2024 will be remembered as the year Barcelona hosted the 37th Louis Vuitton America’s Cup—a prestigious sporting event that brought global attention to our city. Welcoming one of the competing teams to our facilities gave us a front-row seat to one of the event’s most exciting innovations: the daily use of hydrogen-fuelled support boats during training and race days. It was a powerful reminder of how elite sport can drive sustainable innovation and inspire broader change.
This is exactly how I view the opportunity within the superyacht industry: to lead, to innovate, and to embrace the energy transition that defines our era. This year marked the first anniversary of our Refit for the Future service—a bespoke programme designed to help clients reduce the environmental impact of their yachts while enhancing performance and longterm value. We’ve continued to expand our offering with groundbreaking innovations across a wide range of products and services, working closely with suppliers and organisations like the Water Revolution Foundation to validate solutions and give our clients confidence and peace of mind.
“This is exactly how I view the opportunity within the superyacht industry: to lead, to innovate, and to embrace the energy transition that defines our era”
Progress
We were proud to collaborate with several clients on comprehensive 360º sustainability assessments of their yachts, laying the foundation for multi-year refit plans. The progress we’ve seen is inspiring, and we hope it encourages more owners to evaluate their yachts’ environmental performance—especially as new regulations loom on the horizon.
Across the Group, we’ve made meaningful strides in advancing our sustainability strategy. A key focus has been waste management and the circular economy. Building on the momentum of 2023, when we achieved a 84,27% recovery ratio in Barcelona and 59,49% in La Ciotat, we partnered with Pinmar and the Port of Barcelona to begin construction of a new Plastic Recycling Centre. This facility will process up to 100 tonnes of plastic waste annually from paint projects across the Group. The recycled material will be converted into pellets for use in construction and local initiatives such as Carbon Blue—a community project near La Ciotat that transforms pellets into furniture.
One example of the circular economy in action was our collaboration with Carbon Blue and the Barceloneta community to create and donate benches to a local football team. In La Ciotat, the project has also produced furniture for use in our facilities. We look forward to inaugurating the centre soon and exploring the many possibilities it will unlock.
People
Often overlooked but essential to the sustainability journey is the social dimension. Our last industry report, People and the Ocean, highlighted the importance of attracting and nurturing top talent. In 2024, our team continued to grow, and with the addition of GYG Group to the MB92 Group at the end of the year, 2025 brings fresh opportunities and challenges as we build synergies.
Looking ahead, we remain committed to advancing each of our three sustainability pillars: reducing the impact of our operations across all shipyards—including our new facility in Golfe-Juan; supporting clients in reducing the footprint of the existing fleet; and driving industry-wide change toward a greener future.
I believe genuine progress is being made. But I also believe that in the context of refit, the definition of cost must evolve—beyond monetary terms to include environmental impact. This should become a key differentiator in decision-making. And I’m optimistic that we are not far from that reality.
Ben Mennem MB92 Group CEO
2024 in numbers
Energy Transition
• 1.2 GWh reduction in total electricity consumption vs 2023
• 20% reduction in diesel consumption across all facilities
• 100% shore power availability across all docking areas
Carbon Footprint
• Full Group carbon footprint measured and certified
• 6,856 tCO2e total emissions (Scopes 1–3)
• 50% of major suppliers now measuring emissions
• Carbon tracking software under development for project-level reporting
Waste & Circular Economy
• Plastic Recycling Centre under construction in Barcelona
• Capacity: 100 tonnes of plastic per year
• 84.27% waste recovery achieved in Barcelona
• 59.49% waste recovery achieved in La Ciotat
Water Management & Biodiversity
• 5% reduction in total water consumption year-on-year
• 450 m² of artificial fish nurseries supporting 43 species in La Ciotat
• 9 Life Boosting Units installed in Barcelona
• +49% increase in species richness
• +36% biomass growth
• x3 CO2 fixation compared to control areas
Community & People
• 12+ major social responsibility actions completed
• €93,000+ donated to foundations and charities
• Over 390 full-time employees
Industry reporting
People and the Ocean
In 2024, we published our fourth industry report aimed at advancing sustainable development in the superyacht sector: People and the Ocean – How the Yachting Industry is Addressing the Sustainability Challenge with Top Talent. This edition focused on the often-overlooked social pillar of ESG, revealing a relatively high level of inertia in this area—yet underscoring its critical role as a driver of long-term transformation.
The report combined insights from a panel of experts in social sustainability and yachting, with extensive research that included a quantitative survey of companies within our supplier network and a qualitative survey of yacht management professionals and captains. The panel explored the sector’s social challenges, assessed recent progress, and identified key focus areas, drivers, and barriers to adopting sustainable social practices.
This report reinforces the urgent need for a more cohesive and strategic approach to social sustainability. As the industry continues to evolve, addressing these challenges will be essential to securing its future.
Key findings from the MB92 report include:
Fragmented approaches to social sustainability: While the industry positively impacts local economies, only around one-third of companies have implemented people-management strategies that go beyond traditional HR practices.
Skills development is essential: The industry must invest in both technical and soft skills—ranging from sustainable materials and environmental impact assessment to adaptability and teamwork.
Diversity and inclusion efforts are uneven: While 77% of surveyed companies use inclusive hiring practices, only 23% have implemented dedicated equality programmes.
Limited momentum for change:
Although there is growing interest in sustainable initiatives, strong incentives and widespread adoption remain lacking. Much of the progress still depends on bold individual efforts rather than systemic change.
Stronger ties with academia needed: While universities are beginning to offer sustainability-focused courses, closer collaboration is required to ensure students graduate with relevant, industry-ready skills.
Community engagement is underleveraged: Supporting local communities can enhance the industry’s legitimacy, but initiatives must be better communicated and locally focused.
“The transition towards a more sustainable future cannot succeed without a prepared and engaged workforce. If we don’t continue to adapt, we risk compromising the very future of our industry.”
Talent attraction and retention at risk: Addressing ESG issues is vital to engaging younger generations. Formalising ESG roles and recruiting talent from outside the sector can help build expertise and long-term commitment.
Training gaps persist: On-board training in sustainability, gender equality, and mental health remains underfunded and underdeveloped.
Collaboration is key—but rare: Just 10% of companies regularly collaborate with other stakeholders on talentrelated sustainability challenges.
Carmen Sánchez MB92 Group HR & Culture Director
Gender imbalance remains a challenge: While progress has been made onshore, more effort is needed onboard—particularly in ensuring maternity leave is included in contracts.
Regulatory pressure is mounting: Without proactive action, the industry risks being caught off guard by incoming European regulations.
II. Organisation information
Our approach
Since 1992, we have provided a dedicated superyacht refit, maintenance and repair service to our clients, with a commitment to delivering the best possible refit experience and to pioneering innovative solutions.
Our service consists of a comprehensive pre-project phase designed to develop an accurate and transparent project plan. Once approved, our project management team, supported by our internal departments and global network of suppliers, implement the project work list during the yard period. Following departure, our after sales team remain in close contact with our clients to provide ongoing support.
We have maintained a proactive investment policy to constantly improve our facilities and team, resulting in upgrades to our facilities in Barcelona and La Ciotat such as the 4,800-tonne and 4,300-tonne shiplifts, completed in 2019 and 2022 respectively. This approach supports our long-term strategy to grow sustainably, enhance our service offering and be closer to our clients wherever they may be.
Our team currently includes over 390 full-time employees across the MB92 Group, including a Project Management team of over 120. Ongoing training in all aspects of work are provided to our team including internationally recognised qualifications.
We believe in promoting a positive work culture that represents the communities in which we operate and contributes to shared success.
Our Values
Who we are and how we guide our day-to-day actions.
We cultivate a positive culture and are strongest when we work as a team. We are the MB92 Family. Team
Commitment
We are only as good as our last project. We employ grit and determination to deliver quality on time and on budget.
Agility
We welcome pressure and change. We strive to take smart decisions that add value.
Humility
We understand that actions speak louder than words and the benefits of listening, learning and improving.
Ambition
We continually challenge ourselves to pursue perfection.
We are united by our love for what we do and our deep connection to the sea and its future. Passion
We question the status quo to be different and develop innovative solutions for our clients and industry. Innovation
We are accountable for our actions and believe in doing the right thing. Responsibility
II. Organisation information
Governance
Since we started operations in 1992, integrity, compliance, and transparency have been fundamental values and we remain committed to maintaining full compliance with national and international legislation.
Responsibility and accountability
We maintain corporate behaviour in accordance with human and employment rights through the application of regulations and good practices to the employment, equal opportunity, and health and safety conditions. The same level of commitment is also required from our suppliers.
All our team adhere to our Code of Ethics which sets out the values and principles that guide our actions as well as those of our suppliers, and associates, as follows:
Our fight against corruption and bribery
The Anti-Corruption Policy, approved in 2017, describes standards and procedures related to the prevention of corruption and conflicts of interest which may arise in marketing activities carried out by our team, or by any individuals related to the Company, either with other private individuals or public servants.
Measures implemented to fight against money laundering
While not an obliged entity in the terms of Act 10/2010 of April 29, the anti-money laundering and terrorism financing act, we produced the Golden Rules of Anti-Money Laundering and Terrorist Financing document.
This sets out due diligence measures and procedures, regular, simplified or reinforced, depending on the client and the risk of infringing the anti-money laundering laws. This document was approved in October 2015 and updated in January 2017.
Social contributions
In the fiscal year 2024 contributions were made totalling €93,364 to foundations, non-profit organisations, and charities.
Decision-making framework
Based on existing environmental, HSE, quality, and energy management systems integrated in other parts of the industry, we are developing a bespoke Sustainable Management System alongside independent technical advisor, Albert Willemsen, to oversee
all work processes across the MB92 Group.
Management teams of MB92 are confronted with a myriad of laws, different processes, standards, guidelines and currently the new Sustainability regulations. This jungle of data and regulation makes it very difficult for MB92 teams to define and implement them on a practical way within their daily business.
While there is a globally acknowledged standard for sustainability reporting, (the Global Reporting Initiative ‘GRI’), there is no corresponding framework available specifically for sustainability management focused on work processes within the Superyacht, Marine and Marine Leisure Industry (including marinas).
The use of what we would call a Sustainable Management System (SMS) would be a useful tool to support MB92’s journey to achieving their sustainability objectives and becoming a recognised sustainably certified Shipyard in the eyes of the world and their customers.
MB92 envisage that such a management system can be developed for the whole Superyacht, Marine and Marine Leisure Industry, or tailor made specifically for companies (like MB92) that are active within the sector.
III. Materiality assessment
III. Materiality assessment
Context
This year’s sustainability report uses the double materiality concept, as defined in the European Corporate Sustainability Reporting Directive (CSRD): reporting on both the impact the company has on society (external impact) as well as the environmental and sustainability risks the company experiences (internal impact, e.g., due to climate change and scarcity of resources).
We followed the materiality process recommended by GRI in 4 steps:
Understand
the organisation context
Identify current and potential impacts, both internal and external
Assess the significance of each impact, considering the importance to different stakeholders
Prioritise the most significant impacts for reporting
This double materiality requires additional material topics being considered. For instance, the business model and compliance, which are more relevant to the sustainability risk of the company.
The list of topics affecting sustainability is as follows:
Material topics list Material Matrix
The material ones are those classified as having a higher business impact and importance to stakeholders, as represented on the following chart.
We provide information on the material topics for the 7 development areas inside the sustainability plan.
IV. Energy transition
Improving renewable energy production in the shipyard and reducing fossil fuel consumption
Level to Achieve:
Increase renewable energy production by 10% and reduce diesel consumption by 10% on machinery and heating
Key Performance Indicators (KPIs):
% Renewable energy production (kWh), % Diesel consumption (L)
IV. Energy transition
Electricity consumption (kWh)
For Spain and France, 2024 and 2023
Total electricity consumption (kWh)
For Spain and France, 2024 and 2023
Total fuel consumption (kWh) For Spain and France, 2024 and 2023
Actions completed
6.6kV mobile transformer substation used to provide electricity on large projects across the Group.
On shore power supply availability in all our docking areas.
Acquisition of a custom-built fully electric workboat built in aluminum.
Replacement of combustion vehicles and machinery with electric alternatives.
Implementation of photovoltaic panels.
Actions in progress
Use of biofuel instead of diesel for certain machinery in MB92 La Ciotat.
Substitution of diesel heating systems for aerothermic electrical heating systems on paint works in MB92 Barcelona.
Addition of EV charging stations. Building-related energy efficiency upgrades including LED lighting, insulated windows, more efficient climatization systems…
Enhanced monitoring of energy consumption via the implementation of software and hardware enhancements.
V. Carbon footprint
Implement a procedure to calculate the carbon footprint of our organisation and each project
Level to Achieve:
Finish and certify the measurament of the Carbon Footprint and include 2 major providers
1 Source for Scope 1 emissions: https://www.gov.uk/government/ publications/greenhouse-gas-reporting-conversion-factors-2024 (DEFRA 2024).
2 Source for refrigerant gas emissions: https://www.miteco.gob. es/es/cambio-climatico/temas/mitigacion-politicas-y-medidas/ calculadoras.html (Ministry for the Ecological Transition and the Demographic Challenge – MITECO).
3 Source for Scope 2 emissions: https://www.aib-net.org (Association of Issuing Bodies).
4 The categories considered for the calculation of Scope 3 emissions in Barcelona and La Ciotat are those that represent more than 5% of the total, namely: 3.1 Purchase of goods and services, 3.2 Capital goods, and 3.6 Business travel. Emission factor sources: ICAO Carbon Emissions Calculator and the Catalan Office for Climate Change.
5 Scope 3 emissions for the 2024 fiscal year in La Ciotat were estimated through extrapolation based on revenue, using Barcelona’s Scope 3 data as a reference.
V. Carbon footprint
Actions completed
Carbon footprint calculation of 50% of our major providers.
Carbon footprint calculation of all significant activities of MB92 Group.
Ongoing development of our “Refit for the Future” service available to clients. Solutions that improve sustainability, increase comfort, reduce OPEX and enhance value of the existing superyacht fleet.
Actions in progress
Conducting environmental impact comparisons between current services/ products and new sustainable solutions.
Implementation of a customised software that can automate the carbon footprint calculation per project.
Continued digitalisation of processes to optimise project performance.
Expand the number of subcontractors that measure their carbon footprint and provide them with digital tools to ease the process.
Initiation of emission compensation through local / in-house projects with reliable carbon offsetting actions.
Support the assessment conforming to ISO 14040 and 14044.
Implement a Sustainable Mobility Plan for employees and subcontractors. Collaborate with subcontractors on R&D projects to lower their environmental impact.
Develop a Climate Change Adaptability and Risk Management Plan.
VI. Waste management
Integration of the circular economy in MB92’s operations
Level to Achieve:
Reduce polypropylene (Cardplast) consumption by 10% and reuse it by 20%. Reduce single-use shoe-covers by 20%. Recycle 50% of the tents and cardplast used.
Key Performance Indicators (KPIs):
% cardplast reduction and reusal (kg), % shoe-covers reduction (uds), % recycled tents and cardplast (kg)
VI. Waste management
Waste generated (Tn)
For Spain and France, 2024 and 2023
VI. Waste management
Actions completed
Actions in progress
With support from Carbon Blue, convert recycled plastic from tents into various items. A recent example was to create new benches for the CF Barceloneta football stadium or furniture for MB92 La Ciotat’s facilities.
Assign a dedicated person for hazardous waste management, individualised segregation per project and labelling/storing waste at the on-site collection point in MB92 Barcelona.
Establish an in-house plastic recycling system to compact, shred and clean our plastic waste to create a plastic byproduct.
Collaborate with research institutions to find better ends to the recycled plastic and adapt its composition/additives if needed.
Repurpose technology equipment dismantled from projects for academic purposes.
Installation of waste containers, allowing improved segregation and recycling for plastics, paper and cardboard, glass, metal scraps and wood.
Process the plastic byproduct into pellets for easier reintroduction into processes.
Procure compactors and glass crushers to improve waste management operational efficiency.
Expand the reusable shoe-cover initiative to Barcelona together with a cleaning process to avoid using singleuse plastic options.
Implementation of a reusable shoecover scheme in MB92 La Ciotat together with a cleaning process to avoid using single-use plastic options.
VII. Water management
Improve the water management of the shipyard
Level to Achieve:
Improve the waste collection with the Aquatic Drone and marine passive devices by 25%. Reduce by 10% fresh water consumption
Key Performance Indicators (KPIs):
% Waste collection (kg), % Fresh water consumption (m3)
VII. Water management
Water consumption (kWh)
For Spain and France, 2024 and 2023
Total water consumption (kWh)
For Spain and France, 2024 and 2023
VII. Water management
Actions completed
Implementation of water-saving measures as defined in the plan for efficient water use.
Installation of two water treatment units in the shiplift area in La Ciotat.
Actions in progress
Acquire a black and grey treatment plant for wastewater from yachts in Barcelona.
Installation of a water treatment system in La Ciotat for rainwater and processed water to reduce pressure on freshwater supply. The process consists of a pre-treatment phase to eliminate most of the suspended matter followed by physiochemical treatment and final filtration phases.
Extension of the vacuum wastewater collection system for yacht grey and black waters.
Integrate a regeneration process into our sewage treatment plants to recycle water, maximising the utility of treated water.
Recycle wastewater from our neighbouring sporting facilities to later be used for cleaning and cooling purposes.
Implementation of passive devices for surface water cleaning to address floating pollution in port areas.
Acquisition and operation of a marine drone designed to operate in a marina environment to collect solid/floating waste from the water surface and absorb spills.
Shift from freshwater cooling systems to seawater systems to reduce demand for freshwater.
Upgrade aquatic drones with water quality sensors and additional functionalities for improved monitoring and management of water quality.
VIII. Biodiversity
Improve the marine environment of the water within the shipyard area
Level to Achieve:
Biodiversity enhancement identifying 2 extra new species.
Key Performance Indicators (KPIs):
#New species identified
VIII. Biodiversity
Biodiversity boost
As part of the construction of the 4,300-tonne shiplift in La Ciotat, over 450m2 of artificial fish nursery were installed along the sea walls to encourage and preserve local ecosystems. In Barcelona, a similar goal led to the installation of Life Boosting Units by Ocean Ecostructures in 2023. These initially included three main areas of the shipyard which were expanded to include 9 by December 2024. Each system was designed to recreate natural habitats for local fauna amid the challenging environment of an operational port.
In La Ciotat, the artificial habitat recreates the architectural complexity of seagrass meadows. Each module consists of twisted polypropylene strands attached to a central polyester strap, forming a cylindrical structure that provides shelter for juvenile fish. Meanwhile, the Life Boosting Units (LBUs) used in Barcelona are biomimetic micro reefs designed to replicate the functioning of natural reefs. They feature a multilayer design that creates a nursery effect, facilitating the growth of fish and crustaceans. The LBUs use a natural substrate to maximize life capture and a microfauna attraction system to enhance biodiversity.
Since installation, both systems have been monitored regularly to evaluate performance compared with control areas. In La Ciotat this is done by professional divers who count fish populations and assess habitat conditions. The technical monitoring also checks the integrity of the modules and their attachment systems. In Barcelona, The LBUs are monitored using underwater drones equipped with AI-based image analysis algorithms. This allows for detailed tracking of biodiversity evolution and ensures precise impact analysis.
La Ciotat
Juvenile fish populations
• Species observed: 780 juvenile fish from 21 species were recorded over four campaigns. Notable species include bogue, castagnole, oblade, saupe, and various crénilabres.
• Density and richness: Higher density and richness of juvenile fish in zones with the fish nursery installed compared to non-equipped areas.
Adult fish populations
• Species observed: 2,399 adult fish from 43 species were recorded. Notable species include loup, sar à tête noire, dorade royale, and mérou brun.
• Density and richness: Lower density of adult fish in fish nursery zones compared to natural habitats outside the port. However, the richness of species was comparable.
Benthic colonisation
• Organisms: The fish nurseries were colonised by various benthic organisms, including algae, ascidians, polychaetes, and bivalves, enhancing habitat complexity.
Environmental impact
• Water quality: Favourable conditions with optimal levels of dissolved oxygen and chlorophyll-a, supporting healthy marine life.
• Seasonal variations: Seasonal variations in chlorophyll-a and dissolved oxygen levels were observed, influencing biomass accumulation.
VIII. Biodiversity
Barcelona
Global impact
• Species richness: The Life Boosting Units (LBUs) increased species richness by 49% in 2024 compared to 2023, with a total of 131 species documented in the LBUs versus 89 in control walls.
• Biomass and CO2 fixation: Biomass in LBUs reached 276.3 kg, a 36% increase from 2023, and CO2 fixation was 117.5 kg, three times higher than control walls.
Zone-Specific Impact
Travelift area (Zone 6):
• Species richness: 90 species in LBUs compared to 64 in control walls, a 41% increase.
• Biomass: 44.9 kg accumulated since February 2023, a 222% increase compared to control walls.
• CO2 fixation: 19.1 kg accumulated since February 2023, a 222% increase compared to control walls.
Dry Dock Quay (Zone 7):
• Species richness: 91 species in LBUs compared to 36 in control walls, a 119.4% increase.
• Biomass: 50.2 kg accumulated since February 2023, a 3% increase compared to control walls.
• CO2 fixation: 21.4 kg accumulated since February 2023, a 3% increase compared to control walls.
Blue Point area (Zone 8):
• Species richness: 96 species in LBUs compared to 61 in control walls, a 57% increase.
• Biomass: 181.2 kg accumulated since February 2023, six times higher than control walls.
• CO2 fixation: 77.1 kg accumulated since February 2023, a 496% increase compared to control walls.
VIII. Biodiversity
Environmental parameters
• Water quality: Favourable conditions with optimal levels of dissolved oxygen (8.3 ppm) and chlorophyll-a (0.26 mg/m³). The maximum temperature observed was 26.5°C in summer.
• Seasonal variations: Chlorophyll-a levels peaked in March 2024 (0.71 mg/m³) and were lowest in July 2024 (0.12 mg/m³). Dissolved oxygen levels were highest in winter (9 mg/L) and lowest in September (6.58 mg/L).
Looking ahead
2025 will see both projects continue to advance their studies in the impact that these solutions have on the local biodiversity. In Barcelona, the plan is to add a new dimension to the monitoring process. The CatchCam Project aims to install a fixed camera with real-time transmission. This camera will continuously monitor species fluctuations, particularly mobile organisms like fish, focusing on one of the CaCO3 structures with a maximum distance of 80 cm to ensure clear visibility. The installation is planned for the first quarter of 2025 and the footage will be accessible online via the iOceans platform via Ocean Ecostructures, providing real-time monitoring and exclusive content delivery, featuring reports on historical and future trends, and geolocated information for each Life Boosting Unit (LBU).
VIII. Biodiversity
Actions completed
Actions in progress
Expand the current fish-nursery (La Ciotat) and bio-boosting units (Barcelona) to magnify their effectiveness in the ecosystem.
Improve data collection and reporting of the systems and have an online platform to review them.
Installation of bio-boost devices in three different areas of the Barcelona shipyard to start regenerating ecosystems.
Installation of over 450m2 of artificial fish nursery in La Ciotat.
Delivery of the first full year of reports on the biodiversity status of the shipyard area, with a clear comparison between the areas with and without biodiversity supporting systems.
Deploy a species identification system using underwater cameras.
IX. Community
Improve the Social Responsibility strategy to spread sustainability on our stakeholders
Level to Achieve:
Do one Major Social Responsibility action per month
Key Performance Indicators (KPIs):
# Social Responsability Actions conducted, #Donations (€)
Project Nereida: The power of rowing
In October 2024, the Barcelona International Rowing Center program of the Unió de Federacions Esportives de Catalunya and the Hospital de la Mar de Barcelona formed an alliance to launch Project Nereida. This initiative, supported by the Club Natació Barcelona, aims to improve the lives of breast cancer patients through the therapeutic benefits of rowing.
We are proud to be part of this initiative that leverages the power of rowing to support breast cancer patients. Our contribution of a specifically designed boat for sea rowing continues our approach to local community projects by participating actively in initiatives that align with our passion for the sea.
Objectives
Project Nereida has three main objectives:
1. Enhance Lives: Improve and transform the lives of breast cancer patients through the culture of sports.
2. Research: Promote research projects on the impact of rowing on breast cancer patients.
3. Collaboration: Establish stable collaboration between the healthcare system and federated sports, focusing on prevention, rehabilitation, and therapeutic dimensions. This model aims to expand to other hospitals and sports.
Why rowing?
Rowing is a team sport that requires individual effort to contribute to the group. It is inclusive, regardless of strength, height, or age, and emphasizes technique and coordination. Rowing offers mindfulness benefits, has no joint impact, and requires flexibility, coordination, and attention. The arm position during rowing is particularly beneficial for preventing lymphedema, improving healing processes, and boosting patient motivation, thereby preventing and alleviating depression.
Impact assessment
After three months of activity, impact assessments using validated quality of life questionnaires (EORTC QLQ-C30 and EORTC QLQ BR-23) showed significant improvements in all evaluated aspects, especially in reducing pain in the breast and/or armpit scars. Patients reported a median score improvement from 4/7 at the start of the program to 6/7 after three months.
Methodology
The program involves moderate to intense physical activity for 150 minutes weekly, including:
• Indoor Rowing: Two sessions using Concept2 machines.
• Sea Rowing: One session in a 4xC boat, an official Olympic model. Sessions are led by an active rower and instructor, with validation from the Catalan and Spanish Rowing Federations. Patient selection is conducted by Dr. Sonia Servitja, head of the breast unit at Hospital de la Mar, based on medical criteria.
Scalability
Project Nereida aims to serve as a scalable model of synergy between sports and healthcare, transferable to other institutions, sports clubs, and healthcare centres, and applicable to other oncological diseases and sports.
IX. Community
Actions completed
Join the United Nations Global Compact initiative which supports the Sustainable Development Goals.
Be active in the Occupation and Training, Environment, Sustainability and Innovation work groups of the Port community in Barcelona.
Yearly donation to Banc dels Aliments (food for people in need) and promotional support to raise awareness of the initiative.
Collaboration with Relief Crew Foundation, in which crew from yachts can participate in projects to help underdeveloped communities around the world.
Collaboration with Metròpolis FPLab, presenting sustainability-related challenges to local colleges to aid students in gaining experience and finding a first job opportunity.
Contribution to the development of the Gorgonia Project run by the Marine Science Institute in Barcelona, researching how species can grow in urban coastal areas and help improve biodiversity and CO2 capture capacity.
Collaboration with Belong to Sea, a company that promotes monthly social and environmental campaigns in the Barceloneta neighborhood.
Actions in progress
Implement software to monitor sound, humidity and wind speed in real time with official measurements to quicken health and safety measures during works and lower the noise impact on our surroundings.
Participate in academic projects around nautical sports.
Support for the WeOcean Dynamic Association involved in protecting the Mediterranean Sea.
Christmas present donation to local children’s charity in Barcelona.
Raising awareness of marine life with Aquapassion Association.
Support the Port Authority and the City Council to develop the Blue Economy strategy for the city of Barcelona, as well as participate and advance projects with them.
Participation in Barcelona Clúster Nàutic’s board to work on topics such as occupation and sustainability in the local nautical sector.
Support the development of new projects alongside marine science institutions.
Strengthen our relationship with our neighbouring communities and support them whenever possible.
X. People
Implement the evaluation of internal and external trainings through Wrike
Level to Achieve:
75% trainings evaluated within Wrike since September 1st
Key Performance Indicators (KPIs):
% of onboarding and offboarding processes completed successfully
Number of employees of MB92
For Spain and France, 2024 and 2023
Number of employees of MB92 by gender
For Spain and France, 2024 and 2023
Actions completed
Following maternity leave for the birth of a child, mothers may perform a 7-hour working day (intensive work hours) and receive 100% of their salary, for the duration of one year.
Unlimited paid leave on the number of hours, to attend medical consultations for children, tutoring, school festivals (if proof is provided).
Paid leave, without limit of hours, when there is admission to the ICU of family members (if proof is provided).
Leave granted for the loss of pets or veterinary emergencies (if proof is provided).
Looking ahead
2025 marks the beginning of several initiatives that will further our commitment to sustainability and innovation.
One of the most impactful projects will be the significant reduction of freshwater usage in operational processes such as cleaning and refrigeration. Through the implementation of greywater regeneration systems and rainwater harvesting, we aim to eliminate nonessential freshwater consumption. As droughts become increasingly severe across the Mediterranean region, this shift is not only strategic but essential. This initiative will be progressively rolled out across our shipyards, with the goal of covering all operational areas.
Another major milestone will be the launch of our new plastic recycling centre in Barcelona. This facility will serve as a hub for circular innovation, supported by a new partnership with Eurecat, the Catalan Technological Research Centre. Together, we will explore ways to reintegrate recycled plastics into our supply chain, study the behaviour of additives during the recycling process, and unlock new material properties that enhance sustainability and performance.
Our collaboration with GYG will also bring exciting opportunities to advance environmental stewardship. We will focus on developing and adopting more eco-friendly paint products, while actively working to reduce VOC and CO2 emissions during paintworks—key steps toward greener operations.
The completion of the PERTE Naval project will be another highlight of the year. This includes strategic investments such as the installation of aerothermal electric heating systems and the launch of a supplier platform designed to measure and manage the carbon footprint of our extended value chain. Finally, we remain deeply committed to our partnerships with foundations and institutions that help us generate positive impact for our stakeholders. We look forward to continuing this work and sharing the results.
