CSL Limited Annual Report 2021/22 20 Beyond haemophilia, we continue to develop promising products for patients with other diseases such as hereditary angioedema (HAE). While HAEGARDA® results in nearelimination of HAE attacks for patients, garadacimab – our anti-factor XIIa monoclonal antibody in late stage development has the potential to provide patients with similar control with less frequent dosing and easier administration. Other products in development include CSL112, our human apolipoprotein A-I product to reduce the risk of recurrent cardiovascular events during the 90-day high-risk period following a heart attack, and planning for a global Phase III study to evaluate the early administration of KCENTRA® (4-factor prothrombin complex concentrate) on survival in trauma patients suffering life-threatening bleeding. We are also investing in new vaccine technologies to protect the public health, including next generation technologies such as sa-mRNA and aQIVc. These are just some examples of how CSL’s R&D team seeks to disrupt the status quo and explore better options for patients, including the potential benefits of our existing products in new indications. Our Digital Transformation Technology is pushing us forward. Advances in analytics and automation are accelerating our path to sustainable growth. This acceleration is also extending the value of digital transformation from productivity of our processes and people, to new ways of keeping our promise to patients. In the core of our business, analytics and automation are enhancing the plasma donor experience, improving yield in the supply chain, and facilitating customer-centricity. Supporting this is analytics and automation, these support the rate of experimentation in biomedical discovery, differentiate our therapies through observational and real-world evidence, and guide our patients through the complexity of care. Going forward, we expect more change. Real world observations are likely to lead to clinical decision support algorithms for insights at the point of care. Yield improvements are likely to lead to digital twinning of our supply chain. Patient engagement is likely to lead to decentralised clinical trials. Underlying our digital transformation is an effort to modernise our technology backbone to further enhance reliability and security. The renewed foundation also operates as a platform for a better workplace experience and an increasing rate of digital innovation. Advancing Promising Futures for Our People CSL’s sustained success and the lives of the patients we serve rely on the more than 30,000 people who make up CSL around the world. Investing in our people is an enterprise-wide priority, and we have a variety of initiatives in place to ensure we attract, develop, reward and retain the best talent across the globe. At CSL, we believe our people can enjoy promising futures where they fulfill their individual career aspirations and potential and are inspired by a purpose-driven company with a values-based culture. At every level of the organisation, we focus on: • enabling career development across the enterprise with special attention to front-line leaders; • establishing succession plans to support a robust leadership pipeline now and in the future; • enhancing CSL’s culture by listening to our employees and key stakeholders and making improvements to the employee and patient experience; and • embedding diversity, equity and inclusion in all aspects of our business – from planning to decision making – and ensuring we have an engaging culture and workplace. 3 Our Performance and Strategy
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