Providing a Positive Working Environment
At CSL, we aim to provide a positive working environment for all our employees and contractors. We are committed to treating our people in a lawful and fair manner, and seek to engender a workplace culture of mutual trust and respect.
As an achieving organisation, we understand the importance of equipping our people with the right skills to do their job and of recognising their contributions to our business success. We promote safety, health and well-being in the workplace and appreciate the value of work/life balance.
Managing our people responsibly ensures that we continue to attract, engage and retain high calibre employees and leaders in an increasingly competitive employment market. This is critical to the ongoing success of our business.
The CSL Code of Responsible Business Practice, which is set by the Board, guides our approach to human resource (HR) management. The executive management team for each CSL business unit and at each CSL manufacturing site is accountable for implementing HR policies, practices and programs that fulfill our employment responsibilities and support the business strategy.
We aim for direct, open and timely communication with employees, and appropriate consultation on employment matters. Globally we operate with a range of models: direct relationships with employees; union representation; staff committees; and works councils. We respect the right of employees to seek representation and to enter into collective bargaining arrangements and we maintain constructive relationships with employee representatives.
Workforce diversity is essential to CSL’s growth and long-term success. As outlined in our Code of Responsible Business Practice, CSL aims to ensure our workforce reflects the diversity of the communities in which we operate and fosters a culture of inclusiveness that CSL has long demonstrated.
In addition, CSL’s
Diversity Policy (0.03Mb) sets out in detail our commitment. The policy outlines the importance of diversity and inclusiveness to CSL and how, as a Company, we will incorporate diversity into our business practices. CSL also has developed specific gender diversity objectives, which will ensure we continue to build strong and consistent systems and processes to further support a diverse workplace. Disclosure and progress towards our objectives are available in our
Annual Report (online or PDF) and Shareholder review.
Learning and development
CSL provides learning and development opportunities for employees at all levels. We aim to continually improve our employees’ capabilities to help them fulfil their roles safely, effectively and consistently. This enhances our performance as a company and facilitates employees’ development as they pursue their career goals and ambitions.
Reward and recognition
Remuneration systems vary between countries but we aim for rewards to be based on local market levels and on job value established through a job evaluation system. Performance reviews of all professional, specialist, administrative and managerial staff are conducted against predetermined performance measures. Individual and business performance is linked to reward, with the proportion of performance-related remuneration increasing with seniority. Remuneration for managers and executives typically includes a fixed component and a short-term cash bonus. Packages also may include long-term incentives in the form of equity or deferred bonuses. Length of service is recognised at all sites through gifts and certificates. Additionally, a variety of schemes reward exceptional contributions at the local level.
Essential to the sustainability of our business is our talent management process, which ensures we retain and develop staff for future promotion to senior positions and thereby facilitating knowledge retention and strengthening our corporate culture.
Our Talent Management programs include:
- Development planning, which is encouraged for all professional staff, involves structured discussions to identify traiing and other development needs.
- An annual global talent review process covering all sites and businesses, which provides the opportunity to acknowledge high-potential employees in a global forum, and facilitates further input on talent assessment from senior executives outside the employee’s business/site.
- International assignments through which assignees broaden their business, leadership and cultural understanding, thus gaining the skills needed to manage a global business.
Health, safety and wellbeing
CSL business unit leaders and site leaders are accountable for health and safety in the workplace. We employ dedicated Health, Safety & Environment (HS&E) managers and teams at all our manufacturing sites. Local executive management teams monitor Health and Safety performance, with consolidated performance reviews conducted quarterly by CSL’s Corporate Risk Management Committee.
The Health, Safety and Environment Management System is consistent with the requirements of various local and globally-recognised standards on occupational Safety and Health, such as the Australian standard, AS/NZS 4801:2001 occupational health and safety management systems - Specification with guidance for use, and the British Standard, OHSAS 18001:2007 Occupational health and safety management systems – Requirements, and moves beyond compliance to provide the flexibility to develop a sustainable safety culture within CSL.
Our health and wellbeing programs take many forms – from meditation classes to workplace massage facilities, lectures on health topics, and sponsored sporting events and teams, in an effort to support employee wellbeing and consequently, develop a productive working environment.