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CSL successfully implemented a new Global
Human Resources Information System that
significantly expanded the access to data
for employees and managers in May 2016.
Specifically, managers are able to use a
CSL-customized dashboard and reporting
capabilities to better understand staff
demographics, time of service, education,
experience and other key data points. With
this information, managers will be better
equipped to understand their organisation
and the impact of development and
and biomedicine. Each major market will
hold at least two (2) of these programs. We
will measure the impact of these programs
by targeting specific programs at chosen
locations and attendee response ratings.
3. CORPORATE RESPONSIBILITY
Relevant governance documents:
The Code has been distributed to all directors,
senior executives and employees and a training
program has been implemented across the
CSL Group.
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Code of Responsible Business Practice
Anti-Bribery and Anti-Corruption Policy
3.3 Internal Whistleblower Policy
•
Ensuring a diverse pool of candidates
for opens roles – An inclusive culture
requires that hiring practices surface the
best and brightest talent. In 2016-2017, CSL
will broaden its commitment to ensuring we
are accessing the best and brightest talent
in the market without bias. Hiring managers
must ensure a representative candidate
pool of diverse and qualified candidates for
review for all Senior Director level and above
positions, to ensure there is no gender,
age, race or other unconscious bias in the
selection process.
In accordance with the Code, CSL is committed
to ensuring that employees, contractors,
suppliers and partners are able to raise
CSL’s approach to Corporate Responsibility is
guided by the CSL group values, the Code of
Responsible Business Practice (the Code) and
related policies.
concerns regarding any illegal conduct or
malpractice and to have such concerns properly
investigated. This commitment is implemented
through CSL’s internal Whistleblower Policy,
which sets out the mechanism by which
employees, contractors, suppliers and partners
can confidently, and anonymously if they
wish, voice such concerns in a responsible
manner without being subject to victimisation,
harassment or discriminatory treatment.
3.1 Group Values
hiring decisions. This system provides
the foundation from which more robust
workforce planning and talent development
programs can be launched.
CSL has developed a set of values (Group
Values) common to the diverse business units
that form the CSL Group. The Group Values,
endorsed by the Board, serve as the foundation
for every day decision-making. These values
are superior performance, innovation, integrity,
collaboration and customer focus.
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.4 Measurable objectives supporting
Gender diversity for 2016-2017
•
Improve Selected Diversity Measures
chosen from Employee Opinion Survey
The Board has set the following measurable
objectives for the financial year commencing
July 2016. These objectives will continue to
build on successes that CSL has demonstrated.
CSL will report against these measurable
objectives in its 2017 Annual Report.
3.4 Anti-Bribery and Anti-Corruption
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The mindsets, behaviours and decisions
3
.2 Code of Responsible
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of leadership significantly impact the extent
to which CSL achieves its strategic and
financial objectives. CSL’s culture is based
on its Core Values and requires protection
and advancement through steadfast focus
from senior executives as we grow, hire
and promote new leaders. This focus
requires ensuring that our workforce is
diverse in terms of gender, age, ethnicity,
socio-economic status, sexual orientation,
profession and education. For 2016-2017,
CSL will strengthen its culture by defining
the leadership mindsets and behaviours
that are central to a values-based culture
where diverse people and perspectives
are important. We will measure the
The Code provides a high level policy
statement on preventing bribery and
inducements. In addition, the Board has
adopted an Anti-Bribery and Anti-Corruption
Policy. This Policy builds on the policy
statement in the Code and also supports
the considerable amount of work being
undertaken in many areas of CSL’s operations
to ensure that CSL is acting with integrity (one
of CSL’s core values) at all times.
Business Practice
CSL first established a Code in December
2008, with the current version of the Code
being adopted by the Board to take effect from
•
Supporting Science Education for
Females – CSL is committed to enhancing
students’ knowledge of careers in science,
manufacturing and biomedicine as a way
to increase graduates in these educational
specialties. CSL will engage students prior to
meaningful milestones in their education to
encourage them to choose careers focused
in science, manufacturing and biomedicine.
This will be accomplished by identifying
local secondary schools in all major markets
for CSL (Australia, Germany, Switzerland,
UK and US) and partnering with those
schools to bring students on-site at CSL
locations and participate in programs where
the students can experience the types of
jobs available within science, manufacturing
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July 2013. Based upon the Group Values and
other guiding principles, the Code outlines
CSL’s commitment to responsible business
practices and ethical standards. The Code sets
out the rights and obligations that all directors,
senior executives and employees have in the
conduct of CSL’s business, including in relation
to business integrity, safety and quality of
products and maintaining a safe and fair
workplace. CSL also expects that its contractors
and suppliers will observe the principles set out
in the Code.
CSL has established training programs for
relevant employees across the CSL Group
to raise awareness of CSL’s ‘zero tolerance’
approach to bribery and corrupt business
practices at any level within CSL’s global
operations.
effectiveness of our culture through our
Employee Opinion Survey and create team-
based action plans to address continuous
improvement opportunities.
