CSL Ltd Annual Report 2020

Training and development A key underpinning of CSL’s brand is the investment we make in the growth, learning and development of our people. We want to ensure that once on board, CSL employees have access to opportunities that help them achieve superior performance in their current position and/or prepare for their next position. There were a number of highlights over the past year. – We launched the ‘Advancing Women’ Track of the Executive Edge Program. Designed to accelerate female candidates for future executive leadership positions, this program provides a differentiated development experience to a cross-functional cohort of high-potential female leaders (Senior Directors & Executive Directors). The program includes external leadership coaching, mentoring and a webinar series covering topics such as enhancing confidence, advancing how one contributes, influencing and inspiring others, and publicising success as a leader and a multiplier of talent. – We introduced unconscious bias training as part of the overall diversity and inclusion strategy. The course is designed to build an understanding of diversity and inclusion concepts while also challenging individuals to examine their own unconscious biases and the ways in which those biases may affect their judgement and daily interactions with others. – We hosted development days for employees at seven of our major CSL locations. These events promoted career development through knowledge and skill building sessions related to innovation, collaboration, diversity and inclusion, and patient focus. Employee engagement We conduct an employee feedback survey to ensure we are listening to employees when it comes to their work experiences and expectations. The survey captures feedback on everything from the company’s future vision to collaboration, decision-making, processes and living the CSL Values. In the most recent survey conducted in March/April 2020, over 15,000 employees shared their thoughts and opinions. CSL’s overall engagement index score remained steady with the comparable prior period and is now 4.4 points above the external benchmark. New this year, we launched a series of ‘Insights to Actions’ training webinars to help managers better understand their engagement data, hold meaningful team conversations and develop action plans to build on existing strengths or address improvement areas. In addition, in an effort to address prior employee survey feedback related to recognition, we piloted a new program with over 5,000 employees: Celebrate the Promise. The new program provides an easy-to-use platform for employees and managers to recognise and celebrate the contributions of colleagues. Since the program launched in February 2020, we have seen over 15,000 recognition moments, each one tied to a specific CSL Value. We plan to roll out the program fully in the new fiscal year. Our employee-centric approach to COVID-19 The COVID-19 pandemic affected our employees lives, their families, and their communities in numerous and unexpected ways. CSL has various types of working environments from our manufacturing sites and R&D facilities to our Plasma Centres and corporate offices. As such, we could not take a one-size-fits-all approach to the pandemic. Instead, we developed employee-centric programs and policies that prioritized the safety and well-being of our people while ensuring we continued to deliver on our promise to patients and public health. Here are a few examples. – Essential employee programs and policies have been introduced. Emergency caregiver policies were created to provide essential employees additional support through time off and/or financial assistance. Plasma employees received a pre-loaded, non-taxable debit card to assist with unexpected expenses. – Employees able to perform their roles remotely have continued to do so in an effort to minimise the potential spread of the virus while also allowing for greater flexibility as employees navigate new challenges such as childcare issues due to school closings. – The expansion of the US Employee Assistance Program (EAP) has been accelerated to give all employees access to resources on topics such as dealing with uncertainty, maintaining healthy habits and staying productive. – Employees at essential sites are provided personal protective equipment (PPE), cleaning efforts at all locations have increased significantly and social distancing is required. – Travel restrictions have been introduced to protect employees and prevent the potential spread of the virus. * Limited assurance by Ernst & Young. 2.4 up 4.4 points higher than the world norms database 76.4% employee engagement score* points on prior year CSL Limited Annual Report 2020 46 Promising Futures 10