Leadership
Guidelines

23A Key
Success Factor

Managers are especially called upon to lead in orderto achieve our corporate goals. They are responsible for having the right people do the right jobs at
the right place and at the right time. To put it in anutshell, we need to ensure that Sartorius operates
as a high-performance community. Daily leadershipbehavior ultimately has a direct impact on the business success of Sartorius.

Our guidelines give everyone certainty that management at Sartorius is oriented by shared principles that are binding for all. Above all, leadershipis about taking action. Therefore, along with theseguidelines, we have established training andcoaching seminars on leadership. In this way,
our managers can continuously enhance theirleadership skills.

This is why in 2007 we defined five principles forSartorius as mandatory guidance on what we meanby good leadership and which leadership behavior
is specifically encouraged at our company.

We are positive that these Leadership Guidelines
will contribute toward further improving our teamwork and ensuring the long-term success of ourcompany.

These Leadership Guidelines summarize how we
intend to achieve our shared corporate goals. In thiseffort, none of these guiding principles is more
important or less important than the others. Rather,
we consider these in their entirety as a guidance
framework. Designed to help managers performtheir tasks proficiently, our Leadership Guidelines
also require self-commitment, pose challenges andoffer opportunities. On the other hand, they clearly
define what staff can expect of individual managers.

ActiveLeadership

ChangePerformance

Communication

Sartorius
as a TeamSartorius Group
Executive Board
Sartorius Stedim BiotechBoard

4

Yes toActive LeadershipAs a leader, you are responsible for establishing and maintaining thestandards and culture in your area of responsibility. You focus the workof highly different people on the goals of your department or unit andour company and are accountable for the results.
The development and motivation of your staff members are among
your key management tasks. Be aware that your staff are a reflection ofyou and will manage their staff the same way they are managed by you.

Leadership Guidelines

56Specifics

Leadership Guidelines

Yes to Active Leadership enable your staff to focus on achieving ourTo
corporate goals, they need to know their targets and tasks. Explicitly state your expectations,agree on goals, deadlines and budgets with yourstaff, and monitor and control the results.
Giveyour staff differentiated feedback on theirindividual performance on a regular basis so thatthey know where they stand and how they canimprove. Communicate to all staff individual
positive performance.
 Don’t
do everything yourself. Delegate tasks
along with the authority and responsibility as far
as possible to the lowest level of authority.
Entrust your staff members with the tasks thatare appropriate for each individual.
 not unnecessarily tell your staff how to doDotheir jobs. However, make it clear where thelimits of their authority and responsibility lie.
By obtaining information on (intermediate)
results, you are taking care of your leadership
responsibilities.

7Createa culture of open, honest leadership,
establish trust within your staff. This will makecommunication, performance and change easierand quicker. In a workplace environment characterized by trust, people will gladly assume responsibility. Be prepared to take a leap of confidence
when it comes to entrusting your staff with tasks.
 Promote your staff in their professional and personal development. The basis for this is joint
assessment of the future requirements on yourdepartment or unit as well as the potential of yourstaff. Expect your staff to show that they are willing to learn and take their own initiative.
 willing to use the power that comes with yourBemanagerial position. However, do so respectfully,
fairly and constructively in line with our corporate
goals.
Leadership
cannot be delegated, either to thetop, the bottom or to a consultant.

89Leadership Guidelines

Yes toChange
The major task of a manager is not to manage the status quo,
but to anticipate and deal with future developments. Sartorius will be
particularly successful if it initiates and shapes changes in our industries
instead of being a follower.
To implement change, you will always need the courage to stand up toand resolve conflicts. Through your attitude, behavior and communication, you will be decisively influencing your staff‘s willingness to adaptand accelerate the speed of change at Sartorius.

10Specifics

Leadership Guidelines

Yes to changeYourtask as a manager is to recognize and actively
promote development potential for Sartorius.
Invest your time not only in topics of everyday
business, but focus on those of the future as well.
Provide
your staff with guidance concerning ourgoals and our strategy, and win over your staff tojoin in and actively participate.
Always
signal your openness for new approaches
to solving problems and promote learning fromothers both inside and outside the company.
Rapidlyand systematically implement proved
change projects and manage and overcome
resistance and conflict.

11


Avoid
causing a feeling of unease and preventthe spreading of rumors by making pending
changes a subject of discussion. Even unpopulardecisions are more easily accepted if they arecommunicated clearly and sincerely.
Your
staff will be motivated or demotivated byyour behavior and actions, not just by your words.
Be aware of your non-verbal signals.
 Directlyand openly speak to your staff about yourmistakes and theirs so that you and they can learn
from them.

12

Yes toPerformance
At Sartorius, the highest demands on product quality have developed
throughout the years and are broadly anchored. We use this as a yardstick in measuring the performance of everything we do, and we place
this demand on our managers.
Therefore, it is your responsibility to lead your own department toachieve top performance in every respect. Performance has to bemeasurable.

Leadership Guidelines

1314Specifics

Leadership Guidelines

Yes to Performance The leadership qualities and skills of a manager
are measured by the results and progress of his orher department.
Mostemployees want the challenge of showing
performance, and want to work at full capacity;
expect initiative from them, and demand andreward exceptional performance.
Topperformance is usually achieved by excelent
teamwork with clearly assigned individualresponsibilities.
 Set an example by practicing what you preach:focus on finding solutions and getting things
done. Make it clear that problems cannot be resolved by passing them on internally or putting
them off.

15 In searching for viable solutions, foster controversial and objective discussions unhampered byhierarchy. Do not accept it when everyone at ameeting nods in silence.
 Handle non-performance of individuals professionally and promptly. Non-performance is often
recognized within the team before it is recognized by the manager. Procrastination leads to an
acceptance of lower performance standards.
 Tell your staff about successes achieved and letthem participate in these successes. Rememberthat success is not about a selected few.

16

Yes toCommunication
The larger, more international and more complex Sartorius becomes,
the more that professional and targeted communication will become
as a success factor of your leadership.
In view of the wealth of information that managers have, they often underestimate the value of passing on information to their staff personally.

Leadership Guidelines

1718Specifics

Leadership Guidelines

Yes to Communiaction

As a manager, you are an influential communicatorwithin the company – like it or not. Perform yourcommunication duties conscientiously, fairly
and efficiently.
Everyone
in your department or area of responsibility has the right to know where Sartorius stands.
Ensure a good exchange of information by holding
structured and results-oriented meetings.
Treat sensitive information confidentially.
You as a manager are not the spokesperson ofyour department or unit, nor are you the spearhead for pushing its interests. You will also haveto make or support decisions that could prove
unpopular with your staff. Clearly state the reasonsfor your own decisions and those of your supervisor.

19

Promote proactive communication among yourstaff and be available to answer your staff‘sinquiries. If you as a manager are skilled at asking
questions and listening, you will discover morethan you know.
E-mails
and circulars are no substitute forone-on-one discussions. Be available in person
meetings for your staff.

20

Leadership Guidelines

21

Yes toSartorius as a TeamAs a manager, you are committed to the corporate success of Sartorius
as a whole. This requires that you think and act to a large extent within
the context of the “big picture” – cross-departmentally, across company
locations and cross-divisionally.
This also means that you as a manager have to assert yourself in certain
situations; however, in others, you need to be willing to subordinate
your interests to our overriding corporate goals.

22Specifics

Leadership Guidelines

Yes to Sartorius as a Team integrative: Position your department or unitBe
as a part of the entire Sartorius team and consider
the interaction with and impact on other departments of the company.
 Show that you actually practice teamwork. At thesame time, ensure that individual responsibilities
are not diluted.
 As an organization structured according to global
functions, we increasingly need more staff who
can work well in international teams, in addition tohaving globally oriented managers. Please ensurethat your staff develop the skills required for this.

23

 All non-managerial staff and managers are partof the company; no one is above the company.
 We view the exceptional loyalty of our workforce
as an important asset and a key prerequisite
to success.

Sartorius AG
Otto-Brenner-Straße 20
37079 Göttingen
Germanysartorius.com