CSL Limited Annual Report 2022/23 44 Each recognition is tied to one of CSL’s Values (Patient Focus, Innovation, Integrity, Collaboration and Superior Performance). For significant achievements, employees may receive points, which can be used to purchase merchandise from an online catalogue. Since launching the program in September 2020, employees have shared more than 400,261 global recognition moments, with Collaboration and Superior Performance being the top two most-recognised CSL Values. Listening to our people We continue listening to our employees’ views on critical aspects related to working at CSL, and each year, we invite employees to provide feedback through our Employee Engagement Survey. This year’s survey included our CSL Vifor colleagues. In 2023, a record number of employees – 24,660 – shared their views on a variety of topics, including CSL’s vision, the ability to balance work and life, collaboration across the enterprise, demonstration of our CSL Values and support for employee growth and development. That number represents 76%* of our employee population, nearly 4,000 more employee voices than we have ever heard from before. This year’s Engagement Index is 76.2*, relatively flat from last year’s survey and on par with the global external benchmark maintained by our survey administrator, Perceptyx, that represents responses from over 11 million employees across multiple industries and geographies. As in prior years, each member of our Global Leadership Group analyses their respective results to identify a fewmeaningful engagement objectives and related action plans for the new financial year. We also provide training to our people leaders, helping them interpret team results and identify strengths on which to build or opportunities to improve. In addition to these ongoing efforts and new for the 2023/24 financial year, we have established an enterprise action plan, sponsored by senior leadership, that will focus on specific areas identified by employees, including increased recognition of superior performance, more leader-led communications to help our people feel better connected to our purpose and strategy, and continued emphasis on wellness with quarterly, company-wide ‘No Scheduled Meetings Weeks’ to offer employees more time on innovative solutions to challenges as well as their own development and wellbeing. Throughout the year, we leveraged our listening strategy as we welcomed our CSL Vifor teammates to the CSL family, soliciting their feedback throughout the integration process. In addition, we conducted Values workshops to familiarise colleagues with our company Values and the behaviours that bring them to life. Additionally, we are taking steps to enhance the employee experience while meeting the evolving needs of the organisation. We established a cross-functional, crossgeography advisory group to provide input as we work together to ensure that CSL’s workforce is connected, productive, engaged and supported with critical capabilities as the needs of our business and the future of work continue to evolve. Caring for our people The health, safety and wellbeing of our people is a top priority at CSL, and with a newly established health and wellbeing steering committee, the company is even more focused and coordinated in its efforts to support them. We have implemented numerous programs designed to enhance our employees’ physical, emotional and financial health. Some enhancements have included: • offering employees two wellness days for the third year in a row so they have time to focus on their physical and emotional wellbeing when they need it most; • expanding and modernising CSL’s global Employee Assistance Program by providing eight behavioural health sessions to all employees and their dependants at no cost and with improved access to providers; • promoting use of Headspace, a mental health and wellbeing app, among employees in nearly all locations; • augmenting CSL’s existing leave offerings by providing more options to assist global caregivers with paid time off and accommodate those who need additional time away fromwork; • reviewing and adjusting health and risk coverage in all major geographies to ensure employees have access to care specifically needed in light of the COVID-19 pandemic, including coverage for death and disability, inpatient and outpatient services, COVID-19 testing, vaccination, telemedicine, and paediatric/maternal care; • introducing a charitable matching contribution program for employees in the United States and Australia; • providing family formation benefits and gender affirmation coverage to employees in United States locations; and • offering employees in United States locations additional support to help them find and pay for back-up care for children, elders and pets. As our people balance a variety of professional and personal demands, we continue to support workplace flexibility. We established a hybrid work environment for those whose roles permit remote work, and to support those whose presence at work is required, we embedded an ongoing emphasis on safety and enhanced recognition for essential employees. Ensuring a sustainable workforce A sustainable workforce is a focus of our business growth and future success, and it’s one of the pillars of our Sustainability Strategy. Over the past year, we have continued taking steps to: • raise awareness, visibility and action, by promoting sustainability across the end-to-end working experience; • inform and involve employees in programs that maximise diversity, equity and inclusion; and • ensure employees have access and opportunity to engage with community-giving programs and volunteering within our communities. We continually look for ways to engage our workforce on relevant aspects of our Sustainability Strategy. As we further embed activity surrounding the achievement of our environmental targets across the organisation – from manufacturing operations to other functions and levels of management – there is tremendous opportunity to actively engage our colleagues in our collective efforts. We anticipate increased involvement across our sites as we work to establish waste and water reduction targets whereby all our employees can directly support their achievement. Meanwhile, employees are enthusiastic about the company’s sustainability efforts. According to the 2023 Employee Engagement Survey, 76.2%* said they feel good about the ways CSL contributes to the community – consistent with the prior year and on par with the global external benchmark maintained by our survey administrator. * Limited assurance by Ernst & Young. 7 CSL’s People
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