Remuneration Report Table 3: CSL Group KPI outcomes in 2025 Measure Performance targets and outcomes Commentary NPATA (US$m) Threshold 50% Target 100% Maximum 200% $2,956m $3,284m $3,612m 110% ‒ T he NPATA outcome is measured at constant currency, set at FY25 target rates. The outcome was slightly above target and resulted in a NPATA STI vesting outcome at 110% ‒ W hile not a factor in STI outcomes, Net Profit after Tax attributable to CSL shareholders for the year was US$3,002m, up 17% from prior year at constant currency CFO (US$m) Threshold 50% Target 100% Maximum 200% $2,742m $3,047m $3,504m 200% ‒ C FO was 29% up on the previous year, driven by a strong focus on working capital management, especially in relation to inventory and receivables. This was well above target and achieved the maximum outcome for STI purposes (200%) Sustainability (milestones) 50% 100% 200% 96% ‒ F our out of five sustainability priorities achieved target or significantly exceeded target, resulting in an overall STI vesting outcome at 96%. ‒ K ey achievements and further information on CSL’s sustainability strategy can be found in the Healthier World > Healthier Environment section of the Annual Report Table 4: Individual KPI outcomes in 2025 KMP Individual performance outcomes Targets P McKenzie 50% 100% 200% 86% Overall individual performance was 86% of target with an individual weighting outcome of 30% against the target of 35% Below Target Target Above Target KPI 1: Drive sustainable, profitable growth ‒ I ncrease in revenue for all CSL business units; ‒ G row the CSL Behring margin; ‒ S uccessful product launches in CSL Behring; ‒ G rowth in market share across various products and locations; Below Target Target Above Target KPI 2: Advance and deliver key pipeline and yield milestones ‒ M anufacturing yield improvements; ‒ K ey research and development pipeline milestones; Below Target Target Above Target KPI 3: Advance Promising Futures for CSL’s people ‒ E mployee Engagement outcomes; ‒ S uccession plan initiatives; and Below Target Target Above Target KPI 4: CSL Strategy Refresh ‒ C ompleted strategy review and refined vision with a view to driving a compelling growth supported by robust financial projections 74 Directors’ Report
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