on the UoC’s website

in annual reports anywhere where it is easily accessible to anyone interested in learning about the UoC’s commitment to human rights

in written (printed) materials to distribute to employees, suppliers, and communities

through local media or social media

through letters to suppliers

in collaboration with local organisations (such as NGOs).

actively communicated to all suppliers, including subcontractors and business partners

included in contracts and agreements with suppliers.

For some specific target groups, such as local communities, it may be necessary to communicate more actively about (parts of) the policy, for example, during stakeholder meetings.

anyone in the supply chain

local community members

local NGOs and community organisations.

distributed to all employees

available for all employees to access

in a format and language that they can understand, with provisions for illiteracy, if necessary.

prevent issues such as harassment, discrimination, or other human rights abuses within the workplace

demonstrate transparency and commitment to the human rights policy to employees and stakeholders

develop a more inclusive, equitable and ethical work environment.

an understanding of the significance of the human rights policy

the rights and responsibilities that the policy includes

how to report human rights violations or concerns through the UoC’s grievance mechanism

information in a format that is understandable and accessible to all employees, including those who may have language or literacy barriers.

Training should take place annually or when there are new employees

Records of training attendance and content should be maintained.

can vary with the size and context of the UoC. It can be a committee or nominated representatives

ensures that the voices and perspectives of employees are heard and considered in matters related to human rights.

represents the composition of employees, enhancing inclusivity

holds elections for the employee committee, allowing all employees to nominate and vote for members.

Meets on a regular basis and occasionally on a more ad-hoc basis, where need arises.

assisting in the development of strategies, initiatives, and activities that promote human rights within the organisation

helping to monitor the UoC’s human rights performance

identifying areas where the policy might not be effectively implemented or where issues arise

engaging in dialogue with management to address concerns, propose improvements, and ensure that the policy remains relevant and effective

raising awareness among their colleagues about the UoC’s human rights policy, principles, and procedures.

has knowledge about the human rights policy

understands what their role involves. This can include ensuring that they have access to training.

translating the policy statement into practical actions and initiatives within the UoC and in day-to-day operations

monitoring the UoC’s human rights performance, including:

progress against any action plans and monitoring plans,

if employees are aware of and understand the contents of the policy,

evidence of any remediation or corrective actions where there are negative human rights impacts.

is the “company’s public expression of its commitment to meet its responsibility to respect internationally recognized human rights standards”

is appropriate to the strategic direction, context and purpose of the organisation

provides a framework for setting quality objectives

includes an explicit commitment to respect all other internationally recognised human rights standards that apply to people that may be impacted by the UoC’s operations

includes stipulations concerning the company’s expectations of personnel, business partners and other relevant parties

includes information on how the company will implement its commitment

is aligned with the requirements in the ASC Farm Standard, and local and international human rights laws and standards

is signed by senior management

is understood by all employees.

company’s location

type of farming practices

composition of the workforce.

recruitment and termination (see Indicators 3.2.3-3.2.8, 3.3.3-3.3.6, 3.4.1, 3.4.3, 3.4.4, 3.7.1-3.7.4)

employee representation (see Indicator 3.1.3)

loans and advances (see Indicator 3.2.9)

remediation (see Indicators 3.2.2, 3.3.2)

anti-discrimination (see Criterion 3.4)

training (see Indicators 3.1.4, 3.5.5)

freedom of association and collective bargaining (see Criterion 3.6)

transparent contracts (see Criterion 3.7)

fair wages (see Indicators 3.8.1, 3.8.4, 3.8.5, 3.8.6)

working hours (see Criterion 3.9)

performance and workplace conduct (see Criterion 3.10)

employee accommodation (see Criterion 3.11)

grievance mechanisms (see Criterion 3.12)

community relations and Indigenous rights (see Criterion 3.13).

Using feed formulations:

Feed trays.

Cameras.

Pellet sensors.

Staff training on the use of feed management measures.

Verification process to confirm management measures are operational and continuously meet their intent, for example, documented records of visual feed response.

Feed purchased (including % of whole fish ingredients, EPA and DHA).

Feed fed.

Feed efficiency calculations.

Visual feed response.

Staff training.

Stocking biomass.

Production (weight harvested).

Feed purchased (including % of whole fish ingredients, EPA and DHA).

Feed fed.

Feed efficiency calculations.

Visual feed response.

Staff training.

Stocking biomass.

Production (weight harvested).

Feed purchased.

Feed fed.

Feed purchased.

Feed fed.

Feed purchased (including information on species/genus used as marine ingredients for fishmeal).

Feed fed.

Feed purchased (including information on species/genus used as marine ingredients for fishmeal).

Feed fed.

ASC-MSC Seaweed Standard

FairWild Standard

Standards approved in the IFOAM Family of Standards Organic Standards

Harvest.

Transport to the UoC.