What is Grupo Barceló
Grupo Barceló is a Spanish tourism group headed by Barceló Corporación Empresarial, S.A. Its registered office is at Calle José Rover Motta 27, Palma, Mallorca, and its Spanish tax identifier is A07009830. This profile covers the consolidated group, combining hotels and travel services; Barceló Hotel Group and Ávoris are its divisions, not interchangeable names for one brand. Legal notice: identity and registered office. 2025 accounts: company and consolidation.
From coaches to international hospitality
The business began in 1931 with Autocares Barceló, founded by Simón Barceló in Felanitx. Travel agencies followed in 1954 and the first Mallorca hotel in 1962. Bávaro Beach in Punta Cana opened in 1985; the addition of Crestline in 2002 strengthened its US hotel-management business. Official history of Grupo Barceló.
The business history differs from the legal entity’s incorporation date: today’s parent was incorporated on 22 December 1962 as Hotel Hamilton, S.A., and adopted its present name on 23 June 2000. 2025 accounts: company and consolidation.
Ownership and shareholders
The parent is privately held. At 31 December 2025 its principal corporate shareholders were Silumar Family Holding, S.L. (34.61%), Sian Partners, S.L. (21.27%) and San José Tambor, S.L. (13.87%). The accounts do not present these three holdings as 100% of share capital. 2025 accounts: share capital and shareholders.
The group is associated with the Barceló family; the CNMC’s 2026 documentation describes family management without individual control by any family member. Legal control should therefore not automatically be attributed to one co-chair. CNMC: Ávoris structure and Atrápalo transaction.
Leadership and generational transition
Simón Barceló Tous and Simón Pedro Barceló Vadell are co-chairs. The 2025 report explains that Tous stepped down as an executive director while remaining co-chair, and that Simón Pedro was also appointed chief executive of the parent. The corporate website identifies the latter as executive co-chair. 2025 non-financial report: leadership and reporting boundary. Governing bodies and management team.
Marta Barceló Fontirroig chairs Crestline and Antonio Tovar Barceló leads Latin America; both joined the group management committee in the transition described for 2025. These responsibilities are distinct from ownership of individual hotels. 2025 non-financial report: leadership and reporting boundary.
Hotel business and brands
Barceló Hotel Group operates leisure and urban hotels under Royal Hideaway Hotels & Resorts, Barceló Hotels & Resorts, Occidental Hotels & Resorts and Allegro Hotels. It combines ownership, leases, management and franchising: a brand on a facade does not establish that the group owns the building. 2025 report: hotel network and rooms.
At the end of 2025 the reported network comprised 286 hotels and 63,096 rooms in 32 countries. It included Crestline’s 113 US hotels, which must not be added again. By operating arrangement, 21,009 rooms were owned, 18,816 leased and 23,271 managed or franchised. 2025 report: hotel network and rooms. 2025 report: international presence.
Ávoris: distribution, products and transport
Ávoris combines agencies, tour operating, corporate travel, destination services, experiences and transport. Its brands include Halcón Viajes and B travel in distribution; Catai, Travelplan and Mundosenior in travel products; BCD Travel in business travel; and Welcomebeds in accommodation distribution. These activities fall within the group boundary and are not added again to consolidated revenue. 2025 report: Ávoris and gross business measure. 2025 non-financial report: leadership and reporting boundary.
Iberojet provides air transport; the 2025 year-end report described a fleet of eight aircraft. Iberobus provides road transport. Combining accommodation, agencies and transport gives the group a broader range of operations and prevention needs than a hotel-only chain. 2025 report: Ávoris and gross business measure.
2025 revenue and earnings
The 2025 consolidated income statement reports €4,838.6 million in operating revenue —exactly €4,838,568,221— compared with €4,589.5 million in 2024. The revenue note allocates approximately €2,780.0 million to travel and €2,058.6 million to hotels. By location, Spain contributes €3,576.0 million, Latin America €767.8 million and other regions €494.8 million. 2025 accounts: revenue and earnings. 2025 accounts: revenue composition and workforce.
Reported EBITDA is €676.7 million and includes the effect of IFRS 16. Total net profit is €315.6 million; profit attributable to the parent’s shareholders is €313.4 million. Keeping them separate avoids treating the parent-attributable amount as including non-controlling interests. 2025 accounts: revenue and earnings.
Why several business-volume figures appear
This profile uses the operating-revenue line in the accounts. The €370.8 million of other operating income is kept separate: it includes management fees and other items, but also €0.823 million of public grants and €11.7 million of compensation for early contract termination. Adding it to operating revenue produces the €5,209.4 million called sales in the corporate narrative; that sum is not treated here as a uniform customer-turnover measure. 2025 accounts: revenue composition and workforce. 2025 non-financial report: leadership and reporting boundary.
The €7,867.5 million gross business measure has a different definition: it combines owned and leased hotel income, full revenues of managed hotels and gross travel income without eliminating intercompany transactions. It therefore does not replace the selected accounting revenue or justify adding Ávoris or third-party hotels again. 2025 report: Ávoris and gross business measure.
Workforce and training
The accounts report an average workforce of 38,682 people and 39,160 at the end of 2025. These are different measures: the annual average is not the year-end snapshot. The non-financial report records 656,965 training hours, through programmes adapted to divisions and markets. 2025 accounts: revenue composition and workforce. 2025 non-financial report: training and OHS coverage.
In 2025 the non-financial report changes from an aggregated to a consolidated boundary: hotel reporting focuses on 147 owned or leased hotels and corporate services, together with 100% of Ávoris. Certain indicators exclude Crestline information; environmental and social-action indicators also exclude, among other cases, hotels operating for fewer than six months. Each figure must be read with its coverage. 2025 non-financial report: leadership and reporting boundary.
How occupational prevention is organised
For Barceló Hotel Group in Spain, the non-financial report describes internal prevention resources and external services covering safety, industrial hygiene, ergonomics and psychosocial factors, and occupational medicine. Activities include assessing premises, equipment and jobs; planning corrective measures; training teams; investigating accidents; and preparing emergency and evacuation arrangements. This describes the Spanish system, not identical accreditation across every country. 2025 non-financial report: training and OHS coverage. 2025 non-financial report: prevention and accident indicators.
Health surveillance includes initial and periodic examinations and job adjustments for particularly sensitive workers. In a business combining hotels, offices and transport, these measures need to be specified by activity; the report does not establish group-wide ISO 45001 certification. 2025 non-financial report: prevention and accident indicators.
Accidents, rates and coverage limits
For 2025 the report records 1,538 accidents during working hours, 362 commuting accidents and 38 occupational illnesses. Adding them gives 1,938 cases across mixed categories, not 1,938 working-hours accidents. The table excludes Crestline because its systems cannot supply these data. 2025 non-financial report: prevention and accident indicators.
Reported incidence is 45.5 accidents per 1,000 employees; frequency is 20.2 per million hours worked; severity is 0.5 lost days per 1,000 hours. Frequency is not labelled LTIFR here because restriction to lost-time injuries is not explicit. The boundary change prevents every difference from 2024 from being attributed to better or worse prevention. Nor does the absence of a separate figure establish zero fatalities or complete contractor coverage. 2025 non-financial report: prevention and accident indicators. 2025 non-financial report: leadership and reporting boundary.
Occupational health, agreements and harassment prevention
The collective-agreement table places OHS-clause coverage at 60% of the total average workforce and 96% of employees covered by collective agreements. The denominators matter: 96% does not represent all group employees. 2025 non-financial report: training and OHS coverage.
The report describes protocols addressing sexual and psychological harassment, confidential channels and investigation of reports. It also presents WeBalance activities supporting physical and mental wellbeing for teams and guests. These initiatives do not replace psychosocial risk assessment or, by themselves, establish a reduction in illness or accidents. 2025 report: occupational health and harassment prevention.
Digital services and operations
In 2025 Barceló App was redesigned with booking, online check-in and the personalised my Barceló area. The report attributes more than 539,000 new downloads and 450,000 requests handled to the app, with 101 new services activated. These are usage and deployment indicators, not demonstrated savings or profitability measures. 2025 report: app and digital services.
Energy management uses a digital tool to monitor consumption by hotel and guest stay, with monthly review. A tangible example is the refurbishment of Barceló Santa Cruz Contemporáneo: diesel hot-water boilers were replaced by heat pumps recovering heat from chillers. Electrifying that installation does not establish zero emissions across the hotel. 2025 non-financial report: energy management.
Emissions and energy: separate boundaries
The 2025 Barceló Hotel Group inventory records 84,188 tonnes of CO₂ in Scope 1, 119,772 in market-based Scope 2 —121,281 on a location basis— and 489,280 in Scope 3. The market-based total is 693,240 tonnes. These are the units and boundary of the hotel table, not one inventory for all of Grupo Barceló. 2025 non-financial report: emissions and calculation methods.
The method distinguishes financial control and includes indirect emissions from leased and managed assets; part of Scope 3 is estimated using expenditure. Ávoris is reported separately: its Scope 1 is 298,302 tonnes, principally linked to Iberojet fuel. The inventories are not added without reconciling boundaries. The hotel boundary change also prevents the variation from 2024 from automatically being treated as a comparable reduction. Barceló Hotel Group reports €4.1 million invested in energy projects in 2025. 2025 non-financial report: emissions and calculation methods. 2025 non-financial report: energy management.
Competition decision and appeal
On 10 December 2025 the CNMC fined Ávoris Retail División, S.L., and held Barceló Corporación Empresarial jointly and severally liable, for €630,000 over an agreement not to bid in a 2021 Banco de España tender and €110,000 over contract allocation at Universidad Complutense in 2022. Ávoris Retail received a six-month ban covering specified public travel-agency tenders for business travel, not a general ban on all hotel activity. CNMC: 2025 travel-agency decision.
The 2025 accounts, audited on 30 March 2026, report full provisioning, an appeal to the Audiencia Nacional and a request for an interim stay. This does not establish that a stay was granted or determine the judicial position in November 2026. The CNMC closed proceedings against specified other subsidiaries; that does not remove the parent’s joint and several liability stated in the decision. 2025 accounts: appeal against the CNMC decision. Audit report on the 2025 accounts. CNMC: 2025 travel-agency decision.
Developments after the 2025 year-end
On 26 June 2026 the CNMC cleared Dondear Viajes, an Ávoris company, to acquire sole control of Atrápalo. Competition clearance is distinct from completion of the transaction and does not change the 2025 figures. CNMC: Dondear Viajes/Atrápalo clearance. CNMC: Ávoris structure and Atrápalo transaction.
In September 2026 Barceló announced the opening of Palacio San Juan, a Royal Hideaway Hotel, in Murcia, with 70 rooms and suites. Grupo Fuertes owns the property. This illustrates expansion as an operator and should not be described as Barceló buying the building. Palacio San Juan opening in Murcia, 2026.
What the evidence supports
The group combines hotel assets, third-party management and an integrated travel division. This explains why the commercial network, accounting revenue and gross business volume differ. Prevention analysis starts with activity-specific measures and data, particularly Crestline exclusions and consolidation changes. A larger network or a corporate award does not by itself demonstrate better occupational health and safety outcomes. 2025 report: hotel network and rooms. 2025 report: Ávoris and gross business measure. 2025 non-financial report: prevention and accident indicators. 2025 non-financial report: leadership and reporting boundary.
Frequently asked questions
Is Barceló a Spanish company?
Yes. Barceló Corporación Empresarial, S.A. has its registered office in Palma and heads the consolidated group. 2025 accounts: company and consolidation. Legal notice: identity and registered office. [1] · [2]
Which hotel brands form its commercial portfolio?
Royal Hideaway, Barceló, Occidental and Allegro. The network also includes Crestline in the United States. Operating a hotel does not necessarily mean owning its property. 2025 report: hotel network and rooms. 2025 report: international presence. [1] · [2]
Is Ávoris included in these figures?
Yes. The consolidated accounts include the travel division; adding its turnover again would duplicate activity already included in the group. 2025 accounts: company and consolidation. 2025 report: Ávoris and gross business measure. [1] · [2]
Why does the profile not use €7,867.5 million as accounting revenue?
That business measure includes full managed-hotel revenues and gross travel income without intercompany eliminations. The profile selects the €4,838.6 million operating-revenue line and explains other income separately. 2025 accounts: revenue and earnings. 2025 report: Ávoris and gross business measure. 2025 accounts: revenue composition and workforce. [1] · [2] · [3]
What do the 2025 accident disclosures show?
They report 1,538 working-hours accidents, 362 commuting accidents and 38 occupational illnesses, excluding Crestline. The boundary change limits comparison with 2024 and does not establish full third-party coverage. 2025 non-financial report: prevention and accident indicators. 2025 non-financial report: leadership and reporting boundary. [1] · [2]
Do 96% of all employees have occupational health and safety clauses?
That is not the table’s denominator: 96% refers to employees covered by collective agreements. The equivalent indicator for the total average workforce is 60%. 2025 non-financial report: training and OHS coverage. [1]
