CSL Ltd Annual Report 2021

Listening to Our People We conduct an annual survey to capture employees’ feedback on everything from CSL’s future vision to development, collaboration, decision-making and living the CSL Values. In the most recent survey conducted in April/May 2021, over 17,000 employees shared their thoughts and opinions. New this year, we: • added questions specifically related to DE&I and contributing to the community; and • transitioned to the external benchmark database maintained by our survey administrator, Perceptyx, which represents responses from over 11 million employees across multiple industries and geographies. This year’s Engagement Index is 73.7 and on par with the prior year. However, we did make a change to the underlying index questions to better align to our overall strategic priorities, so this year’s index represents our new engagement baseline. 73.7 * % Employee Engagement Index Score 7.1 Points Below Global Benchmark While our engagement index score remains strong, we are not content to be below the global benchmark. We know from our results that after a year of uncertainty and having to adapt to new ways of working, employees are looking to CSL to provide stability and clarity. At an enterprise level, the Global Leadership Group identified two focus areas based on employee feedback – reinforcing the company’s vision for the future and providing clear communications regarding important changes. CEO, Paul Perreault, acknowledged these in a recent company-wide video. There is also a full-year plan in place to engage leaders at all levels in discussing the company’s vision for the future with their teams, including leadership podcasts and a new leadership portal to house key resources (e.g., talking points, videos). As in prior years, each member of our Global Leadership Group analyses their respective results to identify one or two meaningful engagement objectives and related action plans for the new fiscal year. We also offer ‘Analytics to Action’ training to managers to support themwith interpreting their team feedback and identifying strengths to build on or improvement opportunities. Caring for employees during COVID-19 When the pandemic began last year, we introduced a number of programs focused on the safety andwellbeing of our employees, including increased safety protocols, emergency caregiver policies, remote working for those able to do so, the expansion of our Employee Assistance Program and travel restrictions. We also implemented a new global benefits minimum standard for parental and caregiver leave in the US, Hong Kong and Singapore with plans to implement in the remaining Asia-Pacific region (APAC) countries in the new fiscal year. This year, we conducted a COVID-19 employee pulse survey. Results were positive on CSL’s development of safety protocols, distributing timely and informative communications and providing remote-working options and tools to keep us seamlessly connected. However, we also learned that the pandemic was putting increased pressure on our people whether they were working onsite or remotely. In response, we introduced Wellness Days for 2021 – extra time employees can use to focus on their own physical and emotional wellbeing when they need it most. 93% understand what is expected to maintain a healthy and safe environment at work 87% believe the company has implemented effective systems to keep remote employees connected Sustainability Strategy – Sustainable Workforce At CSL, our people are our greatest asset, driving our performance and delivering for our patients and public health. Ensuring we have a sustainable workforce is critical to our sustainability strategy and performance over the long term. In 2021, we developed a sustainability strategy underpinned by three strategic pillars, including ‘sustainable workforce’. Our sustainable workforce focus areas include: • raising awareness, visibility and action including the promotion of sustainability across the end-to-end working experience; • communicating to and involving employees in programs that maximise diversity, equity and inclusion; and • ensuring all employees have access and opportunity to engage with community-giving programs and volunteering for local needs. Along with our environmental and social strategic pillars, work has commenced to build out data sets and learnings from programs that are currently, or historically, operated across some regions. 10 Promising Futures * Limited assurance by Ernst & Young. CSL Limited Annual Report 2020/21 52