The board of directors of Marine Harvest ASA (the “Board”) is aware of its responsibility for the development and implementation of internal procedures and regulations ensuring that the Company and its subsidiaries (together, the “Group”) complies with applicable principles for corporate governance.
The Board reviews the overall position of the Group in relation to such principles annually and reports thereon in the Company’s annual report in accordance with the requirements of the continuing obligations for listed companies and the Norwegian Code.
The Board has defined the Group’s overall vision and the core values which shall guide the activities of the Group in a written code of conduct applicable to all employees (the “Code of Conduct”).
The Group is made up of individuals with different backgrounds, nationalities, cultures and customs. The conduct – what each and every employee do and say each day – determines the Group’s ability to succeed as an organisation. The Code of Conduct sets standards for behaviour which can be expected between colleagues, and which external parties can expect from employees in the Group. The Code of Conduct has been communicated to all employees and it is expected that a personal commitment to follow the Code of Conduct is made by each employee. Test of each employee’s understanding has been, and will be regularly carried out.
The Code of Conduct is available at www.marineharvest.com
The corporate mission, “Seafood for a Better Life”, and four closely inter-related guiding principles are defined to assist the Group in its decision making. These principles are:
Our profits hinge on our ability to provide customer value from healthy, tasty and nutritious seafood, farmed both cost-effectively and in a sustainable way maintaining a good aquatic environment and respecting the needs of the wider society.
We will not compromise on our ability to continually deliver healthy, tasty and responsibly produced seafood to our customers. Through this, our long-term financial solidity will be achieved.
Neither employee safety, nor our employees’ self-respect and personal pride in their work can be compromised if we are to succeed as a group with good relationships with our communities.
All our operations and our long-term profitability ultimately depend on sustainable and environmentally responsible interactions with the natural environment. To maintain fish health, avoid escapes and minimise the environmental impact of our operations we need the best skilled people.
In salmon farming, sustainability is a precondition for long-term value creation. The seafood industry must be socially and environmentally sustainable to be profitable over the long term. Marine Harvest needs attractive financial results to have the financial strength to drive a sustainable development of the operations. This interdependency has led Marine Harvest to the development of the four equally important guiding principles described above. For each principle Marine Harvest has defined specific ambitions with corresponding key performance indicators which are reported on in operational review meetings with all business units, and in business review meetings with the two business areas, Farming and Sales and Marketing. Development and implementation of best practice is through the global quality system, Qmarine, and the standard operating procedures contained in this system.
The Marine Harvest governance and management system is further described on this website where shareholders and other stakeholders can explore any topic of particular interest in more detail and easily navigate to related information.