KMP Individual performance outcomes Targets J Linton 50% 100% 200% 94% Overall individual performance was 94% of target, with an individual weighting outcome of 33% against the target of 35% Below Target Target Above Target KPI 1: Deliver growth plans ‒ R obust plans in place to deliver NPATA growth Below Target Target Above Target KPI 2: CSL Strategy Refresh ‒ A pproved and aligned compelling growth story, supported by robust financial projections Below Target Target Above Target KPI 3: Lead a high performing finance function ‒ O rganisation design implemented and cost savings realised for the affiliate finance function; and ‒ E mployee engagement outcomes. Below Target Target Above Target KPI 4: Drive performance across the enterprise ‒ G rowth in Behring margin ‒ D elivery of CSL Operating System (COS) savings ‒ D rive value from Strategic Partnerships ‒ R eduction in growth of Inventory A Schmeltz 50% 100% 200% 87% Overall individual performance 87% of target, with an individual weighting outcome of 39% against the target of 45% Below Target Target Above Target KPI 1: Drive top line growth ‒ I ncrease in revenue for CSL Behring; ‒ Albumin Growth ‒ D eliver Hemgenix and Garadacimab launches; Below Target Target Above Target KPI 2: Realise value from organizational efficiencies ‒ A ccelerate key gross margin recovery programs in Operations ‒ A ccelerate key gross margin recovery programs in Plasma Below Target Target Above Target KPI 3: Advance Promising Futures for CSL’s people ‒ T alent management initiatives; ‒ S uccessful operating model changes implementation in Commercial & Plasma. 75 CSL Limited Annual Report 2024/25
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