CSL

The CSL Group gives its businesses a significant level of autonomy to enable them to be accountable and effective. At the same time, we value and encourage those things which give CSL its corporate cohesion and support our distinctive CSL culture. These include our common values, our global commitment to Corporate Responsibility and high Health, Safety and Environment standards, and our effective use of international assignments to share skills, knowledge and experience.

• Code of Responsible Business Practice
• Creating effective cross-cultural project teams
• Succession and Talent Development

We also offer highly successful global leadership programs which not only boost our leadership strength but also build international connections which support effective collaboration.

This year, we developed new ways to support corporate cohesion - our Code of Responsible Business Practice, new tools for virtual teams and a global system to support succession and talent development.

Code of Responsible Business Practice

We have created a new Code of Responsible Business Practice which underpins all our policies and practices worldwide. This guide, which replaces and enhances our previous Code of Conduct, clearly explains the standards of professional and ethical behaviour required from all our people. We have included new references to corporate responsibility, created clear statements on bioethics, added references to third party expectations and market practices and committed ourselves to relevant international standards.

The new Code has had input from across the Company and reflects what CSL stands for. It has been approved by the Board and a user-friendly document, translated into ten languages, is now being launched across the globe.

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Creating effective cross-cultural project teams

CSL's projects need input and collaboration from talented employees across many locations and this is particularly important for the Global Research and Development business where staff often work in cross-functional, cross-cultural teams with infrequent face-to-face contact.

This year, a collaborative project involving Global R&D and CSL Behring colleagues found new ways to enhance the functioning of virtual teams. The project had three components: a “Global Team Toolkit”, a ”Team Launch” process, and a web-based “Culture Tool” to boost cross-cultural awareness and competence.

CSL's global project management system and capabilities are essential components in ensuring project milestones are achieved in this complex environment. They give teamsa roadmap for what needs to be done.

The Global Team Toolkit helps teams to figure out how work is done - how to manage conflicts, relationships and all the dynamics which come with diverse teams. We have developed thirteen practical tools after researching best practice among high performing cross-functional teams. These tools support the team leader in establishing goals, clarifying roles and accountabilities, creating operational norms and strengthening team relationships.

Our Team Launch prototype has been designed to ensure maximum value from face-to-face kick-off meetings and enables more long-distance work to be undertaken by teams.

The web-based Culture Tool gives staff access to an on-line interactive e-learning guide to build cultural awareness. This valuable and accessible resource is available to support virtual teams, business travellers and international assignees. It allows us to gain even greater value from the diversity in our businesses.

We are confident this collaborative project will accelerate the performance of global teams and the achievement of project outcomes. Learning from this pilot, we will offer the new project tools across the business.

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Succession and Talent Development

CSL people are strongly committed to our business. This helps us retain talent but we also need to ensure we develop staff to meet future business needs and that we respond to employees’ aspirations to learn and progress.

Succession and talent development have always been taken seriously at CSL and in 2007 we began holding global talent discussions across our businesses. We have continued to enhance this global process to ensure that we make the most of the opportunities we can offer to develop the talent in our businesses worldwide. In this way we can identify employees holding the skills we need for the future and prepare them for a bigger challenge or an overseas assignment.

Senior executive succession has oversight from the Board but business leaders throughout the Company engage in regular discussions with staff to better understand their abilities and motivation and to plan for development and progression.

CSL’s introduction this year of a global software system to support development and succession planning gives us a strong platform for continuing to successfully develop the careers of our people and ensure smooth transitions.

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