Innovation Case Study Making donations easier The CSL donor mobile app utilisation is currently high, with over 3.8 million total downloads to date and averaging 508,000 monthly users. Our donors are so important to our mission, and we see our donor experience as a potential competitive advantage. Everything starts with our ability to attract more donors through the donor app, and other digital channels. The more we can learn about our donors, the easier we can make the donation process. The easier the donation process, the more likely we are to increase long-term value for CSL, for our donors, the patients and communities we serve. We are dedicated to continuing to improve the in-center experience for our donors and our staff. We want to automate as many tasks as possible, including donor check-in. Combined with artificial intelligence, automation can help speed up the process for our donors and help us learn more about them with less effort. It can also remove low-value tasks from in-center-staff so they can focus on providing higher-value customer service. Over the past few months an initiative has been underway to enable improved flexibility in donor payments in preparation for the transition to Nomogram I. This initiative will migrate all of our U.S. and Puerto Rico plasma donation centers to a new and modernized donor payments platform, powered by Buoy. This initiative is part of our long-term strategy to optimize the donor experience at every opportunity, while simplifying the work of our employees. Later this calendar year, we will pilot the new payment platform in several locations before rolling it out in a phased approach to the full fleet during FY25. Case Study Generative AI Generative Artificial Intelligence (Gen-AI) has transformative potential to go beyond productivity gains and help CSL get smarter. CSL is carefully building an accelerator to explore opportunities across three tiers. The first focus is to capitalise on the productivity boom. This involves putting CSL’s tools into the hands of every employee to reduce the time we spend on repetitive tasks and accelerate our creativity. This results in CSL’s people spending less time summarising meeting minutes or doing the first draft of a memo. CSL is educating its workforce on its approach to Gen-AI, which is about smart humans and powerful machines, working together within guardrails on safety and security. CSL’s second focus area is on select use cases where our organisational knowledge can be used to benefit our frontline people. Call centres, documents, code bases, and even competitive intelligence can become more intuitive, more personalised, and more real-time in nature. In other words, CSL can use its past to generate better solutions for today, and create new ideas for tomorrow. CSL’s third focus is our search for areas of differentiation for our business. CSL looks for opportunities to accelerate the pace of scientific experimentation and add more value to its donor relationships. For these opportunities to materialise, CSL is focused on curating data, protecting intellectual property, and finding new partners. Innovation in our Digital Architecture CSL’s information and technology team is committed to accelerating business priorities and enabling digital transformation across the organisation. Our strategic focus begins with seamlessly integrating our business and technology to drive differentiated value. This includes increasing donations and enhancing the donation experience, improving the efficiency and resiliency of plasma centers, and accelerating R&D by delivering information and technology with research as a coordinated capability. Next, we aim to improve the flow of work and information across the enterprise. By expanding our data platform and enterprise tools, we empower teams with superior analytics for informed decision‑making. It also means leveraging artificial intelligence and automation to accelerate productivity, enabling our employees to deliver greater value with agility. Lastly, we are constantly working to increase enterprise resiliency through a more modern technology foundation for our company, and enhance our services at speed and scale, ensuring a robust and future‑ready infrastructure. 32 Limited Annual Report 2023/24
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