The fishing industry in Peru has always been characterized by being paternalistic, empirical, under little control, and to some extent informal. Since its beginnings back in the 1950’s and 1960’s, the lack of accountability and the lack of legal frameworks damaged this industry so badly that it took almost 40 years to recover and to place itself as one of the main engines for development for the country. Towards the end of the 1990’s, a national reform was initiated that sought to give greater organization and control to the industry. However, until today there are still important aspects to improve, in both operational aspects as administrative aspects. This level of uncontrol not only affects the fishing industry in an operational way, but in particular, affects the company in the way people are managed, the way in which the employees relate to each other, the organizational culture and the work climate. It is this way how the case covers the specific topic of Human Resources management inside the Peruvian fishing industry, taking as example one of the biggest fishing companies in Peru, and narrowing the leadership to on single protagonist; the Human Resources manager between the period from 2008 to 2017. Nowadays, after 10 years of hard work, it can be said that the company has achieved a significant change in the mindset of employees, the way operations are being held and the level of accountability that is carried out transversally inside the company. After living in a culture of informality for more than 50 years, the fishing industry, and in particular the company, has implemented labor practices that stand out in Peru, and that are worth of copying.