CSL Limited Annual Report 2022/23 24 3 CSL’s Performance and Strategy While our R&D portfolio focuses on innovation in new products, improved products and enhanced manufacturing expertise, we acknowledge the importance of collaboration and recognise that we cannot – and should not – tackle this alone. Consequently, our R&D endeavours involve identifying and establishing strategic partnerships that align with our therapeutic areas of focus and increase the likelihood of introducing disruptive and beneficial innovations. Notable examples include the partnership with UniQure where CSL has exclusive global licence rights to commercialise HEMGENIX® (etranacogene dezaparvovec), an AAV5 (adenoassociated virus) gene therapy for the treatment of adult patients with haemophilia B and which was first launched in 2023, as well as the collaboration with sa-mRNA-focused Arcturus Therapeutics, which complements CSL’s long-term vaccines strategy. Delivering digital CSL’s digital transformation journey continues with efforts to improve our foundation while driving innovation. Demand for information and technology services continues to increase across the CSL Group, a by product of growth and business integration. From a digital foundation perspective, CSL continues to move from physical infrastructure to a virtual environment. Benefits of this include the ability to scale up and down quickly to meet business needs and improve data accessibility across the enterprise. CSL continuously reviews its enterprise resource plan and looks for opportunities to improve productivity by using data. An example of how digital has helped with growing CSL’s plasma collections is the use of the CSL Plasma App which has been downloaded over 3 million times. Digital investments like the CSL Plasma App also help to create personal and integrated relationships with our donors in addition to the more traditional methods of connecting via text, phone, in-person and the website. CSL continues to support its life scientists and data scientists with automation, artificial intelligence and a stronger data and analytics platform. Moving more to the cloud will enhance our ability to work with an ever-growing ecosystem of partners and help us prepare for future growth by being better integrated. Advancing promising futures CSL’s people – which include more than 32,000 colleagues around the world – and our values-based culture are at the core of CSL’s 2030 Strategy. Investing in people and culture is an enterprise-wide priority. There are a variety of initiatives in place to continue attracting, developing, rewarding and retaining top talent while fostering a collaborative, inclusive, global and dynamic environment that drives innovation and motivates the best and brightest to succeed. 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 that saves lives and protects public health. At every level of the organisation, we focus on: • enabling career management and development with special attention to our front-line leaders; • ensuring successor readiness through leadership development planning and rotational assignments that support a robust leadership pipeline now and into the future; • enhancing our diversity, equity and inclusion (DE&I) outcomes; and • engaging employees and key stakeholders to continuously improve the employee and patient experience. For additional information about our people and culture priorities and progress, please refer to the CSL’s People section of this report on page 40. Sustainability Sustainability is a focus of our strategy. Being a responsible partner across our three strategic pillars of environment, social and sustainable workforce is important to our ambitious vision for a healthier world. For our environmental pillar last year, we set meaningful Paris Climate Agreement-aligned emissions reduction targets. This year, we have embedded foundational management processes to support execution against these targets (see section 8 for more information) and have submitted our near-term ambition for direct and indirect emissions reduction targets to the Science Based Targets initiative for validation and endorsement. We have also made clear progress on our social pillar. Subject matter expert working groups from across functions have begun to explore areas of opportunity and strength across our identified focus areas of plasma donor experience, patient experience and access to our therapies (see section 9 for more information). As a science-based organisation, we are working pragmatically to develop meaningful objectives across these focus areas to further enhance existing shared value for our stakeholders and communities. Last year, for our workforce, we established near-term and long-term gender-based targets and continue to implement DE&I programs across our regions and operations (see section 7 for more information). Ultimately, our sustainability strategy, along with a determined focus on constant improvement across our priority material sustainability topics, means that CSL can continue to develop and supply products that save lives and protect public health, now and well into the future. For more information on performance, material topics and how CSL contributes to the United Nations Sustainable Development Goals, visit our expanded presence on CSL.com (Sustainability).
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