Supply, capacity and operations Having a sustainable and reliable supply chain is critical to the success of CSL’s 2030 Strategy, particularly to achieving consistent, economical and efficient supply. Any disruption to supply has the potential to impact our operations. CSL constantly monitors the demand for its products over a 10-year horizon as well as its capacity to acquire raw materials essential to the manufacture of CSL products. Delivering a positive donor experience is important to maintain and grow our collection of plasma. In the plasma collection centres, CSL uses modern techniques and technologies to facilitate a safe and efficient donation process. It consistently updates its plasma collection centres to provide a comfortable and safe donor experience. External sources of plasma may be used as needed to supplement collections to meet demand. CSL endeavours to invest in manufacturing capacity ahead of projected demand to ensure that it can supply the needs of patients. Its operations also accommodate investments in technology and process improvements to enhance efficiency and reduce costs. Such improvements encompass strategies to increase the yield of both immunoglobulin and cell-based influenza vaccines, along with boosting the throughput of its existing facilities. CSL’s global 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. CSL examines and prioritises its operational effectiveness efforts, capital plans, inventory targets, supply chain visibility, distribution and regulatory strategies to enhance the positions of its products from a business continuity and supply chain resilience standpoint. Market access In most countries, pricing and access are determined by the country’s P&R (pricing & reimbursement) authorities, based on clinical and economic evidence as well as patient outcomes, using strict appraisal processes. Policy making may involve multi‑stakeholder engagement, which includes governments, payers/insurers, patient advocacy groups, medical societies and non‑governmental organisations. CSL recognises that if it is not successful in maintaining an economic and reliable supply of its therapies for its stakeholders, or does not adopt responsible pricing, it may adversely affect its ability to execute its strategy, deliver sustainable growth and uphold CSL’s corporate reputation. CSL further recognises that as a result of macroeconomic pressures and other factors, governments and payers around the world are putting more emphasis on affordable pricing and equitable patient access. The Company works closely with stakeholders in all countries where it markets its products to ensure both that CSL therapies are accessible, and that its pricing remains competitive, responsible and reflects the value its therapies bring to patients and health systems. People and culture CSL’s commitment to supporting its people and strengthening its inclusive, purpose-driven culture are integral to meeting and exceeding the expectations of those it serves, its stakeholders and the communities in which the Company lives and works. It has a variety of programs and policies in place, including the Speak Up Policy and the Code of Responsible Business Practice (CRBP), to ensure that CSL Values guide how the Company’s people interact with each other and how CSL operates around the world. Acting with integrity, CSL builds trust, which protects and promotes CSL’s reputation. It also recognises the need to have the right people with the right skills in the right roles. An inability to attract and hire the right talent may slow progress towards the 2030 strategy. As it focuses on attracting, developing and retaining top talent, CSL regularly reviews best practices, and benchmarks itself within the markets in which it operates with the goal of offering total rewards and an employee experience that are both compelling and competitive with industry peers. In addition, CSL understands that the workplace and its employees’ needs are constantly evolving, and the Company offers flexible work options and opportunities for them to stay connected regardless of location. CSL constantly challenges itself to create an engaging and collaborative environment in which its people can continuously learn and grow professionally, deliver meaningful work and drive innovation. Privacy and cybersecurity The privacy and security of our data, including that of CSL’s patients, donors and employees, is of critical importance to CSL. The Company recognises the escalating risk of cyber threats and data privacy breaches targeting individuals and organisations. These cyberattacks constantly evolve, ranging from sophisticated phishing scams to attacks on critical infrastructure. Additionally, breaches of CSL information technology (IT) security and unauthorised or inadvertent release of information, caused by human error, malware or espionage, may compromise the privacy and security of the data the Company holds. To address these challenges, CSL maintains a proactive stance by continuously monitoring and assessing cybersecurity threats. CSL has designed and implemented security controls for its IT systems, infrastructure and data, based on its understanding of the known threats and industry best practice. CSL understands that being aware and prepared is key when responding to cyberattacks and safeguarding data privacy. CSL supports its employees to mitigate cyber and privacy risks, by providing ongoing education and training (including crisis response simulations and business continuity exercises). Further details about CSL’s enterprise risk management framework and how it manages its business risks is provided in CSL’s 2024 Corporate Governance Statement available on CSL.com (We Are CSL > Corporate Governance). Read more at csl.com/we-are-csl/ corporate-governance 15
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