CSL Ltd Annual Report 2021

Safety and wellbeing In order to achieve environmental, health and safety (EHS) excellence and stay true to our commitment to promising futures, CSL has in place a robust, flexible and global approach to EHS management that ensures our operations are safe and environmentally responsible. Our EHS Management System seeks to uphold our EHS principles that aim to keep people safe, protect the environment and build trust internally and externally. Each year, CSL establishes robust key performance indicators to measure our adherence to our values and drive improved results. The EHS teamworks collaboratively with site operations management and employees to proactively identify and correct workplace hazards and risks, strengthen communication, define roles and responsibilities and promote a company-wide culture of safety at all of our manufacturing, laboratory and office locations. This safety culture improvement journey fosters employee involvement in our workplace EHS programs, promotes awareness and strives to maintain a safe workplace for all. With our unwavering commitment to employees, we have established targeted improvement plans to address our performance. This year we implemented Enablon ® , a cloud-based EHS software solution that can be used by all employees, contractors, and visitors for event reporting, incident investigation, inspections, corrective measures and metrics. Enablon ® will be used to standardise and modernise safety reporting and processes across the organisation. This creates transparency and ownership, putting safety in everyone’s hands, making our company a safer place. Our Health and Safety Performance* Total Recordable Injury Frequency Rate (TRIFR) † (per million hours worked) Year Targets ‡ Results ‡ 20-21 Non-CSL Plasma sites ≤3.5 1.88 CSL Plasma ≤10.8 11.20 * L imited assurance by Ernst & Young. † T otal Recordable Injury Frequency Rate (TRIFR) is the rate of injuries resulting in a fatality, lost time fromwork ≥ one day/shift, and medical treatment beyond first aid calculated as TRIFR = (# Injuries)x(1,000,000)/(Hours Worked). Includes employees and workers directly supervised by an employee. There were no fatalities across our employee and contractor workforce during this reporting period. ‡ D ata is calculated over a 36-month period of time. Targets are set at 50% of the 36-month industry average for the period published. Data is separated into CSL Plasma and non-CSL Plasma sites to account for the difference in the inherent hazards in plasma collection centres as compared to manufacturing facilities and the resulting differences in how industry data is published. Employee safety performance indicators CSL has developed leading indicators focusing on the early detection and mitigation of hazards in the workplace. We are currently monitoring the suitability and performance against these indicators and look to disclose meaningful data in future reports. Wellbeing at work, wellbeing at home and wellbeing every day The past year has been unlike any other and the impact this has had on our daily lives and routines cannot be underestimated. Recognising a need to support employee wellbeing, including physical, mental and social health, CSL launched activities promoting positive health and wellbeing at both the global and site level over the financial year. Examples include, but are not limited to: • workplace ergonomics (with a special focus on the home-office working); • health checks; • mental fitness activities; • mental health support resources; • movement activities; • nutrition support; • meditation; • sleep support; and • vaccination clinics. Helping employees break through virtual barriers Working for a global company means having co- workers around the world and often getting a chance to meet each other in person. However, this is not possible during the global pandemic. With the move to virtual meetings and conferences, employees have missed out on face-to-face experiences and opportunities to build relationships. During CSL’s week-long Development Days event in March, employees were invited to join ‘Speed Networking’ sessions in an effort to bridge the gap. Participants were randomly paired for five-minute conversations with co-workers in 15 countries. In short order, 1,727 quick meetings happened, including a few sessions that paired lucky employees with CSL Limited CEO and Managing Director Paul Perreault. Mr Perreault said he enjoyed the speed networking experience and listed it among many steps CSL has taken to keep people connected during the global pandemic. CSL Limited Annual Report 2020/21 53