On 1 April 2005, the end of the first year of operations of the integrated ZLB Behring was celebrated in King of Prussia, Pennsylvania with the people at ZLB Behring, integration team leaders, the CSL Board and CSL Executive Management.

At this event, CSL Chairman, Peter Wade, recognised the extraordinary efforts that have been made by hundreds of our people to create ZLB Behring. Peter's address was accompanied by the launch of the new orientation multimedia program which features over 30 employees across the globe sharing their passion about our products and services and their work in the CSL Group.

Building our capability for competitive advantage is essential to enabling execution of business strategies and our success as a global biopharmaceutical company. More than 80% of the CSL Group population of just over 7000 employees are working outside Australia in over 25 countries. Understanding the differing needs of the CSL Group's stakeholders and the regional and local environments in which we work has been enhanced by the rapid development of extensive knowledge networks and acceleration of our learning processes. Global initiatives include the CSL Group Executive Leadership Program, the Quality Managers' annual forum, the Global R&D projects, the Learning and Development Managers network, a new library portal via the shared intranet and the Information Services Board, to name a few.

CSL's Individual Performance Management (IPM) process has been implemented in ZLB Behring. Under this process rewards for executives and managers are based on achievement of a mix of company, site specific and individual challenging objectives. This has been designed to support development of a value adding culture and a focus on increased accountability, team working across boundaries, devolved decision making and improved communications across the Group.

High level engagement of people in the CSL Group is a global priority. CSL's CEO and Managing Director, Brian McNamee and the various business leaders provide our people with a compelling vision and clear strategy at regular meetings in each of the major locations in the CSL Group. Open feedback about our operations and recommendations for improvement is actively encouraged. The biannual Global Employee Opinion Survey to be conducted in November 2005 in eight languages will enable us to again measure our effectiveness in engaging our people.

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