By Chris Leighton, Finance Director
Over the past few months other members of the senior management team have written articles about what the Blue Revolution means to them and what it is going to take to achieve this revolution. Past articles have described how this relates to production, fish health, the environment, and our people. Good production practices, good environmental practices, good human resource practices, and good fish health practices are all requirements for a successful business. We all know this because we see the results every day. What’s not so obvious is what goes on behind the scenes.
It’s what goes on behind the scene that drives me to come to work every day asking myself what I can do to help make this company better. For me, leading the blue revolution applies to our company’s financial condition, financial reporting, and the financial controls we have in place and how effective these controls are. It means doing the right things at the right time in the right way. It means that we act with integrity and with transparency.
In the Accounting and Finance world we have several regulatory bodies telling us what we have to do, how to do it and how often. As Accountants we are expected to comply with all of the established regulations, not only Canadian regulations
but also USA and International regulations. In fact, we have audits every year where we have to prove that we have complied with all the regulations. To me, leading the Blue Revolution means more than just compliance with these regulations, it means striving to exceed expectations and being viewed as the model of what an organization should be doing.
You might ask yourself “Why would somebody want to be an Accountant, sit at a desk and look at numbers all day?” The answer is that my passion, and the passion of our company’s Accounting team, is to help ensure that Marine Harvest Canada is as successful as it can be. We do that by ensuring that we have good financial practices and internal controls in place. Without these good practices and internal controls investors will not have the confidence to invest their hard earned dollars in our business. Think about it, there are companies all around the world that an investor can put their money into. Would they prefer to put their money into a business that has demonstrated good oversight and good controls or in a business that seems to be out of control? It’s an easy question to answer. Having people invest in our company is not a right, it is a privilege and it has to be earned. Investors have to trust us.
So what are good financial practices and good internal controls? For Marine Harvest Canada it means; we have computer systems that track our spending; we have policies that limit how much each of us can spend without approval from our manager; that costs are not increasing unnecessarily; that our financial reporting is accurate and truthful; that we do what we say we do. In short, it means that we are trustworthy.
To read past articles about the Blue Revolution visit:
Part 1: A personal view. By Vincent Erenst: http://www.marineharvestcanada.com/blog/2013/09/10/leading-the-blue-revolution-a-personal-view/
Part 2: Adapt. Innovate. Overcome. By James Gaskill: http://www.marineharvestcanada.com/blog/2013/09/10/leading-the-blue-revolution-part-2-adapt-innovate-overcome/
Part 3: Improving public awareness about Marine Harvest salmon. By Clare Backman: http://www.marineharvestcanada.com/blog/2013/10/15/leading-the-blue-revolution-part-3-improving-public-awareness-about-marine-harvest-salmon/
Part 4: How to Lead a Revolution. By Dean Dobrinsky: http://www.marineharvestcanada.com/blog/2013/11/08/leading-the-blue-revolution-part-4-how-to-lead-a-revolution/
Part 5: On the cutting edge. By Dr. Diane Morrison: http://www.marineharvestcanada.com/blog/2014/02/07/leading-the-blue-revolution-part-5-on-the-cutting-edge/
Part 6: The very best way we can. By Dave Pashley: http://www.marineharvestcanada.com/blog/2014/01/03/leading-the-blue-revolution-part-5-the-very-best-way-we-can/