CSL Limited Annual Report 2021/22 25 In our US and European plasma collection centres, we utilise modern techniques and technologies to facilitate the safest, most efficient donation process. We consistently update our plasma collection centres to seek to provide a comfortable and safe donor experience. External sources of plasma may be utilised as needed and available to supplement collections to meet demand. We endeavour to invest in manufacturing capacity ahead of projected demand to ensure that we can supply the needs of patients. Our operations also accommodate investments in technology and process improvements to enhance efficiency and reduce costs. This includes improving immunoglobulin protein yield from each litre of plasma, increasing throughput of our existing facilities and pursuing the development of new plasma-derived proteins for therapeutic use to further improve the economic value of each litre of plasma. CSL also seeks to develop non-plasma alternative therapies to supplement patient needs. Our end-to-end operations network strategy continually evaluates short-, mid-, and long-term needs to inform decisions on capital and operational expenditures, including the use of expert third party providers to ensure a resilient, reliable and sustainable supply chain. We examine and prioritise our operational effectiveness efforts, capital plans, inventory targets, supply chain visibility, distribution and regulatory strategies to enhance the positions of our products from a business continuity and supply chain resilience standpoint. Market access Policy making around market access is a multi-stakeholder engagement process, which includes governments, payers/ insurers, patient advocacy groups, medical societies and non-governmental organisations. We recognise that if we are not successful in maintaining an economic and reliable supply of our therapies for our stakeholders, it may adversely affect our ability to execute our strategy and to deliver sustainable growth. In particular, we recognise that macroeconomic pressures on pricing and payers (including barrier taxes) may impair access, growth and newmarket entries. We work closely with stakeholders in all markets and continually seek to ensure pricing of our therapies remains competitive in all markets. By striving to innovate in our product portfolio, we can also expand our access to competitive markets. People and culture Our people and our ability to maintain our desired culture are integral to meeting and exceeding the standards expected by our stakeholders and the community. We have a number of programs and policies in place to ensure that our values underlie how we do things including our Speak Up Policy and our Code of Responsible Business Practice (CRBP). We also recognise the need to have the right people in the right roles in order to execute our 2030 Strategy. To attract, develop and retain skilled and talented people in a globally competitive environment, we reviewmarket practice, and frequently benchmark ourselves against the markets in which we operate to ensure we offer total rewards that are both compelling and competitive with our peers and competitors. In addition to this, we recognise the evolution of our workforce environment, including the challenges and opportunities created by COVID-19. We have implemented a flexible working environment for those workers at CSL where it makes sense to do so. We constantly challenge ourselves to create a work dynamic where our people can focus on meaningful, valuable work. As the cornerstone to our employee value proposition, we have implemented an initiative called Promising Futures, which emphasises digitalisation and automation, employee development, collaboration and connectivity and customised rewards for attracting next-generation talent. Privacy and cybersecurity Maintaining privacy and security of all data including that of our patients, plasma donors, employees and company data is critical. We continue to see a growing trend in cyberthreats against individuals and companies. The nature of these cyberattacks is constantly evolving and can include sophisticated phishing scams and attacks on critical infrastructure. Additionally, the privacy and security of the data we hold may be compromised by breaches of our information technology (IT) security and unauthorised or inadvertent release of information through human error, malware or espionage. CSL continuously monitors and assesses its cybersecurity threats. We have implemented robust and externally tested security controls for our IT systems, infrastructure and data, based on our understanding of known threats and best practice industry knowledge. We also provide educational updates and training so that our people can recognise and properly respond to a cyberattack or report a privacy breach. Further details about our enterprise risk management framework and howwemanage our business risks is provided in our 2022 Corporate Governance Statement available on CSL.com (Our Company > Corporate Governance).
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