CSL’s global operations enhance career prospects

Amanda Parravano, a senior commercial analyst, joined CSL Group five years ago after working for several industrial companies. As a new hire, she was initially unfamiliar with the marine shipping industry, but she adapted quickly thanks in part to the supportive and openness of her colleagues.

“You naturally have a lot of questions when you join a new company,” says Parravano. “But within my first month, I had the chance to meet with all the department heads and learn about their roles.”

This early exposure helped her contribute quickly. “Coming in, I was in a more junior role, which didn’t necessarily have a rigid structure,” she says. “So, this gave me the freedom to pitch ideas to my boss. He trusted me and always encouraged me to go ahead, which was very motivating.”

CSL’s operations span a significant portion of the globe. The company operates throughout the Great Lakes, the Americas, Australia, Europe and Africa.

“If you're driven, curious and eager to take on challenging projects, CSL will provide you with the environment and opportunities to thrive.” says Stéphanie Aubourg, chief human resources officer. “And if you’re open to relocating, assignments are available across our operations in the United States, Europe, Australia and beyond.”

CSL places a strong emphasis on nurturing talent at all levels through its Talent Voyage program. “One cohort is designed for directors whom we have identified as having the potential to move up to the senior leadership team,” says Aubourg. “They receive a mix of one-on-one mentoring with our executives, as well as management training and coaching from external professionals.” There are also tailored programs for younger professionals and mid-career employees.

Parravano participated in a six-month leadership development program, where she worked with colleagues on a current industry topic. “We researched and presented our findings to our vice-presidents and to the executive committee,” she says. “It was excellent training and a valuable experience.”

The Talent Voyage is part of CSL’s broader succession planning efforts. “We are making sure that our employees are getting the training and development they need to grow their careers at CSL,” says Aubourg. “We always look internally to fill managerial and director positions. We rarely look outside the company for these roles.”

As a family-owned company, CSL fosters an open and collegial culture that contributes to employee longevity. “You can feel it around the office,” Aubourg says. “It’s really an open door kind of company where you get to know your colleagues well. It’s not unusual that in any given year we have people who are celebrating 35 or 40 years of service. We even have an employee who’s been with us for almost 45 years.”

Parravano adds that CSL’s open door policy was instrumental in her onboarding. “It’s something really special,” she says. “In addition to the welcoming culture, new employees participate in tours of the company’s ships. I’ve been on two ship visits. They showed us around the engine room, which was the size of a house, and the bridge, where we saw first-hand what the captain does. It was fascinating.”

This article appeared in the magazine announcing this year's Montreal’s Top Employers winners, published March 18, 2025 in the Montreal Gazette. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.

CSL cultivates talent on its ships and at the office

While attending law school at the University of Sherbrooke, Audrey Lam Yuk Tseung envisioned a future at a law firm. But her career took an unexpected turn not long after graduating when she landed a position as legal counsel with Montréal-based CSL Group Inc.

“When I started law school, I didn’t have any ambitions to work for a shipping company,” says Lam. “I didn’t even know that opportunities for young lawyers existed in marine transportation.”

But after three years with CSL, she’s discovered a fascinating industry and a position that is the right fit for her. “My manager and the rest of the team support me when I need them,” Lam says. “I really love the freedom they give me to do my job. They trust my instincts.”

CSL’s onboarding programs cater to both new employees and interns, whether they are joining the company’s fleet of ships or taking on corporate roles in areas like finance, human resources or marketing.

Each year, CSL employs about 50 cadets, who work onboard vessels during the Canadian shipping season, which generally runs from April until the end of December. CSL’s deck cadets are training to become future navigation officers on the Great Lakes, while engine cadets are preparing to become engineering officers, who work below deck in the engine rooms that power the ships.

“Cadet onboarding follows a structured program,” says Stéphanie Aubourg, chief human resources officer. “Supervisors on board our ships monitor their progress and the cadets provide reports of what they’ve learned. We meet with them regularly to make sure their training is on track.”

Onboarding for corporate staff lasts three months. “Managers participate to make sure new employees understand our business model as soon as possible, as well as all the particularities of the maritime industry,” says Aubourg.

New employees are also given the opportunity to go onboard a ship. “There’s no better way to learn about shipping than to experience the vessels and their magnitude,” says Lam, who has visited ships when docked in Montréal. “Our job is to support the crews, so it’s really nice to understand their experiences and challenges first-hand.”

CSL supports ongoing professional development by covering the cost of external degrees or accreditations. The company also runs an internal program called the Talent Voyage, which is designed for three groups: directors with potential to advance to executive positions, middle managers with the potential to become future directors, and young professionals developing to become future leaders in the company.

“They are given the opportunity to interact with the executive committee,” says Aubourg. “We give them a real business problem to work on with other colleagues in the program. It’s not fluffy stuff. We ask them to work with their peers to come up with solutions.”

The goal of these programs is to prepare employees for future leadership roles within the company and help them reach their full potential. “We really encourage young employees to envision where they could be with CSL in 10 or 15 years,” says Aubourg. “We make sure they get the development they need to grow into higher positions.”

This article appeared in the magazine announcing this year's Canada's Top Employers for Young People winners, published January 21, 2025 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.