Be completed and maintained in a way that ensures information is accurate and preserved;

Be genuine;

Capture and illustrate information when processes do not perform as expected.

Be legible;

Be complete;

paper records should be stored in a way that prevents damage.

where records are stored electronically, this storage should be backed up.

If incidences of falsification of records or misrepresentation of information are identified, corrective action and actions to prevent recurrence should be taken.

that demonstrate genuineness.

corrective action and actions to prevent recurrence when incidences of falsification of records or misrepresentation of information are identified.

Happen anywhere;

Involve anyone;

Take many forms. For example:

A manager buys supplies from a friend and in return, the friend gives 20% of the profits to the manager. This may go as far as the manager excluding other appropriate suppliers from the system of approved suppliers.

A piece of infrastructure has an unsafe mechanism and the owner pays the manager cash to not disclose this at the next audit.

Employee A threatens to provide information to the manager which could get Employee B into trouble or fired, unless Employee A is paid a requested amount of money.

A site owner threatens to hurt the owner of the neighbouring plot of land unless the land-owner agrees to give up some of his land so that the site can build an additional building.

A site manager getting cash from the first point of sale in exchange for under-declaring harvest volumes (i.e. the purchaser receiving more product that they are paying for).

A sourcing manager purchases cheaper non-eligible feed but registers them as eligible and provides documentation falsely declaring it as more costly eligible feed, as financial sourcing performance increases the sourcing manager’s bonus.

A supplier buys a new car for a site manager, in exchange for the site manager giving the sourcing contract to that supplier.

A site pays cash to customs officials to speed up the passage of their feed through the import and export system.

A sustainability manager offers auditors excessive accommodation and lunches to reduce the audit effort or to turn a blind eye to non-conformities.

what these practices involve and how to recognise them.

the policies in place for preventing corruption, including extortion, embezzlement and bribery.

Progress and effectiveness of changes implemented following the previous management review.

Financial and personnel resources necessary to maintain the management system.

Changes in the internal and external context of the site which may give rise to previously unanticipated issues.

Performance review since the previous management review.

Internal and external audit outcomes.

Grievances raised.

Progress towards longer-term ASC targets, e.g. an increase in wage payments.

Progress towards site commitments.

A mechanism for employees’ feedback on the effectiveness of the management system

The outcome of the review should include addressing any need for changes and opportunities for improvement in the management system, which is documented and communicated to relevant employees for implementation.

of the review and its outcomes.

meeting minutes.

Knowledge,

Experience,

Training (theory and on the job),

Capacity, and

Decision-making permissions.

For example, a Health and Safety Manager is able to carry out and regularly update the Health and Safety risk assessment and define mitigating measures, but might not have the experience to treat injuries. Or the person responsible for first aid can take immediate action in the case of an injury and has access to and an overview of all first aid supplies, but might not have the experience to carry out a Health and Safety risk assessment.

For example, a human resources manager may be responsible for the requirements on labour rights and working conditions, and a fish health and welfare manager may be responsible for the requirements on fish health;

that evidence the responsible person(s) were designated by the management.

role description of the responsible person(s) for the implementation of ASC Requirements.

A site situated at a remote distance at sea might not need additional elements in the management system to work with communities, or

A site operating a RAS system might not need additional elements in the management system to manage the risks of escapes.

Policies: explain why a site is operating in such a way.

Procedures: explain how a site operates in a certain way and specify how to put policies into operation to ensure the outcome intended.

Records: provide an essential source of information for both internal self-assessments and external audits, documenting that policies and procedures have been followed in specific instances.

attendance at management reviews (see Indicator 1.2.4).

active role in the development, implementation and maintenance of the management system.

having a good understanding of laws and regulations including their applicability to the local context; and

facilitating any inspections by authorities.

relevant applicable laws and regulations, including, for labour-related laws and regulations, those within the home country of any migrant employees; and

compliance status, and any future actions needed to remain complaint; and

any measures needed to correct potential non-compliance with a law or regulation.

Having a good understanding of local licensing and permit systems that apply.

Obtaining all necessary documentation for siting, constructing and operating their facilities. Examples of these can include:

pending licence renewal for applications of, e.g. relocation of sites, biomass increase;

conditions set as part of the licence/permits.

In some parts of the world, a business licence is not issued unless mandatory certificates of building fitness and emergency preparedness for natural disasters are obtained.