People first: How Cartagena became a resilient offshore and energy hub by investing in its people

Introduction: In the heart of the Mediterranean, a new model for energy terminals

As energy ports around the world compete to attract offshore investments and decarbonized maritime flows, the Port of Cartagena has successfully positioned itself as a strategic industrial and logistical hub for the Southern Mediterranean. This evolution has not only been driven by infrastructure and technical capacity but—most critically—by the people behind the port’s operations, whose adaptability, coordination, and commitment have made complex operations both possible and sustainable.

From energy port to offshore and LNG logistics hub

Over the last decade, Cartagena has undergone a major transformation in its energy profile. It has consolidated itself as one of Spain’s leading ports for liquid bulk traffic, while expanding its role as a logistics node for LNG bunkering and offshore vessels support.

The Escombreras dock area has been technically upgraded to serve tankers and specialized offshore vessels, with safe deep-draft berths, STS anchorage zones, and high-capacity pipeline connections to adjacent refineries and petrochemical plants. In parallel, the port has become one of the most active LNG bunkering ports in the western Mediterranean, offering both truck-to-ship and ship-to-ship LNG supply, and partnering with key energy operators such as Shell, Engie, Axpo, Peninsula, and Enagás.

In addition, construction has begun on a new 66/20 kV electrical substation, scheduled to be operational by the end of 2026, alongside the deployment of Onshore Power Supply (OPS) systems to reduce ship emissions at berth and ensure safe, decarbonized maintenance operations for LNG carriers and auxiliary vessels.

This transformation has not been merely technical—it has depended fundamentally on the skills, coordination, and dedication of the port’s people.

The human factor as the operational axis of Cartagena’s offshore and LNG services

The real strength of Cartagena lies not only in its infrastructure, but in the collective intelligence and dedication of its people. A key component of this success has been the shared culture of safety that permeates every level of the organization. Safety is not viewed as a regulatory obligation, but as an operational principle.

Port staff, operators, and contractors are continuously trained in international standards such as ISGOTT, MARPOL Annex I, ISPS and STS protocols, enabling them to anticipate risks and act with precision in complex offshore and LNG scenarios. Emergency drills involving LNG operators, tug services, and terminal personnel are routinely conducted to test procedures, build mutual trust, and ensure response readiness.

Beyond safety, Cartagena has developed a robust ecosystem of real-time coordination among all stakeholders involved in its energy logistics chain. One of the best examples is HADES, a digital scheduling and coordination platform developed in-house to manage berthing windows at multi-client liquid terminals. While the tool provides data and optimization, its true impact comes from the highly competent teams using it: harbor masters, pilots, terminal operators, port control officers, and agents, all working in synchrony to reduce waiting times, avoid congestion, and ensure smooth bunkering and unloading operations—particularly for time-sensitive LNG services.

This level of operational harmony would not be possible without the resilience and adaptability of Cartagena’s human capital. The port’s transition toward offshore logistics and energy decarbonization has required an overhaul of skills and mindsets. Electrical technicians are being trained to manage OPS systems. Operations managers are learning to supervise STS LNG bunkering with new safety criteria. Digital workflows are replacing traditional documentation, requiring a shift in how people interact with information and with each other.

The Port Authority has responded proactively through internal mobility programs, customized training initiatives, and open dialogue with staff. Regular breakfast sessions between senior leadership and employees have helped surface challenges, build shared purpose, and strengthen interdepartmental cooperation. Instead of reacting to disruption, Cartagena’s people are shaping it.

Wellbeing as a strategic investment

Behind every successful LNG transfer or offshore support operation is a team of professionals who need to be healthy, motivated, and aligned. Recognizing this, the Port of Cartagena has placed employee wellbeing at the heart of its transformation strategy, not only as a social responsibility, but as a way to ensure operational reliability and talent retention in a competitive labor market.

In 2024, the Port launched a comprehensive Emotional and Physical Wellbeing Plan, including gamified health challenges, personalized checkups on posture, sleep and nutrition, and interactive education campaigns designed to foster healthy habits, especially among aging office-based and field workers. This initiative complements the broader cultural strategy “All Together, Moving Forward,” which seeks to empower individuals, promote empathy in leadership, and create work environments where initiative, collaboration, and personal growth are actively encouraged.

Communication also plays a vital role. Regular updates via newsletters, informal gatherings, and staff-led information campaigns help dismantle silos and strengthen the sense of belonging. Employees are not seen as cogs in a system, but as co-creators of a safer, more agile port operation.

Looking ahead: human capital as Cartagena’s anchor point

As Cartagena continues to attract new offshore investments and expand its role as a Mediterranean LNG hub, its strategic focus is shifting toward future-ready talent development. This means fostering hybrid professional profiles—technical experts who can navigate both maritime regulations and renewable energy systems, engineers who understand both bunkering logistics and power electronics, and managers capable of operating within ESG- driven frameworks.

The Port is also exploring new offshore services, such as floating wind assembly support, anchorage-based ship retrofits, and sustainable fuel logistics. Each of these will demand new skills, certifications, and collaboration models. Cartagena’s investment in flexible work conditions, career mobility, and interdepartmental engagement is designed to prepare its workforce not just for the next challenge, but for the next paradigm.

Conclusion: There is no offshore success without people

The Port of Cartagena stands as proof that even the most complex technical transitions—LNG, offshore services, OPS deployment— depend fundamentally on human excellence. Infrastructure can be replicated. Software can be exported. But resilience, coordination, and commitment cannot be bought or installed; they must be built from within.

In an industry driven by decarbonization, compliance, and automation, Cartagena reminds us that the ultimate guarantor of safety, efficiency, and innovation is still the same: people who care, learn, and lead together.

This article was developed by specialist José María Gómez Fuster and published as part of the sixth edition of Inspenet Brief September 2025, dedicated to technical content from the energy and industrial sectors.