Safe Harbor Sustainability 2025

2025 REPORT

2025 | SAFE HARBOR SUSTAINABILIT Y 2

O U R C O M PA N Y

8

S O C I A L I M PA C T

26

E N V I R O N M E N T A L I M PA C T

44

APPENDICES

64

TA B L E O F CONTENTS

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As Safe Harbor grows, our responsibilities and opportunities continue to increase. One of the ways we lean into these responsibilities and opportunities is through our sustainability program. To us, sustainability means caring for the lives and places that we touch.

In 2025, we celebrated 10 years of existence. A great amount has been accomplished. But there is much more work to do.

As we look toward the decade in front of us, we have ambitious objectives. We not only hope to expand our footprint and services across the globe; we intend to continually increase our care for those locations, our Teammates, and Members as we grow.

It is not our desire or intention to do this alone, but to do it in partnership with the industry and all our stakeholders.

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We hope you will join us on the journey. ▪

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A LETTER FROM BAXTER UNDERWOOD CHIEF EXECUTIVE OFFICER

“We not only hope to expand our footprint and services across the globe; we intend to continually increase our care for those locations, our Teammates, and Members as we grow.”

F O R WA R D TOGETHER

MOVING

5

GROWTH WITH P U R P O S E

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A LETTER FROM CAITLIN AJAX, SVP, SUSTAINABILIT Y & EXTERNAL AFFAIRS

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“As we continue our growth trajectory, we are committed to prioritizing and delivering value to our many stakeholders, including Teammates, Members, the communities we call home, and the natural environment that constitutes the foundation—and future—of our business.”

This year has been one of tremendous growth, adjustment, and agility. The future looks bright, and sustainability remains a critical part of where we are headed.

Following our entry into a new era of expansion, I couldn’t be happier for the entire Safe Harbor family, as I believe our growth comes with a value proposition that can benefit all our stakeholders and contribute powerfully to the industry. Our acquisition of new properties and entry into new markets mean we have access to new thinking, resources, and the best practices, all of which will help us improve our own efforts to care for our people and places.

For me, 2025 has been as much about listening and learning as it has been about getting things done.

I am proud of many achievements in 2025. Seventy-six percent of our properties are Clean Marina-certified, with another 18% in process, and we completed three new rooftop solar projects. Additionally, we expanded our partnership with a leader in coastal and estuarine stewardship (more on that in the following pages) and completed climate vulnerability screenings for all acquisitions last year.

As we continue our growth trajectory, we are committed to prioritizing and delivering value to our many stakeholders, including Teammates, Members, the communities we call home, and the natural environment that constitutes the foundation—and future—of our business.

As always, we love hearing from you at sustainability@shmarinas.com. ▪

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OUR C O M PA N Y

OUR BUSINESS AT A G L A N C E

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BUSINESS LINES

10

WET SLIPS D R Y S TA C K S T O R A G E E N D -T O - E N D S E R V I C E FUEL SALES AMENITIES EXCLUSIVE MEMBER EXPERIENCES

1.094B

$

OUR COMPANY

S TA K E H O L D E R VA L U E

49,679 40,000+

SOCIAL IMPACT

Teammates2

ENVIRONMENTAL IMPACT

In annual revenue

Wet slip & dry stack storage spaces

2,964 Members

Properties in 5 countries: the United States, Costa Rica, France, Monaco, and St. Kitts & Nevis

16 as of April 10, 2026

1 For purposes of this report, superyacht locations are properties that offer superyacht service as a main business line.

2 Includes full-time and part-time Teammates as of December 31, 2025.

APPENDICES

Superyacht locations1

11

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2025 HIGHLIGHTS

12

Veteran hires up from 21

%

Safe Harbor properties Clean Marina-certified up from 71%

5.98K

up from 5.58K MWh

APPENDICES

3

New rooftop solar projects completed

MWh renewable energy generated in 2025

ENVIRONMENTAL IMPACT

76

up from 738

SOCIAL IMPACT

40

OUR COMPANY

1 268 ,

New hires

13

50K 16 4 $

Total in scholarship funds provided to premier marine trade schools

Recruiting events for marine trades students

Meetings of the Safe Harbor Sustainability Council

42 % 27

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%

14

Response rate for Teammate Net Promoter Score (NPS) survey

Response rate for annual Member NPS survey

~1,700

Members attending exclusive regional events at six properties

OUR COMPANY SOCIAL IMPACT

ENVIRONMENTAL IMPACT

2025 ENGAGEMENT EFFORTS

APPENDICES 15

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2025 INDUSTRY ENGAGEMENT EFFORTS

16

OUR COMPANY SOCIAL IMPACT ENVIRONMENTAL IMPACT

ICOMIA WORLD MARINAS CONFERENCE A S S O C I AT I O N O F M A R I N A I N D U S T R I E S (AMI) CONFERENCE & EXPO

1 5 B O AT S H O W S I N 202 5

APPENDICES

M O N A C O YA C H T S H O W

17

18

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OUR COMPANY SOCIAL IMPACT

Marinas & shipyards worldwide

5

Countries

16

Superyacht destinations

APPENDICES

154

ENVIRONMENTAL IMPACT

OUR NETWORK

19

GOVERNANCE Safe Harbor Marinas is led by a talented and diverse group of executive- and management-level Teammates. Our people bring a variety of backgrounds, perspectives, and experiences to the table when making critical decisions for Safe Harbor. Together, we share a common commitment to building something great over time—a one-of-a-kind, recreational boating network focused on delivering the best of waterfront lifestyle.

OUR POLICIES We expect the highest degree of professionalism from ourselves and from those we work and partner with. To that end, all Teammates, contractors, third parties, and joint venture partners are expected to abide by our Code of Ethics and Business Conduct3, which includes policies and guidelines for ethical business operations.

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In 2025, we initiated development of several new policies to ensure best governance practices and to keep pace with our growth in new markets. New policies will cover critical areas such as global anti-bribery, global sanctions, import and export controls, and many others. We expect new policies to be finalized in 2026. We also developed a new Supplier Code of Conduct and Sustainability Policy outlining our approach to oversight, key priorities, and targets.

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3 Our current Code includes policies and procedures pertaining to the following: ethics reporting, nonretaliation, diversity and nondiscrimination, anti-harassment, workplace health and safety, honest and fair dealing, due diligence, conflicts of interest, gifts and entertainment, parameters for working with government, information and asset protection, anti-corruption and bribery, and anti-money laundering.

OUR COMPANY SOCIAL IMPACT

ENVIRONMENTAL IMPACT

APPENDICES 21

Through climate risk screenings, sustainable development standards, and enhanced enterprise risk management, we integrate the consideration of climaterelated risks into how we grow and operate.

O U R A P P R O A C H T O S U S TA I N A B I L I T Y

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Careful review of sustainability-related priorities is critical to ensure that our approach drives value for Safe Harbor and its many key stakeholders. The Sustainability Council reviews and approves the Safe Harbor Sustainability strategic framework each year, which includes areas of programmatic focus that address key areas of impact, opportunity, and risk. This framework, outlined below, is reviewed annually to ensure it remains responsive to business priorities, stakeholder needs, and emerging regulations.

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OUR S TA K E H O L D E R S

OUR PRIORITIES

Natural Environment Teammates Members Local Communities Governments & Regulators Industry Partners Suppliers & Vendors

PEOPLE

PLACES

Recruitment Retention Training & Development Safety

Climate Risk Management Stewardship Clean Energy Electrification Certification

OUR COMPANY

BUSINESS RISK

S U S TA I N A B I L I T Y I N T E G R AT I O N

APPENDICES

To better integrate sustainability into business operations, we maintain a series of controls within different business functions. For example, we conduct climate risk screenings and in-water infrastructure assessments for target acquisitions to give us a better understanding of the physical risk exposure to individual properties. In Construction & Development, we have controls that require consideration of sustainability measures, such as solar-ready roofing, in project planning. We also embed sustainability criteria in procurement processes requiring RFP respondents to answer questions about sustainability monitoring and performance.

ENVIRONMENTAL IMPACT

Regarding climate risk specifically, we are working to improve risk management approaches for both physical and transition risks across the business. For more information on our approach to managing climaterelated risks and opportunities, please see our Climate Risk Management section in the following pages.

SOCIAL IMPACT

We are continuously improving our approach to Enterprise Risk Management (ERM) to keep pace with portfolio growth, new market risk, investor expectations, and emerging opportunities. Each year, our ERM process involves a rigorous analysis of the risks facing our business followed by an in-person, managementlevel meeting to discuss findings and assign action plans to relevant departments. The risk assessment covers risks spanning from human capital and retention to severe storm activity and changing regulations. We regularly examine our approach to ERM to improve risk management and mitigation efforts.

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S U S TA I N A B I L I T Y OVERSIGHT

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SAFE HARBOR SUSTAINABILIT Y COUNCIL

SUSTAINABILIT Y DEPARTMENT

CONSTRUCTION & DEVELOPMENT

Responsible for sustainability-related oversight at Safe Harbor and consists of executive- and management-level Teammates representing multiple functions within the company. The Council reviews regulatory updates and provides guidance on key reporting and programmatic deliverables.

The SVP of Sustainability & External Affairs is responsible for overseeing Safe Harbor’s reporting efforts and, in coordination with her team, consolidating data for reporting. Safe Harbor maintains a Sustainability Policy that outlines the company’s strategic commitments and programmatic focus areas.

The Sustainability department works closely with Construction & Development to embed sustainability controls into the approval process for growth capex projects. These controls require that select sustainability criteria be evaluated as part of the design and planning phases of any growth capex project.

OUR COMPANY

SAFE HARBOR SUSTAINABILIT Y COUNCIL

CONSTRUCTION & DEVELOPMENT

ACQUISITIONS

AUDIT & COMPLIANCE

PROCUREMENT

AUDIT & COMPLIANCE

The Sustainability and Procurement teams collaborate on sustainability criteria for suppliers and vendors that are incorporated as questionnaires in formal RFP processes.

The Acquisitions team includes sustainability questions in its ordinary due diligence checklist for new properties. Most notably, Acquisitions includes a climate risk screening report for all U.S.-based acquisitions as part of environmental diligence and requests higher-resolution climate risk assessments as needed.

This team works closely with the SVP of Sustainability & External Affairs to address sustainability-related compliance obligations and implement governance best practices.

APPENDICES

ACQUISITIONS

ENVIRONMENTAL IMPACT

PROCUREMENT

SOCIAL IMPACT

SUSTAINABILIT Y DEPARTMENT

25

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Our Team

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1,268 40 166 Full-time and part-time hires in 2025

We prioritize investing in the growth and development of our

Teammates over the long term. Through various recruiting, training, and development initiatives, we strive to make Safe Harbor a

workplace of opportunity, service, and respect for all. We view our team’s diversity of background, perspectives, and experiences as a

Veterans hired in 2025

significant value driver in that it allows Safe Harbor to be strategic and agile in a dynamic global business environment.

This section discusses our approach to recruiting, hiring, and

investing in Teammates whose values and character align with and

add to our culture of fast-paced growth, inclusivity, service, and care for others.

Marine technicians hired in 2025

OUR COMPANY SOCIAL IMPACT

BENEFITS

Across our large network, we continued to prioritize hiring Operations Teammates with expertise in business management, marine technical skills, and safety, among other areas. We pride ourselves on strong local hiring practices and are constantly exploring ways to increase the visibility and accessibility of career pathways at our company.

APPENDICES

We aim to be an industry-leading employer by providing Teammates with the benefits needed to thrive outside of work. To that end, we provide a comprehensive benefits package to fulltime Teammates that includes a 401(k) plan with employer match; eight-weeks paid parental leave; medical, dental, and vision insurance; as well as paid time off allowances for all Teammates.

Each year, leadership analyzes the results of our annual Teammate Net Promoter Score (NPS) survey to assess satisfaction with our benefits offerings and to explore potential improvements.

In 2025, Safe Harbor returned to an era of fast-paced growth. As such, the latter half of 2025 saw the filling of key gaps on both our Central Services and Operations teams. In Central Services, we recruited top talent that enhances our capabilities in key areas of the business, including but not limited to global procurement, revenue management, and data systems.

ENVIRONMENTAL IMPACT

POSITIONED FOR GROWTH

29

MARINE TECHNICIANS

In 2025, we added New England Institute of Technology (NEIT) to our list of premier marine trade schools that we partner with to provide student scholarships. We continued our support of existing marine trade partners, including our sponsorship of the annual IYRS School of Technology & Trades Summer Gala.

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Attracting and retaining the best technical talent in the industry remain critical to our continued excellence as a premier provider of vessel services. Therefore, we place significant emphasis on recruitment and career development for marine technicians.

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As in past years, we participated in campus recruiting events and coordinated opportunities for students to visit our properties and get hands-on experience at our marinas. These events connected students with experienced Safe Harbor technicians and fostered connections for potential future employment. Lastly, our Teammates continue to shape the future of the industry by serving on advisory committees at marine trade schools and providing input on curriculum development.

2 02 5 M A R I N E T R A D E S C H O L A R S H I P S

1 IYRS School of Technology & Trades Newport, RI New England Institute of Technology (NEIT) East Greenwich, RI Marine Trades Institute Cedarville, MI The Landing School of Boatbuilding & Design Arundel, ME

50K

$

Awarded in scholarships for marine technicians in 2025

2

OUR COMPANY APPENDICES

Safe Harbor recruiting events at marine trade schools and Safe Harbor properties in 2025

ENVIRONMENTAL IMPACT

16

4

SOCIAL IMPACT

3

31

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Safety and environmental compliance are essential to delivering value to stakeholders— namely Members, Teammates, and third parties—that connect to the water through Safe Harbor.

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GOAL:

GOAL:

OSHA reportable incidents

Year-over-year increase in lost time injuries & TRIR

0 0

Safety and environmental compliance are essential to delivering value to the stakeholders—namely Members, Teammates, and third parties—that connect to the water through Safe Harbor. Each year, we work diligently to cultivate a culture of safety across our business. We monitor and report all statistics required by OSHA, as well as additional metrics in line with Safe Harbor Sustainability reporting objectives.

Additionally, our team is prioritizing integration of safety audit report tracking within our current risk management software platform. Our company monitors various EHS KPIs, including incidents involving Teammates, Members, and guests, as well as permits and certifications. This update to our audit management system will help us manage and act upon property-level audit reports more effectively, particularly those reports with new findings.

1 2022 2023

2025

3

4

5

6

3,040

APPENDICES

2024

2

EHS LEARNING MANAGEMENT SYSTEM SAFETY TRAINING H O U R S C O M P L E T E D I N 2025

ENVIRONMENTAL IMPACT

D A R T R AT E

SOCIAL IMPACT

In addition to adding capacity at the regional EHS Coordinator level, standardization of training systems and data management were a top priority. In 2025, the EHS team focused on streamlining training to ensure the same presentation and frequency of training across all properties in our global network. Safety training modules are also being revamped to be more engaging and interactive, with an internal goal of updating at least 50% of EHS training modules by the end of 2026. Our team is also exploring ways to better capture training data from providers outside our Learning Management System (LMS), as many technical training courses are offered by third-party providers.

OUR COMPANY

C U LT U R E O F S A F E T Y

33

Every year, our Training team works to elevate the training and professional development experience for all Teammates with a particular focus on Teammates working in service occupations. In an effort to distinguish Safe Harbor as a preferred industry employer, our team is constantly refining our approach to recruiting, professional development, and training tailored to individual learning interests.

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TRAINING & DEVELOPMENT

34

In 2026, we expect to launch our new Learning Management System (LMS), which will significantly improve our ability to monitor training hours and provide Teammates the opportunity to engage more fully in their own professional development journey. We also created a “Welcome to Safe Harbor” course that provided an interactive training offering for new Teammates, as well as new EHS and dockhand training courses which will launch this year.

CUSTOMIZED MANAGEMENT TRAINING WITHIN ONE YEAR OF HIRE

T O TA L L E A R N I N G M A N A G E M E N T S Y S T E M T R A I N I N G H O U R S I N 20 25:

C

4,595

B CYBERSECURITY

4,061

C E N V I R O N M E N T, H E A LT H & S A F E T Y

3,040

D T E C H N I C I A N-S P E C I F I C

1,185

E HUMAN RESOURCES

1 , 0 74

F CPR

214

G OTHER

547

Of Teammates receive annual performance reviews

5

American Boat & Yacht Council.

Association of Marina Industries, includes Marina Manager and Clean and Resilient Marina trainings.

F G

B A

100

%

Of new Teammates receive 30-, 60-, and 90-day performance reviews during the onboarding period

APPENDICES

100

%

E

ENVIRONMENTAL IMPACT

A A B Y C ,4 R D M & A M I 5

D SOCIAL IMPACT

14,716

4

OUR COMPANY

: GOAL

ALL GENERAL MANAGERS WILL COMPLETE

35

36

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OUR COMPANY

At Safe Harbor, elevating the Member value proposition is at the heart of our business. In 2025, we continued to improve our offerings to ensure that Safe Harbor stands apart.

This year, we continued to expand our Safe Harbor Membership Concierge team and Member benefits, and introduced enhanced digital tools to provide personalized support, making it easier for Members to navigate the Safe Harbor network.

At Safe Harbor, elevating the Member value proposition is at the heart of our business.

By aligning our presence with regional priorities, we not only deepen Member relationships but also drive awareness and growth across key business areas.

APPENDICES

We continued to strengthen our presence and engagement at major boat shows by curating lounges to reflect the unique priorities of the local marina network. Our immersive “lifestyle lounge” spaces are designed to showcase hospitality and sustainability while highlighting what matters most in each region—whether that’s premium service offerings, wet slip availability, antifouling haulouts, or superyacht services. This tailored approach ensures that every boat show showcase authentically represents Safe Harbor’s capabilities and delivers meaningful value to Members and prospective Members based on local customer needs and concerns.

ENVIRONMENTAL IMPACT

Guided by insights from our annual Net Promoter Score (NPS) survey that went out to our Members in July and ongoing Member engagement forums, we actively listen and adapt to meet evolving expectations.

SOCIAL IMPACT

M E M B E R I M PA C T

37

Safe Harbor Experiences remain a cornerstone of Member engagement. In 2025, we hosted a series of exclusive national, regional, and local events designed to celebrate the boating lifestyle and deepen Member engagement. Sustainability continues to guide how we design and deliver these Experiences—from selecting environmentally responsible brand partners to implementing waste-reduction strategies and leveraging digital tools to minimize environmental impact.

In 2025, Safe Harbor proudly received its fifth Platinum Certification for Safe Harbor Race Weekend from Clean Regattas6, the world’s leading sustainability certification program for on-the-water, near-the-water, and water-loving events. This recognition underscores our ongoing commitment to implementing best practices in environmental stewardship, including waste reduction, responsible sourcing, and minimizing our ecological footprint during events.

In 2025, we secured our fifth Platinum Certification for Safe Harbor Race Weekend

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from Clean Regattas, the premier sustainability certification for on- and near-water events.

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Building on last year’s progress, we continued to use our Safe Harbor Sustainable Event guidelines. These guidelines provide clear expectations for sustainable partnerships, event planning practices, and resource management across all levels of our organization.

In 2025, over 1,700 Members came together across six Safe Harbor locations. Our dedicated Safe Harbor team plans, organizes, and delivers these events with precision and care, ensuring every detail reflects our commitment to generating exceptional Member value and celebrating local communities.

6

Clean Regattas is a program of Sailors for the Sea: sailorsforthesea.org

Safe Harbor Grand Tasting | Fort Lauderdale, FL

OUR COMPANY

NATIONAL SAFE HARBOR EXPERIENCES

3rd Annual Safe Harbor Dream Weekend | Montauk, NY 5th Annual Safe Harbor Race Weekend | Newport, RI Safe Harbor Legendary Weekend | San Diego, CA SOCIAL IMPACT

O V E R 1, 70 0 M E M B E R S E N G A G E D THROUGH SIX REGIONAL EXPERIENCES IN 2025

Southeastern Wildlife Exposition | Charleston, SC Big Rock Blue Marlin Tournament | Beaufort, NC

ENVIRONMENTAL IMPACT

REGIONAL SAFE HARBOR EXPERIENCES

Harbor Island Cup | San Diego, CA Catalina Rendezvous | Catalina Island, CA

Great Lakes Member Event | St. Clair Shores, MI

APPENDICES

Lake Norman Regional Event | Cornelius, NC

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OUR PEOPLE:

WHERE SERVICE M E E T S I M PA C T JOSH HESTER RVP, WEST COAST SOUTH

Safe Harbor embodies the ethic that service is not limited to our marinas—it is a value that extends to our places and communities as well. For Josh Hester, Regional Vice President, West Coast South, this broader take on service is just a part of the job.

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“As a boater, wherever I go I am always thinking about how I can access the water,” he said. “I want to try and implement that for others in my role.”

40

Josh’s relationship with Challenged Sailors San Diego is one such avenue. Challenged Sailors provides free sailing opportunities for people living with a variety of disabilities. The relationship with Josh and Safe Harbor Sunroad goes back at least a decade, beginning with a single slip and a couple of sailboats.

“We offer two slips at a reduced rate for the organization, and now we have about eight vessels at Sunroad,” he said. “We also host the Challenged Sailors group on property at no cost, and all parking is fully compensated. We try to make sure there is no spend when the group comes to sail, so we try to help where we can.”

Josh’s team has also made property-level improvements that further the relationship with Challenged Sailors.

“It took over a year to get permitting for our new ramp, but by the time it was finished, the result was amazing,” he said. “The important thing is what the program does for the individuals who want to sail—it makes me feel good that I can assist.”

OUR COMPANY

The “Beer Can Circuit,” organized by Cortez Racing Association, is a short sailboat race series held once a week for 10 weeks. Thanks to the support of Josh’s team at Safe Harbor Sunroad, Challenged Sailors has been able to participate in the beginner circuit.

ENVIRONMENTAL IMPACT

“The Challenged Sailors group goes sailing every Saturday, and we’ve included them in the ‘Beer Can Circuit,’” he said. “Then they enjoy fun at the after-party!”

SOCIAL IMPACT

Through property-level improvements, low- to no-cost access and support, and sponsorship of races, Safe Harbor continues to facilitate sailing experiences for sailors who might not otherwise have the chance.

“I want to serve the people that don’t have the same resources or access. I enjoy the chance to step back and appreciate the impact.”

But Josh is acutely aware that, as an industry, access to boating for all demographics, regardless of ability or background, remains a top challenge.

APPENDICES

“In this business, sometimes it’s easy to focus too much on revenue and the ‘top’ of the boating demographic,” he said. “I want to serve the people that don’t have the same resources or access. It is an opportunity to give back that is unique to my business…I enjoy the chance to step back and appreciate the impact.” ▪

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2,964 1,268 40 14,716

Teammates7 up from 2,818

New hires up from 738

Veterans hired

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up from 21

42

OUR TEAM AT A GLANCE:

SOCIAL KEY MEASURES

Total training hours up from 9,507

20%

40%

60%

OUR COMPANY

T E A M M AT E T E N U R E ( Y E A R S)

T E A M M AT E A G E

80%

<5

24%

5–10

under 30

10–20

%

30–39

SOCIAL IMPACT

21

20+

T E A M M AT E G E N D E R 100%

80%

40–49

60%

40%

0%

Male

Female

Undisclosed

50–59

19% 60+

APPENDICES

20%

18%

ENVIRONMENTAL IMPACT

18%

43

Stewarding Our Waters Our business is operating marinas and creating exceptional waterfront experiences. Our ethos is to better steward the places we call home so those experiences may be preserved for future generations.

Through partnerships, investments, internal controls, and compliance certifications, we aim to lead the industry in caring for the natural environment. The following pages

8

Properties volunteered to host research vessel Contender as part of a collaborative industry Taskforce to support North Atlantic Right Whale conservation

detail environmental initiatives that are

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currently underway.

46

Subgrant allocated for habitat restoration in partnership with Restore America’s Estuaries

OUR COMPANY SOCIAL IMPACT

Of new acquisitions received climate risk screenings in 2025

ENVIRONMENTAL IMPACT

100

%

APPENDICES 47

D E C A R B O N I Z AT I O N Beginning in 2025, Safe Harbor aims to reduce its Scopes 1 and 2 greenhouse gas (GHG) emissions by 15% within three years. We expect this target will add value by reducing our emissions footprint and by helping Safe Harbor better manage climate transition risks and opportunities. Much of 2025 was dedicated to formalizing management of our greenhouse gas (GHG) inventory and creating a decarbonization plan.

This target will add value by reducing our emissions footprint and by helping Safe Harbor better manage climate transition risks and opportunities.

In 2025, we partnered with a carbon accounting and consulting platform to better organize and manage our GHG emissions inventory for reporting, regulatory compliance, and project planning. The metrics included in this report represent our revised GHG inventory reporting boundary aligned to operational control, which allows us to focus on decarbonization efforts that target emissions driven by our company’s operations.

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Two of Safe Harbor’s emissions reduction opportunities, rooftop solar and company fleet electrification, are discussed in more detail in the following pages.

48

8

This target encompasses Scopes 1 and 2 emissions only and will be measured on an intensity basis.

OUR COMPANY

GOAL:

A C H I E V E 15 % E M I S S I O N S 8 R E D U C T I O N B Y S P R I N G 2 02 8

SOCIAL IMPACT ENVIRONMENTAL IMPACT APPENDICES 49

R E N E WA B L E E N E R G Y We continue to make progress in evaluating and approving clean energy and electrification projects that cut electricity costs, provide a service to Members, and reduce our emissions footprint as we work toward our 15% reduction target.

5.98K 4.3 MWh of renewable energy generated in 2025 (increase over 5.58K MWh)

MW of solar power generating capacity in the Safe Harbor portfolio

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(increase over 3.94 MW, 0.36 MW added)

50

3 2

New rooftop solar projects completed in 2025

Properties, Safe Harbor Allen Harbor (RI) and Safe Harbor Great Island (ME), are 100% powered by on-site solar energy

New electric vehicle chargers installed in 2025

ENVIRONMENTAL IMPACT

E L E C T R I F I C AT I O N

SOCIAL IMPACT

26

OUR COMPANY

Fleet electrification is another opportunity for Safe Harbor to reduce operational emissions.

Fleet electrification is another opportunity for Safe Harbor to reduce operational emissions, elevate the Safe Harbor brand, and support innovation in the electrification space. In 2025, we initiated an RFP process for all company vehicles that included EV vendors and sustainability criteria as part of the internal scoring methodology.

APPENDICES

We offer electric vehicle (EV) chargers as an amenity at select Safe Harbor locations. We maintain a robust project pipeline for chargers and plan to deploy capital for additional chargers in locations with favorable state incentives and Member demand.

51

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In-water infrastructure assessments now help us evaluate resilience and identify future capital improvement needs at new acquisitions.

52

We recognize that a comprehensive approach to climate risk management is critical to preparing for and managing potential operational disruption and instilling investor confidence. We continue to use the Recommendations of the Task Force on Climaterelated Financial Disclosures (TCFD) as a means of improving our internal risk management processes and ensuring compliance with new laws. Our 2025 TCFD-aligned disclosure can be found in the Appendices to this report. Additional measures being taken to address climate risk are detailed in the following pages.

ACQUISITIONS Beginning in 2025, Safe Harbor implemented climate risk screenings for every new stateside acquisition as part of ordinary due diligence. This process, developed in partnership with an engineering and scientific consulting firm, helps Safe Harbor understand the physical risk exposure of individual marina assets and prioritize potential resilience improvements. When screenings show significant physical climate risk exposure, Safe Harbor initiates a more detailed climate risk assessment that involves a site visit and quantifiable projected loss in the event of various threat scenarios.

APPENDICES

Additionally, we began conducting in-water infrastructure condition assessments at target acquisitions to better understand the resilience profile of target acquisitions and to identify the potential need for future capital improvements.

ENVIRONMENTAL IMPACT

Of acquisitions in 2025 have completed climate vulnerability screenings

SOCIAL IMPACT

100

%

OUR COMPANY

C L I M AT E R I S K M A N A G E M E N T

53

S E V E R E W E AT H E R P L A N N I N G Effective management and mitigation of physical, weather-related risks to our properties is critical to securing our properties, caring for our people, and instilling investor confidence. As an owner and operator of waterfront properties, Safe Harbor is exposed to threats associated with severe weather, flooding, and sea level rise. We have implemented several measures aimed at better understanding, and in some cases quantifying, our exposure.

Teammate safety is our top priority when storms threaten our properties. Before securing marinas, we encourage Teammates to secure personal homes and families and comply fully with local, regional, and state guidelines on safety and evacuation.

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Executive leadership maintains daily communication with property-level management on storm trajectory and safety measures being implemented on our properties. Our Hazardous Weather Plan (“Plan”) provides property-level, step-by-step guidance on how to prepare for and mitigate losses from severe weather. Regional Vice Presidents are responsible for taking care to execute all steps in our Plan—for example, vessel removal, sealing Hazardous Materials Management (HAZMAT) containers, shutting off electricity and water, and draining fuel lines—and for apprising executive leadership of all developments in coordination with property teams.

54

RESILIENT DESIGN With each severe weather event that impacts our properties, our team works to identify and integrate lessons learned, especially with respect to future development projects. Among other things, we design buildings to withstand higher wind loads, install or repair wave attenuators to minimize wave height and energy, and install or replace bulkheads or seawalls to protect against erosion and wave action. As part of this process, our project management team within Construction & Development regularly vets new and innovative technologies that meet operational needs and promote resilience.

1,160 3

Linear feet of bulkhead, seawall, and wave attenuation structure built or replaced in 2025

Docks converted from fixed to floating

OUR COMPANY SOCIAL IMPACT

ENVIRONMENTAL IMPACT APPENDICES 55

Stewarding Habitat, Managing Impact We care deeply about the well-being of nearshore environments at or near our properties. A key priority for 2025 was formulating an approach to habitat stewardship that would allow Safe Harbor to work

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alongside subject-matter experts on improvements while also gathering meaningful data on impact.

56

H A B I TAT R E S T O R AT I O N Earlier this year, Safe Harbor expanded its relationship with Restore America’s Estuaries (RAE) to develop a corporate subgrant program for habitat restoration. The intent of this program is to allocate annual funds for restoration projects in states where Safe Harbor operates.

In 2025, Safe Harbor continued its support of RAE by sponsoring the biannual Tech Transfer Workshop in New Haven, Connecticut.

OUR COMPANY

RESPONSIBLE DEVELOPMENT

APPENDICES

To more fully incorporate sustainability and community well-being into our development processes, we currently integrate sustainable design principles into our approval processes for growth capex. These controls require incorporation of select sustainability measures— including green stormwater infrastructure and solarreadiness—in growth capex designs, where feasible.

This approach not only ensures alignment between our sustainability and growth goals but can generate positive goodwill with the communities and regulators we interact with. To that end, we are regularly engaging with industry experts to explore best practices in sustainable and resilient marina design.

ENVIRONMENTAL IMPACT

Subgrant awarded in partnership with Restore America’s Estuaries

SOCIAL IMPACT

50K

$

57

2025 | SAFE HARBOR SUSTAINABILIT Y 58

In 2025, Safe Harbor supported efforts to protect the North Atlantic Right Whale by providing dockage and advancing research to better track and prevent vessel strikes. wavstaskforce.com Target currently excludes Monaco Marine.

Properties are either certified through state-sponsored Clean Marina programs or the Association of Marina Industries’ (AMI) Clean and Resilient Marina program.

9

10 11

C O L L A B O R AT I O N F O R C O N S E R VAT I O N Safe Harbor continues to seek opportunities to scale impact through partnerships and in-kind support. In 2025, Safe Harbor participated in the Whale and Vessel Safety (WAVS) Taskforce9 spearheaded by Viking Yachts, an initiative aimed at leveraging innovative technology and stakeholder engagement to ensure the safety of the North Atlantic Right Whale (NARW). Members of this Taskforce include marine industry leaders and specialists in marine monitoring, electronics, and telemetry who are developing better methods to track NARW movements and communicate data to vessel operators.

This year, Safe Harbor contributed to the Taskforce’s research efforts by offering dockage at eight locations to Contender, a research vessel equipped with cutting-edge marine detection and classification software that collects data to better understand NARW movements so that future vessel strikes can be avoided.

In 2025, we made progress toward our 100% Clean Marina certification target.10 As of December 31, 2025, 76% of our marinas were certified as Clean Marinas through the Association for Marina Industries’ (AMI) Clean and Resilient Marina (CRM) program or the state program equivalent.

Of Safe Harbor properties fully Clean Marina-certified11 100% C L E A N M A R I N A C E R T I F I C AT I O N O F SAFE HARBOR PROPERTIES

100%

18 % 94 %

SOCIAL IMPACT

GOAL:

76

%

OUR COMPANY

C L E A N M A R I N A C E R T I F I C AT I O N

Of Safe Harbor properties have certifications in progress

80%

Toward goal of 100% certification of Safe Harbor properties

40%

ENVIRONMENTAL IMPACT

60%

Certification not started

20%

0%

2023

2024

2025

Fully certified marinas

APPENDICES

Certification in progress

59

A D VA N C I N G WAT E R S T E WA R D S H I P NEW WATER REUSE SYSTEMS HELP MONACO MARINE ADDRESS GROWING WATER SCARCIT Y.

In 2025, Safe Harbor welcomed Monaco Marine—an exceptional network of eight shipyards and one marina in southern France— to the Safe Harbor family. Safe Harbor is benefiting from the wisdom and experience of the Monaco Marine team on a sustainability issue foundational to our industry: water.

“Our climate in the south of France is Mediterranean—very dry. Water is very important,” said Pierre Margnat, Operations Manager at La Ciotat shipyard, the largest at Monaco Marine.

In 2023, a significant regional drought gave rise to a temporary local decree requiring the Monaco Marine shipyards to implement water reuse systems to continue operations during that period of restriction.

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“Essentially, they said, ‘If in the coming years you don’t have a water reuse system, you will then not be able to wash boats anymore,’” Pierre said.

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The exchange with regulators caused the Monaco Marine team to think more broadly about how to manage water used by superyacht crews and for boat washing. By regulation, every shipyard already had water collection and treatment systems to ensure heavy metals and other contaminants were filtered out before water was discharged, but secondary treatment and reuse was new.

Authorities encouraged Monaco Marine to pilot different technologies to find something suitable for shipyards.

“In our Antibes shipyard, as a ‘test site,’ we first tried desalinization, but that was not very efficient. We tried a desalinization tank on a trailer, but that also only allowed us to process 100 to 500 liters of water per hour, and both systems created a waste issue with

Today, La Ciotat has a highly upgraded water treatment system, and Antibes has a water reuse system that is currently being tested.

OUR COMPANY

concentrated salt,” said Bruno Camusat, Director of Construction and Development. “We also tried a system that extracted water from the atmosphere, but that was not a scalable solution either.”

“We looked for the best solution we could find for the environment,” said Bruno. “We felt that if we were going to do water reuse, we would do it with the best solution available.”

While water reuse systems were new to Monaco Marine, water capture and on-site treatment were not—a testament to Monaco Marine’s long-standing commitments to resource management.

While water treatment and reuse projects have been top of mind for regulators, Bruno explained that other industry sustainability issues must be prioritized as well.

“We care about curbing emissions to the atmosphere also,” Bruno said. “When grinding or welding, we use different filtration systems to remove dust. Same thing for VOCs (volatile organic compounds) when painting.”

“We feel good about the possibilities around reuse, and it is a good solution for dealing with water scarcity…it is really key for the future and ensuring our business has a path forward in this part of the world.” ▪

APPENDICES

Bruno, Pierre, and the team at Monaco Marine feel that integrating these measures is simply the right thing to do for the future of the business, particularly in a region that has already felt the effects of climate change.

ENVIRONMENTAL IMPACT

“We looked for the best solution we could find for the environment. We felt that if we were going to do water reuse, we would do it with the best solution available.”

SOCIAL IMPACT

As far as next steps, Bruno says that the new reuse systems will be tested in early 2026 to see if the water meets treatment standards. If all goes well, more projects will be scheduled for other shipyards. The team also must solve the problem of water storage to avoid contamination.

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S C O P E 1 12, 13

4,467

S C O P E 2 12, 13

32,170

mtCO2e

mtCO2e

E L E C T R I C I T Y C O N S U M P T I O N 13

WA S T E G E N E R AT E D

up from 2,622 mtCO2e in 2024

down from 47,331 mtCO2e in 2024

98.14K MWh

28,623

down from 141.04K MWh in 2024

up from 27,961 tonnes in 2024

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tonnes

62

OUR F O O T P R I N T:

E N V I R O N M E N TA L K E Y M E A S U R E S

WAT E R C O N S U M E D

5.98K

MWh

10.1M

up from 5.58K MWh in 2024

up from 781.14K m3 in 2024

OUR COMPANY

O N - S I T E R E N E WA B L E E N E R G Y G E N E R AT E D

m3

SOCIAL IMPACT ENVIRONMENTAL IMPACT

12 2024 and 2025 emissions calculated using location-based emissions factors.

2025 electricity consumption and Scopes 1 and 2 emissions were aligned to an operational control boundary.

2024 electricity consumption and emissions were aligned to a financial control reporting boundary.

APPENDICES

13

63

66

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This report details progress within the Safe Harbor Sustainability program from January 1 through December 31, 2025. Safe Harbor reports may include restatements of information as set forth in the Global Reporting Initiative’s Universal Standards (“Standards”). This report was produced with reference to the Standards.

OUR COMPANY

A D D I T I O N A L C O M PA N Y I N F O R M AT I O N

SOCIAL IMPACT

Safe Harbor Marinas, LLC

HEADQUARTERS

Dallas, Texas, United States

DESCRIPTION

Safe Harbor Marinas, LLC is wholly owned by Blackstone and is a part of the Blackstone Infrastructure portfolio.14

MAIN PRODUCTS & SERVICES

Our marinas offer wet slip and dry stack storage space leases, end-to-end service (such as routine maintenance, repair, and winterization), fuel sales, and other high-end amenities. These services and amenities offer convenience and resort-quality experiences to Members and guests.

R E P O R T I N G C O N TA C T

Please contact us at sustainability@shmarinas.com

Safe Harbor Marinas was purchased by Blackstone in April 2025. This information does not reflect Safe Harbor ownership in early 2025.

APPENDICES

14

ENVIRONMENTAL IMPACT

C O M PA N Y N A M E

67

F O R WA R D - L O O K I N G S TAT E M E N T S

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This document contains various “forward-looking statements” within the meaning of the Securities Act of 1933, as amended, and the Securities Exchange Act of 1934, as amended.

We intend that such forward-looking statements will be subject to the safe harbors created thereby. It is for this purpose that any statements contained in this document relate to expectations, beliefs, projections, future plans, and strategies; trends or prospective events or developments; and similar expressions concerning matters that are not historical facts are deemed to be forward-looking statements.

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Words such as “forecasts,” “intends,” “intend,” “intended,” “goal,” “estimate,” “estimates,” “expects,” “expect,” “expected,” “project,” “projected,” “projections,” “plans,” “predicts,” “potential,” “seeks,” “anticipates,” “anticipated,” “should,” “could,” “may,” “will,” “designed to,” “foreseeable future,” “believe,” “believes,” “scheduled,” “guidance,” “target,” and similar expressions are intended to identify forward-looking statements, although not all forward-looking statements contain these words. These forward-looking statements reflect our current views with respect to future events and financial performance, but involve known and unknown risks and uncertainties, both general and specific to the matters discussed in this document, some of which are beyond our control. These risks and uncertainties may cause our actual results to be materially different from any future results expressed or implied by such forward-looking statements. Statistics and metrics included in this report are in part dependent on the use of estimates and assumptions based on historical levels and projections and are therefore subject to change. This report has not been externally assured or verified by an independent third party. This report is not comprehensive.

Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date the statement was made. We undertake no obligation to publicly update or revise any forward-looking statements included or incorporated by reference into this document, whether because of new information, future events, changes in our expectations, or otherwise. Although we believe that the expectations reflected in the forward-looking statements are reasonable, we cannot guarantee future results, levels of activity, performance, or achievements.

All written and oral forward-looking statements attributable to Safe Harbor Marinas, LLC or persons acting on its behalf are qualified in their entirety by these cautionary statements.

OUR COMPANY SOCIAL IMPACT

ENVIRONMENTAL IMPACT

APPENDICES 69

2025 T C F D D I S C L O S U R E I N D E X

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Governance

70

OUR COMPANY

RESPONSE

Describe the board’s oversight of climate-related risks and opportunities.

Safe Harbor’s Board relies on Safe Harbor’s Sustainability Council and Risk and Sustainability departments to identify relevant physical and transitional climate risks and to develop mitigation strategies.

Describe management’s role in assessing and managing climate-related risks and opportunities.

Physical • Oversight: Most Safe Harbor department leaders serve on the Sustainability Council, Safe Harbor’s highest sustainability governance body. Through quarterly updates provided by the SVP of Sustainability & External Affairs, Council members are informed about sustainability-related risks, opportunities, regulatory changes, and proposed best practices, including monitoring and preparing for climate risk, both physical and transitional.

Transitional • Energy & Electrification: Our Sustainability and Development teams work to monitor federal and state incentives that make on-site renewable energy projects, which hedge against rising utility costs and contribute to Safe Harbor’s emissions reductions, feasible. Safe Harbor has responded to Member demand for electric vehicle charging infrastructure by establishing a preferred partnership with a charging vendor and pipeline of charging projects. We also closely monitor market usage data in Safe Harbor locations for vessel electrification and will continue to evaluate the business case for expanded vessel charging infrastructure.

• Regulatory: The Sustainability team communicates closely with Safe Harbor’s C-Suite, Legal, Risk, Construction & Development, and Audit teams to manage regulatory risk and to prepare for new compliance obligations on climate issues (e.g., California SB 253 and 261). The SVP of Sustainability & External Affairs (i) works closely with outside counsel and other resources to identify and monitor applicable regulatory requirements either in the United States or abroad, (ii) develops strategies to manage those risks, and (iii) collaborates across departments to implement the strategies as needed. The SVP of Sustainability & External Affairs then spearheads necessary compliance strategies and reporting.

APPENDICES

• Reputation: Safe Harbor understands that sustainability, and in particular climate resilience issues, are integral to the future of the recreational marine industry. Safe Harbor’s CEO and SVP of Sustainability & External Affairs meet biweekly to review strategic sustainability priorities—including climate risk diligence and energyrelated matters—as well as communication and outreach objectives. This process helps to ensure Safe Harbor is messaging its approach to climate risks and opportunities appropriately and to the right stakeholder groups.

ENVIRONMENTAL IMPACT

• Storms: Safe Harbor executive- and management-level leadership is regularly informed about the risks of severe storm activity. In advance of severe storms, our leadership tracks real-time storm activity and maintains close, regular communication with Regional Vice Presidents (RVPs) and other operations leaders in affected regions to ensure all steps of Safe Harbor’s Hazardous Weather Plan are implemented at the property level in affected areas.

SOCIAL IMPACT

RECOMMENDED DISCLOSURE

71

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Strategy

72

RESPONSE

Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.

Acute Physical Risks • Acute physical risks include hurricanes and associated weather-related threats, such as high winds, storm surge, and flood inundation. Flooding specifically can be classified both as an acute and chronic physical risk for our assets and is a significant risk for our portfolio of waterfront properties (long-term).

OUR COMPANY

RECOMMENDED DISCLOSURE

• We own and operate properties in drought-prone areas like California and southern France, which can pose a business risk to Safe Harbor operations when water use restrictions are implemented (long-term).

Chronic Physical Risks • Sea level and coastal erosion are both chronic physical risks requiring long-term resilience planning in the context of marina development (long-term).

• Warming temperatures could result in extreme heat in select locations across our portfolio, which could in turn present a threat to employee safety and business viability in the event of water scarcity and/or reduce recreational boating activity (long-term).

Acute Transitional Risks • Costs associated with increasing fuel and electricity costs as the cost of energy increases (medium-term).

SOCIAL IMPACT

• Though relatively infrequent, significant seismic shifts and associated earthquakes and/or tsunamis can be classified as both an acute and chronic threat to waterfront assets in select locations prone to seismic activity (e.g., California) (long-term).

Chronic Transitional Risks • Some countries and states where Safe Harbor operates have implemented regulations on electrification, clean energy, and climate reporting, which increases compliance costs for Safe Harbor (medium-term).

• Shifting investor, government, and consumer preferences, particularly in new markets outside the United States, creates pressure for increased target-setting and corresponding investment in sustainable initiatives (long-term).

Opportunities • We maintain an active pipeline of rooftop solar projects, concentrating our efforts on large upland storage buildings and states with rebates and other incentives. Rooftop solar is one of our biggest opportunities for decarbonization and property-level electricity cost reduction (medium-term).

ENVIRONMENTAL IMPACT

• Safe Harbor potentially faces reputational and market risk related to its presence in the superyacht industry, which is perceived by some to be non-aligned with emissions reduction and climate goals. This risk could result in more consumers moving away from the recreational marine industry in favor of less carbon-intensive recreation opportunities (long-term).

• Safe Harbor is exploring a fleet electrification program that would offer electric replacements for select longrange vehicles, as well as charging infrastructure as an amenity at select locations (medium-term).

• Safe Harbor is continuing to explore ways to improve energy and water efficiency on-site to reduce utility costs and improve resource efficiency throughout our operations (long-term).

APPENDICES

• Market presence in Europe gives Safe Harbor access to international thought leadership on recreational marine sustainability, new technologies, and industry trends that allow for proactive planning and more informed allocation of capital toward sustainable initiatives (long-term).

73

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Risk Management

74

RESPONSE

Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning.

• Physical climate risk screening and in-water infrastructure conditions assessments are now included in Safe Harbor’s due diligence processes as a method of better understanding the climate-related financial implications of target acquisitions.

• Climate-related controls are integrated into the approval process of growth capex projects, requiring projects to integrate climate measures in the planning and development stages of a growth project where feasible. This measure ensures alignment between Safe Harbor’s development strategy and sustainability commitments.

OUR COMPANY

RECOMMENDED DISCLOSURE

• The SVP of Sustainability & External Affairs updates the Sustainability Council and CEO regularly on climate impacts to business planning. Safe Harbor is currently in the process of determining how to allocate discretionary funding for measures that generate stakeholder value and mitigate physical and/or transitional climate risk.

We have deployed scenario analysis in our development of a climate risk assessment methodology for acquisitions.

When these screenings demonstrate the likelihood of significant physical risk exposure, we conduct a more detailed climate risk assessment that involves analysis of individual property assets; physical risk likelihood based on publicly available storm, flood, and heat data over time; and the quantitative impact to the business in the event of loss.

Describe the organization’s processes for identifying and assessing climate-related risks.

• The SVP of Sustainability & External Affairs collects information across Safe Harbor departments, including Construction & Development, Legal, Risk, and Operations, to accurately identify and prioritize both physical and transitional climate-related risks to the business. Those risks, along with proposed action plans, are then discussed during quarterly Sustainability Council meetings and in individual meetings between Sustainability and various other departments.

Describe the organization’s processes for managing climate-related risks.

To the extent that certain ERM risks are flagged as significant, internal teams are convened to develop action plans for monitoring and mitigating those risks internally. Draft mitigation plans are circulated internally for review, feedback, and approval, and risk mitigation measures are taken as needed.

Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization’s overall risk management.

Safe Harbor’s formal ERM process factors in weather and climate-related risk as a category for discussion and action planning. Additionally, climate risk analysis is integrated into Acquisitions and Risk through climate diligence screenings that are conducted for all new acquisitions.

ENVIRONMENTAL IMPACT

• Our annual Enterprise Risk Management (ERM) process presents an opportunity to evaluate both physical and transition risks. For example, our annual ERM survey asks respondents to rate and comment on things like extreme weather and changing regulations. This year, Safe Harbor plans to modify some risk categories to better align with material risks identified by the Global Real Estate Sustainability Benchmark (GRESB) Infrastructure Assessment.

SOCIAL IMPACT

Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario.

APPENDICES 75

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Metrics & Targets

76

RESPONSE

Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process.

Our climate risk screenings, conducted as part of due diligence, provide a high-level overview of likely risk exposure to multiple climate-related hazards. If needed, the more detailed assessment provides quantitative loss projection metrics if specific physical climate risks were to manifest under different scenarios.

Safe Harbor conducts in-water infrastructure assessments for target acquisitions as part of due diligence.

Infrastructure that is particularly exposed to physical climate risk includes bulkheads, seawalls, docks, and wave attenuators. This process informs quantitative estimated costs of repair or replacement, helping the company to make more informed capital allocation decisions for property risk management.

We use ROI and IRR metrics to determine the yield on cost for rooftop solar projects in our solar pipeline. We view rooftop solar as critical to achieving emissions reduction targets, so each project is carefully modeled and selected to ensure the best yield on cost over time. Metrics included in the modeling process include reduction on project cost from the future sale of tax credits.16 We are shifting the reporting boundary for our emissions inventory from financial to operational control. We expect our 2025 Scopes 1 and 2 inventories to be available and aligned to operational control by the end of Q2 2026.

Development of Safe Harbor’s Scope 3 inventory is expected to begin in 2026.

Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets.

Safe Harbor aims to achieve a 15% intensity-based reduction of Scopes 1 and 2 emissions within three years (by April 2028) and will explore setting interim annual targets once our operational control baseline is established.

APPENDICES

15 Safe Harbor’s focus in 2025 was defining the emissions reporting boundary to align with operational control, with a focus on Scopes 1 and 2 emissions.

Completeness of our Scope 3 inventory will be prioritized following completion of the new boundary and gap analyses within our Scopes 1 and 2 inventories.

16 Solar ITCs will expire at the end of 2027.

ENVIRONMENTAL IMPACT

Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks.

SOCIAL IMPACT

Safe Harbor monitors several climate-related KPIs. Examples include: • Scopes 1, 2, and 3 GHG emissions15 • Electricity consumption • Natural gas consumption • Water consumption • Waste-to-landfill

OUR COMPANY

RECOMMENDED DISCLOSURE

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2025 G R I C O N T E N T I N D E X Statement of Use Safe Harbor Marinas, LLC has reported the information cited in this GRI content index for the period January 1, 2025 to December 31, 2025 with reference to the GRI Standards.

GRI 1 Used GRI 1: Foundation 2021

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GRI 2: General Disclosures 2021

78

OUR COMPANY

2-1

Organizational details

This report

10–11, 67

2-2

Entities included in the organization’s sustainability reporting

This report

67

2-3

Reporting period, frequency, and contact point

This report

67

2-4

Restatements of information

This report

67

2-5

External assurance

Limited assurance letter for Scopes 1 & 2 emissions inventory forthcoming to Safe Harbor website

2-6

Activities, value chain, and other business relationships

This report

10–11

2-7

Employees

This report

13, 28, 42

2-9

Governance structure and composition

This report, FY25 TCFD Disclosure Index

24–25, 71

2-12

Role of the highest governance body in overseeing the management of impacts

This report, TCFD Disclosure Index

24–25, 71

2-13

Delegation of responsibility for managing impacts

This report, TCFD Disclosure Index

24–25, 71

2-14

Role of the highest governance body in sustainability reporting

This report, TCFD Disclosure Index

24–25, 71

2-15

Conflicts of interest

This report

20

2-17

Collective knowledge of the highest governance body

This report, TCFD Disclosure Index

20, 24–25

APPENDICES

PA G E

ENVIRONMENTAL IMPACT

LO C AT I O N

SOCIAL IMPACT

GRI ID & DESCRIPTION

79

GRI 3: Material Topics 2021 GRI 101: Biodiversity 2024

GRI 201: Economic Performance 2016

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2025

GRI 102: Climate Change 2026

80

GRI 205: Anti-corruption 2016 GRI 302: Energy 2016

Statement on sustainable development strategy

This report

6–7

2-23

Policy commitments

This report

20

2-24

Embedding policy commitments

This report

20

2-25

Processes to remediate negative impacts

This report, TCFD Disclosure Index

14–15, 20, 22–23, 71

2-26

Mechanisms for seeking advice and raising concerns

This report

20

2-27

Compliance with laws and regulations

This report

20, 32–33, 59

2-29

Approach to stakeholder engagement

This report

14–22, 20–21, 39–40

3-1

Process to determine material topics

This report

22

3-2

List of material topics

This report

22

3-3

Management of material topics

This report

22–25

101-2

Management of biodiversity impacts

This report

46, 56–57

102-1

Transition plan for climate change mitigation

This report, TCFD Disclosure Index

50–51, 71

102-2

Climate change adaptation plan

This report, TCFD Disclosure Index

53–54

102-4

GHG emissions reduction targets and progress

This report

48–49

102-5

Scope 1 GHG emissions

This report

62

102-6

Scope 2 GHG emissions

This report

62

201-1

Direct economic value generated and distributed

This report

11

201-2

Financial implications and other risks and opportunities due to climate change

This report, TCFD Disclosure Index

53–54, 71

201-3

Defined benefit plan obligations and other retirement plans

This report

29

205-1

Operations assessed for risks related to corruption

This report

20

205-2

Communication and training about anticorruption policies and procedures

This report

20

302-1

Energy consumption within the organization

This report

62

302-4

Reduction of energy consumption

This report

50–51

302-5

Reductions in energy requirements of products and services

This report

50–51

APPENDICES

2-22

ENVIRONMENTAL IMPACT

PA G E

SOCIAL IMPACT

LO C AT I O N

OUR COMPANY

GRI ID & DESCRIPTION

81

GRI 303: Water & Effluents 2018

GRI 306: Waste 2020 GRI 401: Employment 2016

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GRI 403: Occupational Health & Safety 2018

82

GRI 404: Training & Education 2016 GRI 405: Diversity & Equal Opportunity 2016 GRI 416: Customer Health & Safety 2016

Interactions with water as a shared resource

This report

52–53, 56–59

303-2

Management of water discharge-related impacts

This report

59–61

303-5

Water consumption

This report

63

306-3

Waste generated

This report

62

401-1

New employee hires and employee turnover

This report

13, 42 (new hires only)

401-2

Benefits provided to full-time employees that are not provided to temporary or part-time employees

This report

29

401-3

Parental leave

This report

29

403-1

Occupational health and safety management system

This report

32–33

403-2

Hazard identification, risk assessment, and incident investigation

This report

32–33

403-4

Worker participation, consultation, and communication on occupational health and safety

This report

32–33

403-5

Worker training on occupational health and safety

This report

33–35

403-6

Promotion of worker health

This report

32–33

403-7

Prevention and mitigation of occupational health and safety impacts directly linked by business relationships

This report

32–33

403-8

Workers covered by an occupational health and safety management system

This report

32–33

403-9

Work-related injuries

This report

33

404-2

Programs for upgrading employee skills and transition assistance programs

This report

34–35

404-3

Percentage of employees receiving regular performance and career development reviews

This report

35

405-1

Diversity of governance bodies and employees

This report

42–43

416-1

Assessment of the health and safety impacts of product and service categories

This report

32–33

APPENDICES

303-1

ENVIRONMENTAL IMPACT

PA G E

SOCIAL IMPACT

LO C AT I O N

OUR COMPANY

GRI ID & DESCRIPTION

83