, says CTO Anders Haugland.
The combination of lower emissions, reduced costs, minimized risk, and improved quality is convincing more and more customers to adopt this new model.
“This is a no-brainer. We get satisfied retailers and happy end customers, while taking significant action for the environment. What more could you ask for?”
asks Roger Hofseth.
During the fall of 2024, MMC First Process conducted its first double materiality analysis (DMA). The goal was to prepare well in advance for the CSRD requirements and, at the same time, to create a clearer basis for managing, prioritizing, and anchoring sustainability throughout the organization – strategically, operationally, and financially.
The analysis was based on the European Sustainability Reporting Standards (ESRS) framework and was conducted in four phases:
1. Understanding the context and stakeholders:
Mapping internal and external stakeholders and defining relevant sustainability topics.
2. Identifying impacts, risks, and opportunities (IROs):
For each topic, it was assessed how MMC FP affects people and the environment –and what risks and opportunities sustainability can pose for the company’s results.
3. Materiality assessment and scoring:
Each topic was assessed based on two dimensions, including
a. How significant is the actual and potential impact we make as a company on the outside world –the inside-out dimension
b. How big is the financial significance of the sustainability themes for the company – the outside-in dimension
Translation into strategy and reporting cycle:
The results were used to identify which ESRS themes MMC FP must report on and now form the framework for our further, more detailed, and comprehensive sustainability work - year after year.
The work was carried out with the involvement of the entire organization. All departments within the company provided input on the most important topics in their respective parts of the business. A large working group comprising all managers in MMC First Process participated in assessing the impact of the topics on the company, as well as how MMC First Process is affected by sustainability topics today and in the future. To truly create ownership of sustainability, MMC First Process has been working on various activities and initiatives for some time.
This process raised the bar and provided the organization with great added value - both in the form of increased collaboration and understanding across the organization and also a sense of security within the organization, about how we can and already do make a substantial impact on sustainability in all parts of the organization. In addition, the MMC First Process involved several key stakeholders, and the dialogue with both customers and suppliers during this process has initiated other productive dialogues and activities afterwards.
– A more transparent framework for ownership, priorities, and reporting
Clear thematic priority:
The analysis and assessments resulted in an overview of the most material sustainability topics, measured by both external impact and financial risk/opportunity. The topics that were assessed were divided into the structure set by the EU – according to the European Sustainability Reporting Standards.
Companies covered by the CSRD’s provisions must report on ESG according to selected European Sustainability Reporting Standards (ESRS)
As the MMC First Process is not yet required to report, this is a starting point for an increased understanding of our sustainability impact. The double materiality analysis will be carried out at regular intervals and updated as needed until the reporting obligation under the CSRD hits the MMC First Process. Among all the topics assessed, we identified four materials and prioritized thematic ESRS standards in addition to the mandatory ESRS 1 and 2.
E1:Climatechangeadaption
ESRS Standard for MMC First Process
ESRS E1
ESRS E3
ESRS S1
G1:Animalwelfare
E3:Marineresources
E1:Energy
G1:Corporateculture
S1:Workingconditions
S1:Equaltreatmentandopp.foral l
E1:Climatechangemitigation
S2:Workingconditionsinvaluechain*
Main Theme for MMC First Process
Climate Adaptation and Mitigation
Marine Resources
Self-Employed Employment
ESRS G1 Corporate Culture and Animal Welfare
Anchoring in the business areas:
MMC First Process has already been working on sustainability targets and monitoring in its departments for several years. This framework has now been strengthened and structured. Through the process of dual materiality analysis, as well as the work to close gaps in the data we need to measure our efforts, we have gained a clear picture of what is most important, and thus also, where we need to prioritize focus and resources. This makes it easier to set clear targets – and actually achieve them. Each business unit identified its measures and KPIs within its areas as a result of this work, and monitoring of specific measures and initiatives continues.
Examples include:
- AQU Gentle Pump and energy efficiency
- AQU Insight and circularity
- Diversity, recruitment, and safety
- Common ESG requirements in projects and training in fish welfare
From insight to implementation:
With a completed double materiality and gap analysis and structured priorities of ESG topics, we are, as mentioned, well underway in professionalizing and operationalizing sustainability measurement throughout the organization. This is not just about reporting – but about using data and insight to drive improvement and value creation in the core business, right down to the action level.
Although the EU’s Omnibus package has postponed some details in the regulatory framework, MMC First Process is not letting this delay the work. Our priority is to be at the forefront – and that requires clear structures, firm targets, and active implementation throughout the organization.
”This was more than an analysis. It gave us a common language, direction, and a concrete framework for how we build a sustainable future – in practice.”
As a result of the double materiality assessment, MMC First Process gained a clearer understanding of where we are and where we should go, both in terms of impact and in terms of business value. This made it easier to prioritize actions, assign responsibility, and define how each business unit can contribute.
Sustainability goals are already being followed up by our business units and have been for a while. Moving forward, this work will be further professionalized and operationalized, supported by better systems, clearer structures, and embedded governance.
We don’t wait for regulation to create value — we act ahead of it.
The strategy of MMC First Process is based on the two pillars of completeness and sustainability Beneath these pillars are three focus areas that guide our daily work:
• Fish welfare and sustainable food production
• The environment and our environmental responsibility
• Product quality – and ensuring the best possible utilization of the entire resource
The common denominator for these three focus areas is, in its entirety, sustainability
Enable customers to become the best in the world at managing the sea’s most important food resources effectively, sustainably and carefully
Transforming the world-wide seafood industry by offering complete and sustainable system solutions for the handling, processing and cooling of fish
Fish welfare approved program
In our ambition to be a complete supplier of systems for handling og processing the ocean’s most important resources, sustainability is at the core of everything we do. We achieve this through the three pillars:
• Fish Welfare and Food Production
• Sustainable Value Chain
• Competence and Collaboration
Transforming the seafood industry by offering complete and sustainable system solutions for the handling, processing and cooling of fish for the seafood industry
Each of these pillars has clear goals and actions tailored to the different business areas. What makes the roadmap industry-leading is not just its clarity – but how it is integrated into daily operations, embedded in every business area, and continuously improved through strategic analysis and organizational learning.
There are many sustainability themes that are applicable to MMC First Process. By carefully analysing our stakeholders’ priorities through a materiality assessment we have selected key themes where MMC First Process can have the greatest impact. By focusing on a select number of themes we can maximise our impact on the sustainability goals.
For each theme, we have defined clear objectives to focus our efforts and have chosen methods to measure our progress. All initiatives and change processes are prioritized, based on their ability to influence progress as defined by the measures chosen.
Fish welfare and food production
§ Data driven focus on fish welfare
§ Reduce loss and waste in food production
§ Transform industry through R&D
and collaboration
§ Reduce fish death within fish handling
§ Increase quality of fish
§ Develop documentation standard of fish living
§ Contribute to increased competence
Sustainable value chain
§ Initiate and participated in joint R&D
§ Limit use of virgin and non-renewable material and reduce production waste
§ Ensure decent working conditions and sustainability in supply chain
§ Improve use of digital solutions and services
§ Reduce emissions in production, supply chain and related to end-of-life handling of systems
§ Gradually improve the utilization of global resources
Description
MMC First Process enables increased maritime food production through improved fish welfare and quality both within farming and wild catch. We will continually develop and improve systems to increase the share of useful fish.
Objectives
Data driven focus on fish welfare
Reduced loss and waste in food production
Transform industry through research and development
Reduce fish death within fish handling
Increase quality of wild catch
100% use of residual raw material
At the root of MMC First Process’ contribution to the SDGs is the way MMC First Process enables others to provide increased food security by developing improved hardware, software and processes. Our goal is for all bio-mass to survive and become food of the highest quality. This aligns closely with the needs of our customers, based on a more sustainable production. Both in wild-catch and aquaculture, our solutions improve fish welfare.
At the root of MMC First Process’ contribution to the SDGs is the way MMC First Process enables others to provide increased food security by developing improved hardware, software and processes. Our goal is for all bio-mass to survive and become food of the highest quality. This aligns closely with the needs of our customers, based on a more sustainable production. Both in wild-catch and aquaculture, our solutions improve fish welfare.
Ambition -> No dead fish
Ambition -> No dead fish
Fish welfare is also an ethical and moral choice and this choice is steeped in our heritage. By carefully considering the fish welfare, we remain true to our heritage and can focus on our customer`s value chain and the end result: Superior quality fish products.
The process of improving fish welfare starts at the design table and ends with deployment and training of our customers.
Fish welfare is also an ethical and moral choice and this choice is steeped in our heritage. By carefully considering the fish welfare, we remain true to our heritage and can focus on our customer`s value chain and the end result: Superior quality fish products.
The process of improving fish welfare starts at the design table and ends with deployment and training of our customers.
At MMC First Process, we develop systems that ensure biomass security, and solutions for gentle and safe fish handling. The program defines how the systems are built and used to maintain fish welfare and quality.
DESIGN AND MODELLING
DESIGN AND MODELLING
Our employees aim to be the best in the world at designing fish handling systems. There is continuous improvement and MMC First Process applies design thinking processes to ensure we are ahead of the curve and ensure the fish remain alive and healthy as long as possible.
Our employees aim to be the best in the world at designing fish handling systems. There is continuous improvement and MMC First Process applies design thinking processes to ensure we are ahead of the curve and ensure the fish remain alive and healthy as long as possible.
In the drawing process we consider every single detail of our system with fish welfare in mind. Our documentation and quality control system is such that all parts of the drawings are checked for missteps and errors – not only with regard to operational design, but also to fish welfare.
In the drawing process we consider every single detail of our system with fish welfare in mind. Our documentation and quality control system is such that all parts of the drawings are checked for missteps and errors – not only with regard to operational design, but also to fish welfare.
TECHNOLOGY AND ENGINEERING
When converting a drawing to an actual product our engineers are expert welders, down to the smallest detail. Depending on the application of the process, metals and methods of welding are chosen – with fish welfare in mind. The weld seams exposed to fish are particularly monitored and quality assurance protocols are applied in every step of the process. Whilst also continually reducing surplus metal, we ensure all sharp edges are ground and the finished product is fish welfare friendly.
When converting a drawing to an actual product our engineers are expert welders, down to the smallest detail. Depending on the application of the process, metals and methods of welding are chosen – with fish welfare in mind. The weld seams exposed to fish are particularly monitored and quality assurance protocols are applied in every step of the process. Whilst also continually reducing surplus metal, we ensure all sharp edges are ground and the finished product is fish welfare friendly.
DEPLOYMENT AND CONTINUOUS SERVICE
After delivery and implementation of MMC First Prosess’s systems we educate and support our partners and customers to make sure that the systems are used to their full potential. Extensive training programs and support functions are implemented so that the fish handling processes are of the highest quality.
After delivery and implementation of MMC First Prosess’s systems we educate and support our partners and customers to make sure that the systems are used to their full potential. Extensive training programs and support functions are implemented so that the fish handling processes are of the highest quality.
The installation of our systems is a documented process with a complete quality control regime. MMC First Process has developed separate production and control documentation to promote and secure continued development of fish welfare.
The installation of our systems is a documented process with a complete quality control regime. MMC First Process has developed separate production and control documentation to promote and secure continued development of fish welfare.
Description
Contribute to developing the seafood industry with systems and solutions for sustainable management and development of maritime protein
Improve fish welfare globally by being fact-based and challenge assumptions in the sector
Strengthen the sector’s reputation and contribute to increased understanding of our sector’s role in global food production
Objectives
Develop methodology to document standard of living for fish
Contribute to increased competence in the business by training in our equipment
– to improve fish welfare
Initiate and participate in joint research and development projects to increase the industry’s technological capabilities
MMC FIRST PROCESS AND THOSE AROUND US
MMC FIRST PROCESS AND THOSE AROUND
We depend on a large array of partners, suppliers and experts to create our solutions. We also want to give something back to the communities we operate. Therefore, this section is divided in two: the innovation process and the knowledge sharing with other communities.
We depend on a large array of partners, suppliers and experts to create our solutions. We also want to give something back to the communities we operate. Therefore, this section is divided in two: the innovation process and the knowledge sharing with other communities.
COOPERATION: INNOVATION
COOPERATION:
Multiple disciplines and specialists are required to ensure we improve our products and services. We work with the research community to better understand the effects our products have on fish. We work closely with our customers and are able to draw on their expertise.
Multiple disciplines and specialists are required to ensure we improve our products and services. We work with the research community to better understand the effects our products have on fish. We work closely with our customers and are able to draw on their expertise.
Below is the story of how we created and installed our solutions for a British customer.
Below is the story of how we created and installed our solutions for a British customer.
In 2020 we launched a new patented fish pump to improve fish welfare. In June 2020, researchers from Sintef Ocean visited our test plant at our site in Aalesund. They ran tests using fish with sensors attached to measure and analyse any pressure surges and shocks through the pump. Prior to this we had also run tests using delicate foods such as tomatoes, eggs and cucumbers etc.
In 2020 we launched a new patented fish pump to improve fish welfare. In June 2020, researchers from Sintef Ocean visited our test plant at our site in Ålesund. They ran tests using fish with sensors attached to measure and analyse any pressure surges and shocks through the pump. Prior to this we had also run tests using delicate foods such as tomatoes, eggs and cucumbers etc.
We have worked closely and effectively with Sintef Ocean and Møreforskning throughout the project, and all of us have gained valuable knowledge Having these research resources available in our network is important in our endeavour to be a world leader in the handling of live fish.
We have worked closely and effectively with Sintef Ocean and Møreforskning throughout the project, and all of us have gained valuable knowledge Having these research resources available in our network is important in our endeavour to be a world leader in the handling of live fish.
In September 2020, Møreforskning and Fylkesnes Fisk joined us for an experiment where we ran live salmon through the pump. To measure fish welfare, blood samples were taken from all the fish and analysed for lactate, which is an indicator of stress. With the cooperation of the scientific community and our engineers we successfully completed the testing phase, which proved how gentle the new pump is and how little stress it causes to the live fish.
When installing a new plant or process in other locations across the globe, we seek to leave a positive footprint on the local community where we operate. We train local tradesmen and help build local knowledge of welding and sourcing and an infrastructure for service and repairs. We find that by making sure the local business community is vested in our processes and way of thinking, we increase awareness of how we try to soften the industry’s impact on local nature, our genuine interest in sustainability and how local businesses can benefit from this.
Complementary to this local focus is that we avoid spare parts being sent around the globe and help maintain up-time of our client’s systems despite the long distance between the installation site and MMC First Process’ factories in Norway and the Baltics.
Upon contracting a large land-based aquaculture installation in the south of Chile, we wanted to ensure the processes and services we provided would be well maintained and serviced by people with the right skillsets. Instead of basing service intervals on people flying into Chile we partnered with a Chilean construction firm to build the plant and perform service and maintenance.
The long R&D process in MMC First Process means that the products we supply are carefully engineered to optimise fish welfare, take good care of the bio-mass that our customers manage and that the systems work as designed. To ensure this knowledge, skillset and ethos is maintained in Chile we chose to work with a Chilean engineering group that matches our commitments. In forming this partnership, we have been able to share our specialized know-how and helped introduce this knowledge to the south of Chile.
Mechanical engineers based locally are trained and coached to perform the job to our specification. Channelling resources and know-how into the local population improves local market conditions and improves relationships with the local population. We are proud of our operations in Chile and the exciting opportunities they presents for both MMC First Process and for our partners.
Description
Customer care, fish welfare and the environment will always be our top priorities. MMC First Process will strive to reduce both our own and our partners and client’s environmental footprint.
Objectives
Limit use of virgin and non-renewable material and reduce waste in production
Ensure decent working conditions and sustainability in our supply chain
Improve use of digital solutions and services
Reduce emissions in production
Reduce emissions in our supply chain
Reduce emissions related to end-of-life handling of our systems
Gradually improve the utilisation of global resources
INTRODUCTION
INTRODUCTION
MMC First Process aims to be a forerunner in reducing carbon emissions and promoting material and resource efficiency in its supply chain. The company aims to intensify this by increasing its engagement with key partners on relevant issues and continuing to increase supply chain transparency related to decent working conditions and the well-being of the employees.
MMC First Process aims to be a forerunner in reducing carbon emissions and promoting material and resource efficiency in its supply chain. The company aims to intensify this by increasing its engagement with key partners on relevant issues and continuing to increase supply chain transparency related to decent working conditions and the well-being of the employees.
Whereas the two other strategic themes are very much about MMC First Process as an enabler for sustainable food production and distribution, the Sustainable supply chain theme involves ensuring that the systems we ourselves provide have as little negative impact as possible, by transitioning from a linear to a circular economy. We will do this by focusing on three main areas:
Whereas the two other strategic themes are very much about MMC First Process as an enabler for sustainable food production and distribution, the Sustainable supply chain theme involves ensuring that the systems we ourselves provide have as little negative impact as possible, by transitioning from a linear to a circular economy. We will do this by focusing on three main areas:
Reducing greenhouse gas emissions by:
• Limiting use of virgin and non-renewable materials and reducing waste in production
Reducing greenhouse gas emissions by:
• Improving the use of digital solutions and services
• Limiting use of virgin and non-renewable materials and reducing waste in production
• Ensure decent working conditions and sustainability in our supply chain
• Improving the use of digital solutions and services
• Ensure decent working conditions and sustainability in our supply chain
As a producer of systems including both hardware and software, MMC First Process’ choice and use of material in our products is our most significant contribution to climate change. Although we will continue to challenge our manufacturing partners on this issue, we acknowledge that our systems designers have a key role in choosing low impact materials, limiting material use, and - by designing modular systems built to facilitate service and repairensuring long service life.
We believe that through our close and long-term relationships with our customers and partners, MMC First Process can be a driving force in the exchange of information and ideas that is fundamental to the design, production, testing and improvement of functionality and resource efficiency of our systems. The ultimate result will be reduced climate impact.
As the pandemic has accelerated the use of remote work and demonstrated the benefits of reducing travel, MMC First Process will intensify its focus on designing systems and solutions to enable remote monitoring and servicing of our systems in use. This will both increase our service level to our customers as well as reducing direct emissions related to air travel by our service staff.
By implementing effective monitoring and control of system performance our service technicians will be able to ensure correct use of the equipment in use, enabling customers to increase fish welfare as well as limit the GHG emissions related to their operations with MMC First Process equipment.
By relentless focus on less steal and more bytes, our ambition is to significantly improve the sustainability performance of our own operations, in our supply chain and of our customers.
It is of paramount importance to MMC First Process that we can trust our supply chain to provide safe and decent working conditions and that any breaches are identified and reported to initiate corrective actions if needed.
This is the reasonwe have decided that all direct suppliers to MMC First Process must sign our updated Code of conduct, including the commitment to collaborate and to be fully transparent with auditors that will be employed to verify compliance with the expectations and requirements described in our Code of Conduct.
The community builds people—and people build communities. Sustainability is about more than the environment—it’s also about people and communities. As a company, we believe in taking a holistic approach to responsibility and being a positive force in the region we are part of. By supporting grassroots sports—such as Bergsøy Idrettslag—we aim to contribute to social sustainability: a sense of belonging, inclusion, and public health for current and future generations.
Social Sustainability: Community, Health, and Inclusion
The UN Sustainable Development Goals emphasize the importance of promoting good health, reducing inequalities, and building strong communities. Grassroots sports play a key role in this. They provide children and youth with a safe space for mastery, connection, and development—regardless of background, gender, or ability. This is prevention in action and a powerful tool for building resilient and inclusive local communities.
Bergsøy IL: A Cornerstone of the Herøy Community
Bergsøy Idrettslag is more than just a sports club—it is an inclusive meeting place, a promoter of values, and a builder of identity in Herøy. With a broad range of activities and strong volunteer involvement, Bergsøy IL ensures that children, young people, and adults can participate in healthy and meaningful activities—without financial or social barriers.
This is the essence of social sustainability: when everyone is included, the community builds people—and people build communities.
Our Role as a Sustainable Community Partner
As a business, our responsibility goes beyond economic growth. Through our partnerships, we help support sustainable community structures—where volunteerism, inclusion, and quality of life are allowed to thrive. Our contributions help the clubs provide equipment, organize events, keep participation fees low, and create safe and supportive environments around the joy of sport.
An Investment in People and the Future
We see this not just as sponsorship, but as an investment—in the clubs, in people, in our local community, and in the future. When children and young people experience mastery, belonging, and shared purpose, we’re laying the foundation for confident adults, sustainable communities, and resilient workplaces.
When Bergsøy IL succeeds, Herøy succeeds. And when Herøy grows, so do we—in a way that is sustainable for everyone.
We are proud to support Bergsøy Idrettslag—and we look forward to cheering on both small and great achievements in the years to come.
The figure below shows how we have chosen to structure our social and environmental commitment.
ESG task force
Plastic cleanup
Njård freediving club
Impande
Team Rynkeby
IA company (Inclusive employment)
Experience skills
72-year retirement age
Our values
-Engaged -Cooperative -Responsible
Sponsorship with 60-70 activities
Society and environmental fund
Momentium
Regional development
Festivalturen
Prosjekt Løvetann
Talents Sunnmøre
Master thesis
TIP
Students
Apprentice company
Summerjobs
NTNU
Business model
We are transforming the seafood industry by offering complete and sustainable system solutions for the handling, processing and cooling of fish to the seafood industry.