CSL LIMITED  
ANNUAL REPORT  
2
008-2009  
CSL Limited ABN 99 051 588 348  
Annual Report 2008-2009  
CONTENTS  
YEAR IN REVIEW  
OUR COMPANY  
FINANCIAL REPORT  
1
2
3
Highlights  
18 Our People  
38 Directors’ Report  
Financial Results  
Year in Review  
20 Health, Safety and  
55 Auditor’s Independence  
Environment  
Declaration  
2
2
2
2
2
2
3
2 Our Communities  
56 Income Statements  
57 Balance Sheets  
4 Directors’ Profiles  
BUSINESS FEATURES  
CSL Behring  
6 Executive Management Group  
7 CSL Group Business Operations  
8 Share Information  
58 Statements of Recognised  
8
Income and Expense  
1
1
1
2 CSL Bioplasma  
59 Cash Flow Statements  
4 CSL Biotherapies  
60 Notes to the Financial  
9 Shareholder Information  
1 Corporate Governance  
6 New Product Development  
Statements  
114 Directors’ Declaration  
115 Independent Auditor’s Report  
FINANCIAL CALENDAR  
ANNUAL GENERAL MEETING  
2
1
1
1
9
1
3
009  
Wednesday 14 October 2009 at 10:00am  
Function Centre, National Tennis Centre,  
Melbourne Park, Batman Avenue,  
Melbourne 3000  
9 August  
4 September  
8 September  
October  
Annual profit and final dividend announcement  
Shares traded ex-dividend  
Record date for final dividend  
Final dividend paid  
AGM LIVE WEBCAST  
4 October  
1 December  
Annual General Meeting  
Half year ends  
The Chairman’s Report and the Chief Executive  
Officer’s Report will both be webcast through  
CSL’s web site: www.csl.com.au  
Log on to the Home Page of CSL’s web site and  
then click on the item called Annual General  
Meeting webcast.  
2
1
9
1
9
3
1
1
1
8
1
3
010  
7 February  
March  
Half year profit and interim dividend announcement  
Shares traded ex-dividend  
Record date for interim dividend  
Interim dividend paid  
5 March  
April  
0 June  
Year ends  
SHARE REGISTRY  
8 August  
3 September  
7 September  
October  
3 October  
1 December  
Annual profit and final dividend announcement  
Shares traded ex-dividend  
Record date for final dividend  
Final dividend paid  
Computershare Investor Services Pty Limited  
Yarra Falls, 452 Johnston Street Abbotsford VIC 3067  
Postal Address: GPO Box 2975 Melbourne VIC 3001  
Enquiries within Australia: 1800 646 882  
Enquiries outside Australia: +61 3 9415 4178  
Investor enquiries facsimile: +61 3 9473 2500  
Website: www.computershare.com  
Annual General Meeting  
Half year ends  
1
YEAR IN REVIEW  
008-2009  
HIGHLIGHTS  
2
DEAR SHAREHOLDER,  
The strong international growth in demand for our plasma products and significant  
1
continuing revenues from GARDASIL vaccine sales and royalties underpin the pleasing  
result achieved by CSL this year.  
Group net profit after tax increased by 63% on the previous year to  
J
2
$
1.15 billion. Underlying operational profit was $1.02 billion, up 45% on  
the previous year. CSL’s balance sheet is strong with net cash of $1.81 billion.  
Cash flow from operations grew 49% this year to $1.03 billion.  
In June 2009, CSL announced an on-market share buyback of up to  
J
3
5
4,863,000 shares . Our shareholders will benefit from improved investment  
return ratios such as on earnings per share and return on equity. The  
buyback will return funds received from shareholders last year to support our  
acquisition of Talecris Biotherapeutics, a merger proposal from which we have  
now withdrawn.  
CSL received royalty payments of $161 million from international sales of  
human papillomavirus vaccine (HPV) and Australia’s national immunisation  
J
J
1
program generated $159 million in sales of the GARDASIL vaccine.  
®
In February 2008, CSL launched Privigen in the US. This year, we opened  
®
a new Privigen facility, and a further facility is well advanced. Our new  
generation intravenous immunoglobulin will be a key driver of margin  
expansion and value.  
CSL is carrying out clinical trials of its H1N1 pandemic influenza vaccine. The  
Australian Government has ordered 21 million doses of the vaccine. CSL also  
has a contract with the US Department of Health and Human Services to  
provide vaccine with the initial order valued at US$180 million.  
J
J
Our expenditure this year on research and development increased  
by 38% to $312 million.  
1
GARDASIL is a trademark of Merck & Co. Inc.  
Excludes one-off beneficial items to facilitate comparison. Items excluded – foreign exchange earnings and costs  
2
associated with discontinuing the Talecris deal, tax and other adjustments.  
CSL reserves the right to suspend or terminate the share buyback at any time.  
3
2
CSL Limited Annual Report 2008-2009 > Year in Review  
YEAR IN REVIEW  
2
008-2009  
FINANCIAL RESULTS  
FINANCIAL HIGHLIGHTS FOR THE  
YEAR ENDED 30 JUNE 2009  
DIVIDENDS TO SHAREHOLDERS  
On 9 April 2009, shareholders received an interim unfranked dividend of 30 cents per share, an  
increase of 30% on the same period last year. A final unfranked dividend of 40 cents per share will  
be paid on 9 October 2009. Total ordinary dividends for the year were 70 cents per share, up 52%  
on the previous year.  
CSL TOTAL REVENUE  
$A MILLIONS)  
CSL PROFIT BEFORE  
CSL NET PROFIT(2)  
($A MILLIONS)  
CSL R&D INVESTMENT  
($A MILLIONS)  
(
2)  
(
INTEREST AND TAX  
(
$A MILLIONS)  
1,146  
5,039  
1,368  
312  
3
,803  
9
67  
225  
3
,313  
702  
191  
2,906  
,650  
786  
2
539  
161  
141  
515  
432  
351  
235  
04-05 05-06 06-07 07-08 08-09  
04-05 05-06 06-07 07-08 08-09  
04-05 05-06 06-07 07-08 08-09  
04-05 05-06 06-07 07-08 08-09  
(
1)  
.
FIVE YEAR SUMMARY ALL FIGURES ARE IN $A MILLION UNLESS STATED OTHERWISE  
2
008-09  
5,039  
4,622  
312  
2007-08  
3,803  
3,557  
225  
2006-07  
3,313  
3,172  
191  
2005-06  
2,906  
2,849  
161  
2004-05  
2,650  
2,609  
141  
Total revenue  
Sales revenue  
Research and development investment  
(
2)  
Profit before income tax expense  
1,370  
1,146  
286  
952  
774  
499  
410  
(
2)  
Net profit  
702  
539  
351  
235  
Capital investment  
218  
205  
122  
105  
Total assets at 30 June  
Total equity at 30 June  
7,367  
5,463  
7.49  
4,695  
2,806  
3.44  
4,200  
2,269  
2.44  
4,186  
1,990  
2.14  
3,893  
2,109  
2.34  
(
4)  
Net tangible assets per share at 30 June ($)  
(
4)  
Weighted average number of shares (million)  
595  
550  
548  
546  
588  
(
2) (4)  
Basic earnings per share (cents)  
192.5  
70.0  
127.6  
46.0  
98.5  
64.3  
39.9  
(
3) (4)  
Dividend per share (cents)  
34.7  
22.7  
15.7  
(
1) The Group’s results are reported in accordance with the Australian Equivalents to International Financial Reporting Standards (A-IFRS).  
2) Excludes the recognition of contingent consideration payable for the acquisition of Aventis Behring and the profit after tax from discontinued operations  
for years ended 30 June 2006 and 30 June 2005.  
3) Excludes special dividend of 10 cents for the year ended 30 June 2005.  
4) Restated for the years ended 30 June 2007, 30 June 2006 and 30 June 2005 following the 3 for 1 share split undertaken on 24 October 2007.  
(
(
(
3
YEAR IN REVIEW  
008-2009  
2
CSL GROUP SALES  
BY REGION 2008-09  
North America 38%  
Europe 30%  
Australia 15%  
Asia 9%  
Other 8%  
ELIZABETH ALEXANDER  
BRIAN MCNAMEE  
CHAIRMAN  
CHIEF EXECUTIVE OFFICER  
AND MANAGING DIRECTOR  
CSL GROUP SALES  
BY MAJOR PRODUCTS 2008-09  
Immunoglobulins 34%  
Plasma-derived coagulants 16%  
Helixate 13%  
Gardasil 4%  
Albumin 10%  
Other 23%  
DIVIDENDS AND FINANCIAL RESULTS  
CSL BEHRING  
On 9 April 2009, shareholders received an interim unfranked  
dividend of 30 cents per share. A final unfranked dividend  
of 40 cents per share will be paid on 9 October 2009. Total  
ordinary dividends for the year were 70 cents per share,  
up 52% on the previous year.  
Plasma product sales grew 34% to $3.79 billion (17%  
in constant currency terms) when compared to the  
twelve months ended 30 June 2008. Strong contributions  
from immunoglobulins and critical care products have  
underpinned the growth.  
The CSL Group achieved a net profit after tax of $1.15 billion,  
up 63% on the previous year. This result was boosted by  
some one-off beneficial items including foreign exchange  
earnings associated with the withdrawal from the Talecris  
acquisition, some one-off tax benefits and other smaller  
Immunoglobulins grew 26% in constant currency terms with  
®
vigorous growth in Privigen , consistent with the company’s  
transition program in favour of liquid over lyophilised  
®
presentations. Vivaglobin (subcutaneous immunoglobulin),  
a product which provides the convenience of immunoglobulin  
self administration, attracted significant patient growth.  
Volume and price growth as well as the product mix all  
contributed to global growth in immunoglobulin sales.  
items. Underlying operational profit was $1.02 billion up  
45% on the previous year. Group sales revenue grew 30%  
to $4.62 billion. Cash flow from operations was up 49%  
to $1.03 billion. Earnings before interest, taxes, depreciation  
and amortisation (EBITDA) grew 40% to $1.55 billion.  
®
®
Specialty products Rhophylac (Anti-D) and Tetagam P  
(Tetanus) also boosted sales.  
BUSINESS REPORTS  
CSL’s business activities include CSL Behring, CSL Bioplasma,  
CSL Biotherapies and our global research and development  
operations.  
Excludes one-off beneficial items to facilitate comparison. Items excluded – foreign exchange earnings  
and costs associated with discontinuing the Talecris deal, tax and other adjustments.  
4
CSL Limited Annual Report 2008-2009 > Year in Review  
YEAR IN REVIEW 2008-2009 CONTINUED  
NORD AWARD PRESENTED  
TO CSL BEHRING  
In May, Peter Saltonstall, President  
and CEO, National Organization for  
Rare Disorders (NORD), presented  
Peter Turner (left), President,  
CSL Behring, with the NORD  
corporate award for developing  
RiaSTAP™ and bringing this unique  
product to market in the US.  
See feature on page 10.  
Recent approval of the first of two manufacturing facilities  
by hereditary deficiency of this protein. Sales in Latin America,  
the Middle East and Canada were exceptionally strong.  
®
for Privigen supports further expansion of this 10% liquid  
IVIg in the next year. The marketing application for our new  
proline stabilised 20% liquid subcutaneous immunoglobulin  
product is being reviewed by the US Federal Drugs  
Our research and development team is concentrating on  
expanding the registration of our products throughout  
the global marketplace, as well as new indications for  
existing products. One example is a pilot study assessing the  
benefit of fibrinogen in patients undergoing surgery who  
develop a deficiency of this protein which is essential to  
prevent bleeding. We continue to develop our recombinant  
coagulation protein candidates through the preclinical phase  
with the goal of commencing human trials with one prospect  
in 2011.  
Administration (FDA). We anticipate approval in mid 2010  
so that we will be able to offer primary immune deficiency  
(PID) patients even more convenience.  
The critical care segment grew 18% in constant currency  
terms underpinned by price and volume growth of albumin,  
particularly in the US and emerging markets. Specialty  
®
®
products, particularly Haemocomplettan P, Beriplex  
®
P/N and Berinert P, also made a significant contribution.  
RiaSTAP™ (human fibrinogen) was approved by the FDA in  
January 2009 for the treatment of patients with a congenital  
deficiency of this coagulation protein.  
We are investing significant capital in our manufacturing  
base. This year we completed a second manufacturing facility  
®
in Bern for Privigen . In Marburg, we are in the process of  
validating new aseptic filling and lyophilisation suites which  
will support future growth in coagulation and critical care  
products. These investments together with new albumin  
manufacturing facilities in Bern and Marburg will enable  
balanced manufacturing and sales volumes as we grow  
our business.  
Haemophilia sales grew 8% in constant currency, after  
®
adjusting for short-term supply issues with Monoclate-P .  
Total sales volume grew by 11% with pricing steady, even  
though the total average price was affected by growth in  
lower priced emerging and tender markets.  
In the US, immunoglobulins contributed significantly to the  
We also completed the renovation or relocation of 10 US  
plasma collection centres and a new state-of-the-art testing  
laboratory for plasma donations in Knoxville, Tennessee.  
CSL Plasma is well positioned to deliver plasma volumes  
that meet projected demand.  
2
0% growth in sales. European sales benefited from recent  
®
product launches including Beriplex P/N (prothrombin  
complex) for rapid improvement of blood coagulation in  
®
patients receiving anticoagulant therapy, and Berinert  
(C1 esterase inhibitor) for the treatment of edema caused  
5
CSL BIOPLASMA  
Ongoing demand for our plasma fractionation services  
together with growth in our Asian markets for commercial  
products manufactured by CSL Behring has delivered a 32%  
increase in CSL Bioplasma sales this year to $334 million.  
Growth in Asia has been underpinned by increased sales  
of albumin in China. As the leading supplier of plasma  
fractionation services and products in the Asia Pacific, we  
have worked with our distributors to expand the regional  
sales of products surplus to the demands of our contract  
fractionation customers.  
Our plasma fractionation facility in Melbourne has continued  
to provide plasma fractionation services under contracts with  
Australia, New Zealand, Hong Kong, Malaysia, Singapore,  
and Taiwan. Again this year, Australia and New Zealand  
increased volumes of plasma for fractionation.  
®
We completed Phase III clinical trials of Intragam 10 NF, our  
high-yielding, chromatographically purified 10% intravenous  
immunoglobulin for idiopathic thrombocytopenic purpura  
and primary immune deficiency. A dossier for this product  
has been submitted to the Therapeutic Goods Administration  
Our continuing robust operation has been ensured by  
the equipment upgrades and the process automation and  
control system that we introduced last year. The ongoing  
success of our manufacturing operations is underpinned  
by close attention to continuous improvement and to  
operational excellence. Expansion is planned to meet  
future needs in Australia and for our international toll  
fractionation customers.  
(TGA) seeking registration. In Australia and New Zealand,  
recruitment has progressed for the Phase III trial of our high-  
yielding, chromatographically purified 16% immunoglobulin  
for subcutaneous use.  
During the year, both the TGA and the New Zealand  
Medicines and Medical Devices Safety Authority  
®
(
(
MedSafe) approved registration of our Biostate  
Factor VIII/von Willebrand Factor) for the treatment  
of von Willebrand disease.  
MILESTONE FOR GARDASIL*  
GARDASIL* achieved a significant  
milestone in March this year when  
vaccine distribution reached five  
million doses across Australia.  
Funded by the Australian Government,  
this vaccination program against  
cervical cancer has been a very  
successful public health campaign with  
GARDASIL* provided free to females  
aged 12 to 26 years – and more than  
70% in this age group now vaccinated.  
Cervical cancer is the second most  
prevalent cancer in women, typically  
affecting those aged 35 to 55, and  
causing an estimated 250,000 deaths  
globally each year.  
Mary Sontrop, CSL Biotherapies General Manager, Australia and New  
Zealand (centre) with members of the GARDASIL* vaccine marketing team:  
Daniella Arturi (Brand Manager), Greg Whiteside (Senior Brand Manager),  
Helen Concilia (Vaccines Marketing Director) and Belinda Whyte (Associate  
Brand Manager).  
*
GARDASIL is a trademark of Merck & Co. Inc.  
6
CSL Limited Annual Report 2008-2009 > Year in Review  
YEAR IN REVIEW 2008-2009 CONTINUED  
PANDEMIC VACCINE CLINICAL TRIALS  
CSL’s Chief Scientific Officer, Dr Andrew  
Cuthbertson, and Director of Public Affairs,  
Dr Rachel David, at the launch of the Novel Type  
A (H1N1) ‘swine’ influenza vaccine clinical trial in  
Adelaide, South Australia on 22 July this year.  
This clinical trial involved two hundred and forty  
healthy adult volunteers aged 18 to 64 receiving  
two doses of the vaccine three weeks apart to  
determine the generated immune response.  
CSL BIOTHERAPIES  
CSL Biotherapies manufactures and markets vaccines and  
pharmaceutical products in Australia and New Zealand  
and is responsible for global sales of our influenza vaccines.  
In-licensed pharmaceutical products include vaccines and  
a range of neurological, cardio-thoracic, dermatological,  
analgesic, urological, allergy and emergency products.  
Merck & Co. Inc. is our exclusive licensee for the GARDASIL*  
vaccine with global marketing rights. CSL has distribution  
rights for Australia and New Zealand and receives royalties  
from global sales.  
Following the successful rollout of the HPV program in  
Australia by the Commonwealth Government, sales of  
GARDASIL* are expected to substantially decline as the  
catch-up immunisation programs draw to a close.  
Our sales revenue reached $502 million this year  
(up 5%) with a strong contribution from GARDASIL*  
vaccine, continuing expansion of our global influenza  
vaccine business, and a solid performance by in-licensed  
pharmaceuticals.  
®
®
International markets for CSL’s Afluria and Enzira brands  
of seasonal influenza vaccine continue to expand with a  
6
0% increase in global sales achieved this year. The recently  
The success of the human papillomavirus (HPV) national  
immunisation program has continued with more than  
five million doses of GARDASIL* distributed and more  
than 70% of females aged 12 to 26 now vaccinated. The  
Australian Government has announced an extension of the  
program until December 2009 to enable females who have  
commenced the three-dose vaccination schedule to complete  
their courses. During the year, the Therapeutic Goods  
Administration (TGA) approved extending the indications for  
use of GARDASIL* to include all females aged 9 to 45 years.  
In New Zealand, an HPV national immunisation program with  
GARDASIL* has commenced with the launch of a two-year  
catch-up program offering free vaccination to females up  
to 18 years of age.  
completed dispensing and packaging facilities at our  
Kankakee site will further enhance our influenza vaccine  
manufacturing capabilities and assist in meeting anticipated  
growth in US demand. CSL has submitted a Biologics  
License Application (BLA) supplement for this new plant  
to the US FDA.  
®
The new Q-Vax manufacturing facility at CSL’s  
Broadmeadows site in Melbourne was officially opened on  
1
July 2009, following approval by the TGA. CSL  
®
manufactures the Q-Vax vaccine against Q-Fever as part of  
an ongoing commitment to products of national significance.  
Q-Fever is primarily an occupational disease of people  
working in Australia’s meat and livestock industry.  
*
GARDASIL is a trademark of Merck & Co. Inc.  
7
NEW PRODUCT DEVELOPMENT  
CSL continues to invest in the development of protein-based  
medicines to treat serious human illnesses. Today, most of our  
licensed medicines are purified from human plasma or made  
from traditional sources, like influenza vaccines. In addition,  
CSL is building the capabilities required to develop future  
products using recombinant DNA technology.  
We have continued to strengthen our capabilities in  
later stage clinical and commercial development of  
biopharmaceutical products. This has been achieved through  
hiring world class scientific and medical leaders for key  
projects, ensuring access to R&D manufacturing capacity  
through relationships with contract manufacturers, and  
judicious investment in our own facilities.  
Global research and development activities support CSL’s  
core licensed product businesses and three other areas  
of new product development:  
R&D investment remains an important avenue to future  
growth for CSL. We continue to search globally for high  
quality new product opportunities that match our technical  
skills in protein-based medicines, as well as our development  
and commercial capabilities.  
Replacement therapies that enhance our plasma  
products portfolio;  
Therapeutic proteins based on recombinant proteins  
and antibodies; and  
®
Vaccines that use our proprietary ISCOMATRIX adjuvant  
OUR THANKS TO MANAGEMENT AND STAFF  
and/or our influenza vaccine capabilities.  
CSL develops and produces life-saving medicines essential  
to the health of many thousands of people around the world.  
For continuing success in this satisfying work, we depend  
on the commitment, skills and experience of a talented  
international workforce.  
Our replacement therapies focus has been on supporting  
®
the launch of Privigen in Europe, completing the clinical  
development of our 20% subcutaneous immunoglobulin  
product, progressing the recombinant coagulation  
projects in preclinical development, and expanding the  
geographical registrations and medical indications for  
existing plasma products.  
Your Board of Directors greatly appreciates all that  
management and staff have achieved this year to deliver  
another strong result for the Company.  
The advent of the H1N1 pandemic influenza threat required  
an immediate response from CSL scientists to develop a  
vaccine for Australia and other markets including the US.  
A candidate vaccine is undergoing clinical testing in Australia  
and the US (see feature on page 16).  
An adjuvant enhances the immune response when  
formulated with a vaccine antigen. We continue to make  
®
good progress with our ISCOMATRIX adjuvant and have  
several commercial partners with vaccine candidates at  
various stages of clinical development. The management  
focus for this developing technology has moved to our King  
of Prussia office in the US to ensure close coordination with  
regulatory agencies and partners. To facilitate the supply of  
ELIZABETH ALEXANDER  
BRIAN MCNAMEE  
CHAIRMAN  
CHIEF EXECUTIVE OFFICER  
AND MANAGING DIRECTOR  
®
ISCOMATRIX for clinical trials, commercial scale production  
is now being carried out at our Kankakee site in the US.  
8
CSL Limited Annual Report 2008-2009 > Business Feature  
BUSINESS FEATURE  
CSL BEHRING  
®
In CSL’s expanded Bern facility for the production of Privigen , Ernst Stalder  
®
changes a filter cartridge. Privigen is a 10% immunoglobulin, proline-  
stabilised preparation that can be stored at room temperature for up to two  
years. Through this new generation product, CSL is now well positioned to  
benefit from the increasing global demand for intravenous immunoglobulin.  
We listen carefully to the concerns of people with rare, life-  
CSL Behring is committed to saving lives  
and improving the quality of life for patients  
with rare and serious diseases. Our extensive  
research and development activities, patient  
support services and patient-focused  
resources are key elements in an ongoing  
commitment to people whose lives depend  
on our products.  
threatening disorders and work to address their needs. By  
providing safe and effective products and services, we help  
patients to improve their quality of life. We continue  
to develop programs and provide educational tools that  
help patients and families to manage the daily challenges  
of living with chronic conditions. CSL Behring is dedicated  
to collaboration with patient groups and stakeholders  
around the world to advocate for patient access to care.  
Our therapies are indicated for treatment of coagulation  
disorders including haemophilia and von Willebrand  
disease, primary immune deficiencies and inherited  
respiratory disease. CSL Behring products are also used to  
prevent haemolytic diseases in newborns, speed recovery  
from heart surgery, prevent infection in people undergoing  
solid organ transplants, and help victims of shock and burns  
to recover faster.  
A global leader in biotherapies with substantial markets  
in the US, Europe and Japan, we offer the broadest range  
of quality products in our industry.  
Based in the US at King of Prussia in Pennsylvania, CSL  
Behring operates manufacturing plants in Kankakee,  
Illinois (US), Bern in Switzerland and Marburg in Germany.  
Regional sales and distribution centres are located  
throughout the world.  
A MILESTONE FOR RHOPHYLAC®  
Erwin Rindlisbacher sets up a filter press in CSL’s  
®
CSL Behring is well positioned to develop its biotherapeutics  
business with a broad portfolio of quality products,  
global marketing that meets customer needs, an ongoing  
pipeline of new and improved plasma therapies, cost  
effective, high yield manufacturing processes and  
efficient operations.  
Rhophylac facility. The Bern facility has now  
produced more than five million syringes of  
®
Rhophylac since manufacturing commenced  
there in 2002.  
®
Rhophylac protects against haemolytic disease  
of the newborn (HDN) allowing pregnant women  
with a Rhesus-negative factor to give birth to  
healthy babies. HDN is caused by incompatibility  
between the blood of an Rh-negative pregnant  
woman and her Rh-positive foetus.  
CSL Behring produces high-quality products in our state-  
of-the-art facilities using the most sophisticated methods  
available. Because patient safety is our first priority, we  
closely monitor every aspect of the manufacturing process.  
9
Vial filling (left) and vial washing being carried  
out by Markus Freiling in the expanded filling  
and freeze-drying facility in Marburg where our  
coagulation, wound healing and specialty products  
are manufactured.  
MAJOR PRODUCTS MARKETED BY CSL BEHRING  
HAEMOPHILIA AND OTHER  
COAGULATION DISORDERS  
CRITICAL CARE  
CONDITIONS  
IMMUNE DISORDERS  
AND IMMUNE THERAPY  
Coagulation therapies are used to treat  
bleeding disorders such as haemophilia  
and von Willebrand disease.  
Critical care products are used to treat  
shock, sepsis and severe burns, and are  
used in cardiac surgery.  
Immunoglobulins are used to treat infections  
and autoimmune diseases, and to prevent  
haemolytic disease in the newborn.  
Plasma-derived Factor VIII  
Coagulation Disorders  
Polyvalent Immunoglobulins  
and von Willebrand Factor  
®
®
Beriplex P/N  
• Privigen  
®
®
®
Beriate P  
• Fibrogammin P  
• Carimune NF  
• Redimune  
• Redimune NF Liquid  
• Sandoglobulin  
• Sandoglobulin NF Liquid  
• Sanglopor  
• Lymphoglobuline  
®
®
®
Monoclate-P  
Humate-P  
• Haemocomplettan P  
®
®
®
• Kybernin P  
®
®
Haemate P  
®
Trauma Therapies  
®
Biostate  
®
®
Albuminar  
Human Albumin  
• AlbuRx™  
Recombinant Factor VIII  
®
®
Helixate FS  
®
Subcutaneous Immunoglobulins  
Helixate NexGen  
Other Critical Care  
®
Plasma-derived Factor IX  
• Vivaglobin  
®
®
Berinin P  
• Berinert P  
®
®
Specific Immunoglobulins  
Mononine  
• Minirin Parenteral  
®
®
Innohep  
• Beriglobin P  
Plasma-derived Factor X  
Factor X P  
®
®
Streptase  
• Berirab P  
• Hepatitis B Immunoglobulin  
®
Rhophylac  
WOUND HEALING  
Other Products  
®
Tetagam P  
®
®
Stimate  
Wound healing therapies are used to  
facilitate healing.  
• Varicellon P  
• Cytogam  
®
®
Octostim  
®
Minirin  
®
Beriplast P  
Tachocomb  
®
ALPHA 1-PROTEINASE INHIBITOR  
DEFICIENCY  
For people at risk from life-shortening  
emphysema through a genetic deficiency  
in their synthesis of this protein.  
®
Zemaira  
For more information about these products, see www.cslbehring.com  
10  
CSL Limited Annual Report 2008-2009 > Business Feature  
CSL BEHRING CONTINUED  
INDUSTRY FORUM PROMOTES WORK-LIFE BALANCE  
NEW KNOXVILLE  
LABORATORY OPENED  
In February this year, CSL Behring  
in Japan participated in an  
industry forum promoting diversity  
and female representation in the  
workplace.  
In May 2009, CSL Behring  
President, Peter Turner officially  
opened a new state-of-the-art,  
plasma-testing laboratory in  
Knoxville, Tennessee (US).  
Although the number of female  
medical representatives in the  
industry is increasing in Japan,  
those who are married can face  
particular difficulties in managing  
their work-life balance.  
A significant investment  
in plasma collection and  
testing capabilities, this new  
CSL Plasma laboratory was  
completed in just over a year.  
Namiko Hirakawa (above right),  
Logistics Manager for Sales  
Promotion in the National Sales  
Division, facilitated a panel  
discussion about issues faced by  
medical representatives with  
childcare responsibilities.  
CSL Behring took part in this  
event as part of an ongoing  
commitment to ensuring that  
female employees receive work-  
life balance support when family  
circumstances change as a result  
of marriage or childbirth.  
CSL Plasma is the largest  
collector of human blood  
plasma in the world.  
NORD AWARD TO CSL BEHRING FOR RIASTAP™  
At their annual gala event on  
4 May 2009, the National  
Organization for Rare Disorders  
NORD) presented CSL Behring  
in public health policy, the sciences  
and health-related education and  
NORD is a non-profit, voluntary  
health agency committed to  
1
awareness for showing compassion identification, treatment and  
(
and concern for what was once  
a forgotten community – people  
with rare diseases.  
cure of rare disorders through  
education, advocacy, research,  
and service. The agency represents  
nearly 30 million Americans with  
rare diseases. In the United States,  
a disease is considered rare if it  
affects fewer than 200,000 people.  
Many rare diseases are serious,  
life-threatening and chronic.  
with an award for developing  
RiaSTAP™ and bringing this  
unique therapy to market.  
Approved by the US FDA in  
The NORD award was accepted  
by Peter Turner, President, CSL  
Behring, from Peter Saltonstall,  
President and CEO, NORD. In  
presenting the award, Peter  
January 2009, RiaSTAP™ is the  
first and only treatment for acute  
bleeding episodes in patients with  
congenital fibrinogen deficiency,  
an extremely rare and potentially  
life-threatening bleeding disorder.  
Saltonstall paid tribute to pioneers  
11  
CSL PLASMA  
CSL Behring’s plasma collection business, CSL Plasma, has  
collection centres throughout the US and eight in Germany,  
along with plasma testing laboratories and logistics centres  
in both countries.  
Based in Marburg, our German operations include a  
plasma-testing laboratory in Goettingen and a logistics  
centre in Schwalmstadt.  
The largest collector of human blood plasma in the  
world, CSL Plasma sources the plasma required by CSL  
Behring through its plasma collection operations and  
commercial purchases.  
Millions of donations every year provide the plasma used  
to produce life-saving products for critically ill patients.  
CSL Plasma offers a reliable and secure source of plasma  
for those essential medications.  
In this stringently regulated industry, CSL Behring and  
CSL Plasma meet or exceed international standards, use the  
most sophisticated systems and continue to explore avenues  
of innovation.  
CSL Plasma has its headquarters in Boca Raton, Florida  
(US), a logistics centre in Indianapolis, Indiana (US), and a  
new plasma-testing laboratory in Knoxville, Tennessee (US)  
officially opened in May this year.  
US STATES AND GERMAN CITIES WITH CSL PLASMA COLLECTION CENTRES  
USA  
GERMANY  
WA  
MN  
Kiel  
OR  
WI  
MI  
Bremen  
Berlin  
IA  
NE  
OH  
Braunschweig  
Bielefeld  
IL  
IN  
WV  
Goettingen  
UT  
CO  
KS  
MO  
KY  
TN  
NC  
SC  
Offenbach  
OK  
AZ  
Nurenberg  
NM  
LA  
TX  
FL  
German cities with  
CSL Plasma collection centres  
US States with CSL Plasma collection centres  
CSL PLASMA  
US HEADQUARTERS – BOCA RATON, FLORIDA  
EU HEADQUARTERS – MARBURG, GERMANY  
EU TESTING LABORATORY – GOETTINGEN, GERMANY  
EU LOGISTICS CENTRE – MARBURG, GERMANY  
US TESTING LABORATORY – KNOXVILLE, TENNESSEE  
US LOGISTICS CENTRE – INDIANAPOLIS, INDIANA  
12  
CSL Limited Annual Report 2008-2009 > Business Feature  
BUSINESS FEATURE  
CSL BIOPLASMA  
CSL Bioplasma scientist, Grace O’Brien, uses gel  
electrophoresis to characterise the protein profile of  
a plasma product. R&D work at CSL Bioplasma has a  
significant focus on enhancing manufacturing processes  
for our thrombosis and haemostasis products.  
This service supports the appropriate use of products  
manufactured under the Plasma Products Agreement  
with the National Blood Authority in Australia and the  
Manufacturing Agreement with the New Zealand Blood  
Service (NZBS).  
CSL Bioplasma has four Product Liaison  
Specialists in Australia and one in New  
Zealand who provide information and  
supporting reference materials about our  
products to specialists, nurses and hospital  
blood bank scientists.  
The information provided includes changes to registered  
indications and storage conditions, registered dose,  
administration, and known side effects. This Product Liaison  
Team service is particularly valued by new medical staff,  
or those who irregularly use these products, and helps  
to underpin patient welfare.  
The Product Liaison Team also provides information about  
the fractionation processes used at our Broadmeadows  
facility in Melbourne and the safety profile of the plasma  
products we manufacture. This covers the multiple and  
overlapping procedures and processes to optimise product  
safety including donor deferral policies used by the blood  
services, testing of every donation prior to use, and the  
manufacturing process for every product with at least two  
dedicated steps solely to optimise pathogen safety.  
CSL Bioplasma works with appropriately qualified experts  
at the Australian Red Cross Blood Service (ARCBS) and the  
NZBS to develop information which can be used by health  
care professionals during discussions with their patients  
prior to the administration of our products.  
In the Australian Red Cross Blood Service (ARCBS)  
mobile unit at CSL Bioplasma, Catherine Finn takes  
a blood donation from Steven Jacovou.  
The team also provides information to donor service staff  
of the ARCBS and NZBS about products manufactured from  
donations and the conditions they treat. This empowers  
staff to communicate their knowledge to voluntary and  
non-remunerated donors - the people who the blood  
supplies of Australia and New Zealand rely on.  
CSL staff organise regular visits of the ARCBS mobile  
unit to Parkville and Broadmeadows providing the  
opportunity for fellow employees to donate blood  
during their working day.  
13  
MAJOR PLASMA PRODUCTS MANUFACTURED BY CSL BIOPLASMA  
HAEMOPHILIA AND OTHER  
COAGULATION DISORDERS  
IMMUNE DISORDERS  
AND IMMUNE THERAPY  
DIAGNOSTIC  
PRODUCTS  
Coagulation therapies are used to treat  
bleeding disorders such as haemophilia  
and von Willebrand disease.  
Immunoglobulins are used to treat  
immunodeficiency, modify the function  
of the immune system, and for protection  
against specific infections.  
Diagnostic products are used in the  
testing of blood to prevent haemolytic  
transfusion reactions and haemolytic disease  
of the foetus and newborn, and for snake  
venom detection.  
Biostate®  
®
Intragam P  
(human coagulation factor VIII/von  
Reagent Red Blood Cells  
Monoclonal Reagents  
Willbrand Factor concentrate)  
(6g liquid intravenous immunoglobulin)  
®
MonoFix -VF  
Normal Immunoglobulin-VF  
(
human coagulation factor IX)  
(human normal immunoglobulin)  
Supplementary Reagents  
Snake Venom Detection Products  
®
Prothrombinex - VF  
Rh(D) Immunoglobulin-VF  
(human prothrombin complex)  
(human Rh (D) immunoglobulin)  
Used to detect venom in snakebite victims  
and indicate the appropriate monovalent  
antivenom for treatment.  
CMV Immunoglobulin-VF  
CRITICAL CARE CONDITIONS  
(human cytomegalovirus immunoglobulin)  
Critical care products are used in fluid  
resuscitation, for replacement of albumin,  
and to treat specific factor deficiencies.  
Hepatitis B Immunoglobulin-VF  
human hepatitis B immunoglobulin)  
(
Albumex®  
Zoster Immunoglobulin-VF  
human zoster immunoglobulin)  
(human albumin)  
(
®
Thrombotrol -VF  
Tetanus Immunoglobulin-VF  
(human antithrombin III)  
(human tetanus immunoglobulin)  
®
Special Access Scheme  
Sandoglobulin NF Liquid  
Toll Fractionation  
Under Australia’s Special Access Scheme,  
CSL Bioplasma distributes several life-saving,  
plasma-derived products for the treatment  
of rare conditions.  
(12% liquid intravenous immunoglobulin)  
manufactured by CSL Behring and  
distributed in Australia by CSL Bioplasma.  
CSL Bioplasma performs plasma  
fractionation for Australia’s National Blood  
Authority, a role pivotal to Australia’s policy  
of self-sufficiency. CSL Bioplasma is also the  
national fractionator of New Zealand, Hong  
Kong, Malaysia and Singapore.  
14  
CSL Limited Annual Report 2008-2009 > Business Feature  
BUSINESS FEATURE  
CSL BIOTHERAPIES  
Olympic swimmer and GARDASIL* Ambassador, Libby  
Trickett (left), with Associate Brand Manager, Belinda  
Whyte. In Australia, more than 70% of females aged  
12 to 26 have now been vaccinated with GARDASIL*.  
*
GARDASIL is a trademark of Merck & Co. Inc.  
CSL operates one of the largest influenza  
vaccine manufacturing facilities in the  
world at our Parkville site in Melbourne and  
has more than 40 years experience in the  
production of these vaccines.  
In 2008, we significantly expanded the capacity of our  
Melbourne plant to support the continuing international  
growth of this vaccine business. CSL also has influenza  
vaccine dispensing and packaging facilities at Marburg  
in Germany and Kankakee, Illinois in the US.  
Our Melbourne plant can produce up to 80 million doses  
of vaccine each year to help meet demand for both  
Southern and Northern Hemisphere influenza seasons.  
CSL’s influenza vaccines are now registered and marketed  
in twenty-seven countries.  
Q-FEVER FACILITY OPENED  
Richard Marles MHR, Parliamentary Secretary  
for Innovation and Industry, and Mary Sontrop,  
General Manager, CSL Biotherapies, Australia and  
New Zealand, at the 1 July 2009 official opening of  
PANDEMIC INFLUENZA VACCINE  
Following the June 2009 World Heath Organisation  
announcement of an influenza pandemic, CSL has  
developed a pandemic vaccine (H1N1) and is carrying out  
clinical trials to establish an optimum vaccine dose. As soon  
as clinical trials are successfully completed, CSL will seek  
approval from the Therapeutic Goods Administration (TGA)  
to register a vaccine.  
®
CSL’s Q-Fever vaccine facility. Q-Vax is our vaccine  
against Q-Fever which is primarily an occupational  
disease of people working in Australia’s meat and  
livestock industry.  
The initial order from the Australian Government for the  
pandemic vaccine is for 21 million (15mcg) doses. CSL  
has also signed a $US180 million contract with the US  
Department of Health and Human Services (HHS) to provide  
bulk H1N1 influenza antigen. The HHS contract includes  
the opportunity to use our influenza vaccine dispensing and  
packaging facilities in the US and Germany. We also have  
contracts for pandemic vaccine with New Zealand  
and Singapore.  
®
Last year, the TGA approved CSL’s Panvax pandemic  
avian influenza vaccine for Australian use in the event  
®
of an outbreak of that virus strain. That Panvax (H5N1)  
vaccine was also developed in collaboration with the  
Australian Government.  
The current pandemic is the result of a novel type A virus  
(
H1N1) emerging and then spreading rapidly through  
populations not previously exposed to it.  
15  
At the syringe inspection machine is Halina Doktor, one of the  
®
®
Packaging team at Parkville that processes Fluvax , Enzira  
and Afluria® seasonal influenza vaccines. This year, they also  
processed the pandemic Panvax® H1N1 vaccine for use in  
clinical trials that commenced in July.  
MAJOR PHARMACEUTICAL PRODUCTS MARKETED  
BY CSL BIOTHERAPIES IN AUSTRALIA  
TRADEMARKS  
CSL, Bioplasma, ZLB and ISCOMATRIX are  
all trademarks of the CSL Group  
VACCINES  
OTHER PRODUCTS  
For prevention of:  
For treatment of:  
®
Registered trademark of  
CSL Limited or its affiliates  
Fluvax®  
Influenza  
Advantan*  
Angiomax*  
Eczema and psoriasis  
*
Trademark of CSL Limited or its affiliates  
®
ADT Booster Diphtheria and Tetanus  
Patients undergoing  
percutaneous coronary  
intervention (PCI)  
Q-Vax®  
Q-Fever  
Trademarks of companies other than CSL  
and referred to in this Annual Report are  
listed below:  
Comvax*  
Haemophilus  
influenzae B and  
Hepatitis B infection  
Antivenoms  
Burinex*  
Envenomation  
Oedema  
Merck & Co. Inc.  
Comvax  
GARDASIL H-B-Vax II  
GARDASIL*  
Cervical cancer and  
genital warts  
Cervidil*  
Complications during  
childbirth requiring  
induced labour  
M-M-R II PedvaxHIB Pneumovax  
Rotateq  
ZOSTAVAX  
Vaqta  
Varivax  
H-B-Vax* II  
JESPECT*  
Hepatitis B infection  
Daivobet*  
Daivonex*  
EpiPen*  
Psoriasis  
Merck KGaA  
Shire  
EpiPen  
Japanese encephalitis  
Meningococcal C disease  
Psoriasis  
Solaraze  
Vaniqa  
Menjugate*  
M-M-R*II  
Severe allergic reactions  
Rosacea  
Measles, mumps  
and rubella  
Astellas  
Flomaxtra  
Vivotif Oral  
Modavigil  
Finacea*  
Berna Biotech  
Cephalon Inc.  
PedvaxHIB*  
Haemophilus  
influenzae B  
Flomaxtra*  
Benign prostatic  
hyperplasia  
Controlled Therapeutics  
Scotland) Limited  
Pneumovax 23* Pneumococcal infection  
Modavigil*  
Excessive daytime  
sleepiness in narcolepsy  
(
Cervidil  
Tramal  
Rabipur*  
Rotateq*  
Rabies infection  
Grunenthal GmbH  
Intendis GmbH  
Scheriproct*  
Haemarrhoids, proctitis  
and anal fissures  
Rotavirus-induced  
gastroentiritis  
Advantan  
Finacea  
Scheriproct  
Solaraze*  
Streptase®  
Actinic keratosis  
Vaqta*  
Hepatitis A infection  
Varicella  
Myocardial infarction  
and arterial thrombosis  
Varivax*  
Intercell AG  
JESPECT  
Vivotif Oral*  
ZOSTAVAX*  
Typhoid infection  
Herpes zoster (shingles)  
Leo Pharmaceutical  
Products Limited AS  
Burinex  
Daivobet  
Daivonex  
Fucidin  
Thelin*  
Pulmonary arterial  
hypertension  
Tramal*  
Vaniqa*  
Moderate to severe pain  
Novartis  
Menjugate  
Rabipur  
ANTI-INFECTIVES  
Unwanted facial hair  
in women  
For treatment of:  
Bacterial infections  
Bacterial infections  
Encysive  
Pharmaceuticals Inc.  
Thelin  
BenPen®  
Fucidin*  
The Medicine Company  
Angiomax  
16  
CSL Limited Annual Report 2008-2009 > Business Feature  
BUSINESS FEATURE  
NEW PRODUCT  
DEVELOPMENT  
At CSL’s H1N1  
pandemic influenza  
vaccine clinical  
trial in Adelaide,  
Nurse Supervisor  
Luiza Duszynski  
prepares to vaccinate  
volunteers.  
PANDEMIC VACCINE CLINICAL TRIALS  
CSL HAS A GLOBAL ROLE  
The advent of the global pandemic influenza threat in  
April this year required an immediate response from CSL  
scientists to develop a vaccine. By 22 July, clinical trials  
of CSL’s Novel Type A (H1N1) ‘swine’ influenza vaccine  
commenced in Adelaide, South Australia.  
CSL operates one of the largest influenza vaccine  
manufacturing facilities in the world at our Parkville site  
in Melbourne and has more than 40 years experience  
in the production of these vaccines.  
The WHO Global Influenza Surveillance Network collects  
samples of influenza virus throughout the year and  
determines which new strains in the constantly changing  
viruses are becoming dominant. As usual, this year the  
WHO provided CSL with virus samples including those  
from which our pandemic vaccine has been developed.  
The candidate vaccine being tested in the clinical trials  
was produced using CSL’s well established, large scale  
production technologies. The purpose of this clinical trial is  
to establish an optimum vaccine dose for protection against  
this new strain of influenza. Both a standard dose (15 mcg)  
and a higher dose (30 mcg) are being tested.  
CSL scientists take the candidate WHO viruses through a  
process known as reassortment to create viruses with good  
vaccine properties, and that will grow well in eggs. The  
seed lots obtained through this process are used to produce  
our influenza vaccines.  
Two hundred and forty healthy adult volunteers aged  
1
8 to 64 are taking part in the trial at the Royal Adelaide  
Hospital. Each volunteer receives two doses of the  
candidate vaccine three weeks apart, with blood tests  
taken to measure the strength and appropriateness of the  
immune response. As with any of our clinical trials, the  
safety of the vaccine is also being monitored.  
As one of only three laboratories in the world that produces  
the Type A virus seed lots for the World Health Organisation  
(
WHO), CSL has a global role in developing pandemic and  
In August, clinical trials in children commenced using the  
same dosing with 400 healthy volunteers aged six months  
to nine years taking part. Additional studies are being  
carried out in the United States.  
seasonal influenza vaccines.  
During the past 10 years, all the Type A seasonal H1N1  
viruses used by manufacturers worldwide to produce  
influenza vaccine have been from seed virus developed  
by scientists at CSL.  
Data from these clinical trials will help governments decide  
how best to deploy the H1N1 vaccine as it becomes available.  
At the launch of CSL’s H1N1 pandemic  
influenza vaccine clinical trial in Adelaide,  
South Australia on 22 July this year, Nurse  
Supervisor Luiza Duszynski vaccinates Chloe  
Gibbons (left). This clinical trial involved two  
hundred and forty healthy adult volunteers  
aged 18 to 64 receiving two doses of the  
vaccine three weeks apart to determine the  
generated immune response.  
17  
CSL’s Chief Scientific  
Officer, Dr Andrew  
Cuthbertson, at  
the launch of the  
Novel Type A (H1N1)  
‘swine’ influenza  
vaccine clinical trial  
in Adelaide, South  
Australia on 22 July  
this year.  
CSL scientists Tony Nguyen and Sonia Finotello inoculate  
eggs with an H1N1 virus isolate in our influenza vaccine  
seed preparation laboratory at Parkville in Melbourne.  
RESEARCH AND DEVELOPMENT INVESTMENT  
CSL invested $312 million in research and development this year.  
3
50  
00  
50  
00  
50  
00  
$
312m  
New Product Development activities focus on  
innovative new treatments for life-threatening diseases.  
3
2
2
1
1
$225m  
$
191m  
$
161m  
Market Development strategies seek to maximise  
market opportunities for existing products.  
5
0
0
Life Cycle Management is a global program of  
continuous improvement to ensure existing products  
remain competitive.  
2
005-06  
2006-07  
2007-08  
2008-09  
RESEARCH AND DEVELOPMENT OPERATIONS  
Bern, Switzerland  
Marburg, Germany  
Kankakee, US  
Alpha-1 Proteinase Inhibitor  
and ISCOMATRIX adjuvant  
Immunoglobulins and  
rHDL (reconstituted  
Coagulation, wound healing  
and specialty products  
®
high density lipoprotein)  
King of Prussia, US  
Tokyo, Japan  
Melbourne, Australia  
Influenza vaccines and  
recombinant proteins  
Clinical and regulatory affairs teams operate from  
Plasma fractionation and associated research and  
development activities are carried out in Melbourne,  
Kankakee, Bern and Marburg.  
Melbourne, King of Prussia, Bern, Marburg and Tokyo.  
18  
CSL Limited Annual Report 2008-2009 > Our Company  
OUR PEOPLE  
GLOBAL CONNECTIONS  
The CSL Group gives its businesses a significant level of autonomy to enable them to be  
accountable and effective. At the same time, we value and encourage those things which  
give CSL its corporate cohesion and support our distinctive CSL culture. These include our  
common values, our global commitment to Corporate Responsibility and high Health, Safety  
and Environment standards, and our effective use of international assignments to share skills,  
knowledge and experience.  
We also offer highly successful global leadership  
programs which not only boost our leadership strength  
but also build international connections which support  
effective collaboration.  
This year, we developed new ways to support corporate  
cohesion – our Code of Responsible Business Practice,  
new tools for virtual teams and a global system to  
support succession and talent development.  
CODE OF RESPONSIBLE BUSINESS PRACTICE  
We have created a new Code of Responsible Business  
In July this year, Debbie Drane moved to the US  
Practice which underpins all our policies and practices  
worldwide. This guide, which replaces and enhances our  
previous Code of Conduct, clearly explains the standards  
of professional and ethical behaviour required from all our  
people. We have included new references to corporate  
responsibility, created clear statements on bioethics, added  
references to third party expectations and market practices  
and committed ourselves to relevant international standards.  
to take up an assignment as Senior Vice President,  
R&D at the CSL Behring Head Office in King of Prussia,  
Pennsylvania.  
Debbie has been pivotal in the scientific and commercial  
development of CSL’s ISCOMATRIX® adjuvant technology  
and this assignment enables her to be in closer proximity  
to major partners, regulatory agencies and our adjuvant  
manufacturing site.  
In the past few years, CSL has entered into a number  
of ISCOMATRIX® license and option agreements with  
major vaccine manufacturers and has also established  
a large-scale manufacturing facility for this adjuvant  
at our Kankakee site in Illinois.  
The new Code has had input from across the Company  
and reflects what CSL stands for. It has been approved by  
the Board and a user-friendly document, translated into  
ten languages, is now being launched across the globe.  
Our Values bind the CSL group of companies together through a shared commitment to:  
Customer Focus - being passionate about meeting the needs of our customers  
Innovation - seeking better ways of doing things  
Integrity - behaving ethically and honestly at all times  
Collaboration - working together to achieve better results for everyone  
Superior performance - striving to be the best at what we do  
19  
Staff at CSL Behring’s  
US headquarters  
in King of Prussia  
discuss the new  
Code of Responsible  
Business Practice  
which underpins all  
CSL’s policies and  
practices worldwide.  
CREATING EFFECTIVE CROSS-CULTURAL  
PROJECT TEAMS  
This valuable and accessible resource is available to  
support virtual teams, business travellers and international  
assignees. It allows us to gain even greater value from the  
diversity in our businesses.  
CSL’s projects need input and collaboration from talented  
employees across many locations and this is particularly  
important for the Global Research and Development  
business where staff often work in cross-functional,  
cross-cultural teams with infrequent face-to-face contact.  
We are confident this collaborative project will accelerate  
the performance of global teams and the achievement of  
project outcomes. Learning from this pilot, we will offer  
the new project tools across the business.  
This year, a collaborative project involving Global R&D  
and CSL Behring colleagues found new ways to enhance  
the functioning of virtual teams. The project had three  
components: a “Global Team Toolkit”, a “Team Launch”  
process, and a web-based “Culture Tool” to boost  
cross-cultural awareness and competence.  
SUCCESSION AND TALENT DEVELOPMENT  
CSL people are strongly committed to our business. This  
helps us retain talent but we also need to ensure we develop  
staff to meet future business needs and that we respond to  
employees’ aspirations to learn and progress.  
CSL’s global project management system and capabilities  
are essential components in ensuring project milestones  
are achieved in this complex environment. They give teams  
a roadmap for what needs to be done.  
Succession and talent development have always been taken  
seriously at CSL and in 2007 we began holding global talent  
discussions across our businesses. We have continued to  
enhance this global process to ensure that we make the most  
of the opportunities we can offer to develop the talent in our  
businesses worldwide. In this way we can identify employees  
holding the skills we need for the future and prepare them  
for a bigger challenge or an overseas assignment.  
The Global Team Toolkit helps teams to figure out how  
work is done – how to manage conflicts, relationships and  
all the dynamics which come with diverse teams. We have  
developed thirteen practical tools after researching best  
practice among high performing cross-functional teams.  
These tools support the team leader in establishing goals,  
clarifying roles and accountabilities, creating operational  
norms and strengthening team relationships.  
Senior executive succession has oversight from the Board but  
business leaders throughout the Company engage in regular  
discussions with staff to better understand their abilities and  
motivation and to plan for development and progression.  
Our Team Launch prototype has been designed to  
ensure maximum value from face-to-face kick-off  
meetings and enables more long-distance work to  
be undertaken by teams.  
CSL’s introduction this year of a global software system  
to support development and succession planning gives us  
a strong platform for continuing to successfully develop the  
careers of our people and ensure smooth transitions.  
The web-based Culture Tool gives staff access to an on-line  
interactive e-learning guide to build cultural awareness.  
20  
CSL Limited Annual Report 2008-2009 > Our Company  
HEALTH, SAFETY  
AND ENVIRONMENT  
In the Occupational Health Centre at Parkville, Louise  
Hord gives Karen Del Castillo her Fluvax® influenza  
vaccination, part of the health and well-being  
programs offered across locations.  
HEALTH AND SAFETY  
CSL protects and promotes the health and well-being  
of our people and works to minimise our impact on the  
environment. Fundamental to our strategic goals being  
achieved is a global commitment to the continuous  
improvement of our Health, Safety and Environment  
All our sites around the world maintain certifications  
to relevant external occupational health and safety  
management systems. Strategic in-house initiatives this  
year included critical hazard reduction plans in Australia  
and the implementation of a Safety and Health Accident  
Reduction Process (SHARP) at our Kankakee site in the US.  
(HS&E) activities.  
CSL operates an integrated Health, Safety and  
Preparatory works have been completed to assess the  
capacity of the global HS&E auditing program to integrate  
internal and external reporting requirements into a single  
auditing tool. Such works include use of a common  
database as the platform for audit completion and  
assessment. Independent review of the auditing tools will  
occur to ensure the integrated system meets all reporting  
and compliance needs.  
Environment Management System that is binding for all  
sites to ensure we maintain high standards in HS&E. We  
are committed to conducting all operations in ways that  
protect and promote the health and well-being of our  
people and minimise our impact on the environment.  
CSL’s global HS&E Management System underpins our  
ongoing review of regulatory compliance and in-house  
performance. To further enhance the integration of our  
global reporting systems, this year we extended the  
number of key indicators used as standard tools to  
monitor HS&E performance.  
We continue to create opportunities for our employees  
to be involved in HS&E workplace health and well-being  
programs operating at all sites. These programs aim  
to improve workplace and community engagement.  
Among many events our employees have participated  
in this year have been the Penn Relays at the University  
of Pennsylvania, the Bern Grand Prix run, the BRW  
Triathlon in Melbourne and the Tokyo Marathon.  
Lost time incident data continues to record performance  
improvement. With enhanced early intervention injury  
management strategies, improvements in recordable  
incident results should continue to be expected.  
MEDICAL TREATMENT INJURY FREQUENCY RATE (MTIFR)  
AND LOST TIME INJURY FREQUENCY RATE (LTIFR)  
JULY 2005 TO JULY 2009  
1
0
8
6
4
2
0
9.31  
MTIFR  
8
.38  
8
.08  
8.05  
LTIFR  
6
.34  
5.68  
5.07  
Global figures presented are  
in accordance with Australian  
Standard AS1885 and are  
based on the number of  
incidents reported per million  
hours worked.  
4.33  
4.12  
3.16  
2005  
2006  
2007  
2008  
2009  
21  
CO -e  
2
Intensity  
100%  
3
5%  
EUROPEAN UNION’S  
ECO-MANAGEMENT  
AND AUDIT SCHEME  
50%  
CSL Behring registered with the European Union’s  
Waste  
Intensity  
Energy  
Intensity  
Eco-Management and Audit Scheme (EMAS) in 2004. EMAS is  
a voluntary program through which companies in the European  
Union evaluate, improve and report their environmental  
performance. EMAS registered organisations are legally  
compliant, operate an environmental management system and  
report on environmental performance through the publication  
of an independently verified environmental statement.  
2
0%  
0%  
41%  
2
2
2
004/05  
005/06  
006/07  
Water  
2007/08  
2008/09  
Intensity  
3
4%  
In August 2008, CSL Behring’s Marburg site successfully  
requalified to the EMAS II Eco Audit regulation. Our Marburg  
site was certified as one of the ten best by independent  
auditors, according to the comparison of industries in Germany.  
The above chart shows how CSL’s plasma manufacturing  
locations continue to reduce energy consumption, greenhouse  
gas emissions, water use and waste per unit of production  
from the base year 2004/05.  
ENVIRONMENT  
CSL published its first Global Environmental Report this  
year covering key environmental issues including energy  
consumption and greenhouse gas emissions, water use and  
the management of waste. As covered in this Report, CSL is  
working to address important environmental issues through  
innovation, skills development and prudent investments.  
We submitted Environment and Resource Efficiency Programs  
to the Environment Protection Authority (EPA) this year for  
our Australian sites. The program was well received meeting  
all our obligations under the legislation. Our program targets  
better management of energy, water and waste to reduce  
environmental impacts.  
In line with a broadening strategy on environmental issues,  
commitment to the environment is clearly expressed in our  
new Code of Responsible Business Practice launched this  
year to employees across the globe and translated into  
ten languages.  
CSL is reviewing opportunities to integrate sustainability  
principles into the design of new and refurbished buildings  
and trialling introduction of new environmental criteria into  
our capital projects evaluation process.  
We monitor climate change policy developments in all the  
jurisdictions where we are located to assess how emerging  
policy directions might impact our current business and future  
directions. CSL remains well prepared for the greenhouse gas  
reporting regimes being introduced around the world.  
CSL was included in the Goldman Sachs JBWere Climate  
Disclosure Leadership Index in Australia as a result of our  
submission to the Carbon Disclosure Project on climate  
change strategy, management and practices.  
CSL TAKES PART IN EARTH HOUR 2009  
More than four thousand towns, cities and  
municipalities in 88 countries and over one  
billion people around the world united for  
Earth Hour 2009 on 28 March this year,  
switching off their lights to show they care  
about our living planet.  
Teams across Melbourne sites identified  
lighting, equipment, heating and cooling that  
could be shutdown then coordinated and  
monitored these activities. Participation in  
Earth Hour by our US sites of Kankakee and  
King of Prussia also saw energy-saving ideas  
being captured across the broader business.  
CSL’s Australian manufacturing sites in  
Melbourne took part again and achieved  
a 26% (1710 kWh) reduction in electricity  
consumption – more than twice last year’s  
savings – demonstrating how simple changes  
can make a significant difference in slowing  
the rate of global warming.  
In Melbourne, CSL’s Future Spark bicycle team  
provided enough pedal power to generate  
748 watt hours of clean energy for the Earth  
Hour concert.  
22  
CSL Limited Annual Report 2008-2009 > Our Company  
OUR COMMUNITIES  
CSL Plasma employees from Wichita, Kansas raised  
over US$4000 for the March for Babies campaign to  
help infants and children in their local community.  
FOSTERING MEDICAL RESEARCH  
At CSL, we actively contribute to the  
health and well-being of our communities.  
This year alone we initiated new access  
programs to support our patient  
In Australia, we announced partnerships with the National  
Youth Science Forum and the Undergraduate Research  
Opportunities Program, both of which aim to attract bright  
young minds to careers in the sciences. We also commenced  
sponsorship of the prestigious Florey Medal which recognises  
researchers for significant achievements in biomedical  
science, providing important role models for young scientists.  
communities, increased our efforts to foster  
talent in our medical research communities  
and contributed to disaster relief and  
charitable efforts in our local communities.  
In Germany, we announced the winners of the 2009  
Professor Heimburger Awards in memory of coagulation  
therapy pioneer and long-time CSL employee, Professor  
Dr Norbert Heimburger. Five young clinicians each received  
a €20,000 grant for preclinical or clinical research in  
coagulation. The awards are designed to help the next  
generation of coagulation researchers establish themselves  
professionally and to support their efforts to improve patient  
outcomes.  
INCREASING ACCESS TO MEDICINES  
On World Hemophilia Day we announced a new multi-year  
commitment to the World Federation of Hemophilia (WFH).  
Each year for the next three years, CSL Behring will donate  
two million units of Factor VIII to the WFH’s Global Alliance for  
Progress (GAP) program. GAP aims to improve the diagnosis  
and treatment of haemophilia in developing countries by  
creating sustainable national haemophilia care programs.  
Additionally, CSL Behring renewed its pledge to provide WFH  
with separate financial support, taking the full value of our  
contribution to almost US$3 million over the next three years.  
ASSISTING DISASTER RELIEF  
In February this year, CSL’s home state in Victoria, Australia,  
suffered the most devastating bushfire in its history, with  
a significant number of lives and homes lost. To directly  
assist individuals and communities affected by the fires, the  
Victorian Government in partnership with the Australian Red  
Cross established the Victorian Bushfire Fund.  
We also continued to support international efforts to improve  
access to snake antivenom. Snake bite is a serious, yet much  
neglected, socio-economic problem affecting millions of lives,  
particularly in tropical developing countries. In November,  
CSL helped bring together experts from all around the world  
to agree on a new approach to snake bite control. A global  
initiative was launched and an interdisciplinary working group  
has since begun to formulate practicable solutions. At a  
regional level, CSL has commissioned the Nossal Institute of  
Global Health to review snake bite problems in Papua New  
Guinea and recommend ways in which we can best assist.  
CSL responded immediately by pledging a $250,000  
donation. Our staff also took swift action by organising  
fundraising events, having donations deducted from their  
pay and providing household goods to help relief efforts. The  
generosity of our people extended beyond Australian shores  
with CSL Behring staff contributing additional funds.  
In recognition of the community spirit shown by our staff  
in response to this disaster, CSL matched all employee  
donations. Together we contributed a total of $412,760.90  
to the Victorian Bushfire Fund, the proceeds from which  
are being distributed to the most fire-ravaged areas to help  
rebuild lives, homes and communities.  
23  
ADVOCACY FOR ACCESS  
OUR COMMITMENT TO PATIENT HEALTH  
At CSL we recognise that access to  
medicines is not just a developing  
world issue. That’s why in the US  
we operate a Patient Assistance  
Program, providing medically  
necessary therapies to patients who  
cannot afford our biotherapies.  
Through the Local Empowerment  
for Advocacy Development  
CSL Behring is committed  
to advancing the health of  
people affected by bleeding  
disorders. We make annual  
contributions to research,  
education, awareness and  
patient support initiatives.  
In the United States alone this with haemophilia undergoing  
year we awarded $US1.2M  
to 19 projects, including an  
exploratory study of the needs  
of people with bleeding  
disorders within Latino and  
Hispanic communities and  
an observational study of  
post-operative Deep Vein  
Thrombosis (DVT) in people  
major orthopaedic surgery.  
(LEAD) program, we also help  
patient organisations with their  
grass-roots advocacy efforts. This  
year, CSL Behring awarded LEAD  
grants totalling $US165,000 to  
CSL SHAREHOLDERS SUPPORT THE RED CROSS  
1
1 organisations. The Myositis  
In December 2008, we were  
pleased to present a donation  
of $119,689 to the Australian  
Red Cross (ARC) on behalf  
of our shareholders. The  
donation represented excess  
funds remaining after the  
completion of our Shareholder disadvantaged school children  
Share Purchase Plan. The  
ARC will use the donation  
to support an inaugural  
meeting in Melbourne of  
blood donor recruiters from  
the Asia Pacific, and to  
Association (TMA), which provides  
assistance to people with muscle  
swelling resulting from an  
autoimmune disorder of unknown  
origin, was the recipient of one  
of these grants. TMA will use our  
LEAD grant to develop online tools  
to enable rapid communication  
with its constituents about  
expand nutrition programs for  
indigenous children in remote  
areas of South Australia.  
The ‘Good Start Breakfast  
Clubs’ will enable Red  
Cross volunteers to provide  
with a healthy breakfast  
each morning and deliver an  
education program focussed  
on the provision of nutrition,  
social and living skills.  
important advocacy issues, including  
improving access to intravenous  
immunoglobulin (IVIg) therapies.  
CONTRIBUTING LOCALLY  
CSL has a significant presence in the communities in which  
its manufacturing facilities and plasma collection centres  
are located. In the US, we partner with United Way to help  
address significant social challenges in our local communities.  
Together with our staff, we donated more than US$300,000  
to United Way this year, supporting programs aimed at  
alleviating poverty, unemployment and social exclusion.  
One of the most rewarding contributions made by our  
Kankakee workforce this year was being able to help Balei  
Chinksi, a local 13 year-old girl with undefined severe  
combined immunodeficiency. A donation of immunoglobulin  
was arranged, helping Balei to manage her condition, stay  
in school and spend time with her friends. Kankakee staff  
also rallied to raise funds for Balei, which her family used  
to purchase special shoes and install railings and a motorised  
hospital bed in their home.  
In Bern this year, CSL supported Coin Bear, a fundraising  
campaign conducted by the Children’s Hospital in Bern  
to help sick and injured children get back to a regular and  
active life. Our staff also worked with the University of  
Bern to improve employment prospects for unemployed  
scientists by providing practical in-house training in Good  
Manufacturing Practice.  
Movember was a big hit in Australia this year with 148 of  
our staff growing moustaches to raise funds for research into  
prostate cancer and depression. Our staff also helped to raise  
funds for a paediatric burns unit in El Salvador and rolled up  
their sleeves to help Foodbank and FareShare prepare food  
for the homeless and hungry.  
Our Kankakee Senior Leadership Team presents  
13 year-old local girl, Balei Chinksi, and her mother, with  
a donation to help manage her severe immunodeficiency  
disorder and improve her quality of life.  
24  
CSL Limited Annual Report 2008-2009 > Our Company  
DIRECTORS’  
PROFILES  
ELIZABETH A ALEXANDER, AM,  
BCom, FCA, FCPA, FAICD - (AGE 66)  
JOHN H AKEHURST,  
MA (Oxon), FIMechE - (AGE 60)  
Finance and Risk Management (resident in Victoria)  
Engineering, Management (resident in Western Australia)  
Chairman  
Mr Akehurst was appointed to the CSL Board in April 2004.  
He had 30 years’ executive experience in the international  
hydrocarbon industry, including 7 years as Managing  
Director and CEO of Woodside Petroleum Ltd. Mr Akehurst  
is a member of the Board of the Reserve Bank of Australia.  
He is a Director of Origin Energy Limited and of Securency  
International Pty Ltd. He was formerly Chairman of Alinta  
Limited and of Coogee Resources Limited and is a former  
Director of Oil Search Limited. He is Chairman of The  
National Centre for Asbestos Related Diseases and The  
Fortitude Foundation and a Director of the University  
of Western Australia’s Business School and of Curtin  
University’s Sustainable Development Institute. Mr Akehurst  
is a Member of the Human Resources Committee.  
Miss Alexander was appointed to the CSL Board in July 1991  
and became Chairman on 1 October 2006. She is a Director  
of the Dexus Property Group and of Medibank Private  
Limited. Miss Alexander is a former National President of  
the Australian Society of Certified Practising Accountants  
and of the Australian Institute of Company Directors. She  
is Chairman of the Board of Advice to the Salvation Army  
(Southern Command), National President of the Winston  
Churchill Fellowship Trust and Chairman of the Finance  
Committee of Melbourne University. Miss Alexander is a  
Member of the Audit and Risk Management Committee.  
BRIAN A MCNAMEE, AO,  
MB, BS, FAICD, FTSE - (AGE 52)  
Pharmaceutical Industry, Medicine (resident in Victoria)  
Chief Executive Officer and Managing Director  
DAVID W ANSTICE,  
BEc - (AGE 61)  
International Pharmaceutical Industry (resident in  
Pennsylvania, USA)  
Dr McNamee was appointed to the CSL Board in 1990 and  
is the Chief Executive Officer and Managing Director. He is a  
former Director of the Peter MacCallum Cancer Foundation  
Ltd. Dr McNamee completed Bachelor of Medicine and  
Bachelor of Surgery Degrees at the University of Melbourne  
in 1979. Dr McNamee is a Fellow of the Australian  
Mr Anstice was appointed to the CSL Board in September  
2008. Mr Anstice was a long-time member of the Board of  
Directors and Executive Committee of the US Biotechnology  
Industry Organisation, and has 40 years’ experience in the  
global pharmaceutical industry. Until recently, Mr Anstice  
was for many years a senior executive of Merck & Co.  
Inc. serving at various times as President of Merck Human  
Health for US/Canada/Latin America, Europe, Japan and  
Asia, and as Executive Vice President. Mr. Anstice is a  
Director of Alkermes, Inc., in Cambridge, Massachusetts,  
a Director of the United States Studies Centre at the  
University of Sydney, and Chairman of the USA Foundation  
of the University of Sydney. He is an Adjunct Professor in  
the Faculty of Economics and Business at Sydney University  
and holds a Bachelor of Economics from that University  
which he obtained in 1970. Mr Anstice is a member of  
the Human Resources Committee and the Innovation  
and Development Committee.  
Academy of Technical Services and Engineering (FTSE).  
ANTONI M CIPA,  
B.Bus (Acc), Grad.Dip (Acc), CPA, ACIS - (AGE 54)  
Finance (resident in Victoria)  
Finance Director  
Mr Cipa was appointed to the CSL Board as Finance  
Director in August 2000. Mr Cipa commenced his  
employment at CSL in 1990 as Finance Manager. He  
was instrumental in the float of the Company in 1994  
at which time he was appointed Chief Financial Officer.  
25  
Elizabeth Alexander  
Brian McNamee  
Tony Cipa  
John Akehurst  
Chairman  
Chief Executive Officer  
and Managing Director  
Finance Director  
David Anstice  
Ian Renard  
Maurice Renshaw  
Professor John Shine  
David Simpson  
IAN A RENARD,  
JOHN SHINE, AO,  
BA, LLM, LLD(Hon), FAICD - (AGE 63)  
BSc (Hons), PhD, DSc, FAA - (AGE 63)  
Law (resident in Victoria)  
Pharmaceutical Industry, Medicine (resident in NSW)  
Mr Renard was appointed to the CSL Board in August 1998.  
For many years he practised in company and commercial  
law. He was a Director of Newcrest Mining Limited from  
Professor Shine was appointed to the CSL Board in June  
2006. He is Executive Director of the Garvan Institute  
of Medical Research and a Board Member of the Garvan  
Research Foundation. He is Professor of Molecular Biology  
and Professor of Medicine at the University of NSW, and  
a Director of many scientific research and medical bodies  
throughout Australia. Professor Shine was formerly  
Chairman of the National Health and Medical Research  
Council (NHMRC) and a Member of the Prime Minister’s  
Science, Engineering and Innovation Council (PMSEIC).  
Professor Shine is a member of the Innovation and  
Development Committee.  
1998 until September 2006, and is a Director of Hillview  
Quarries Pty Ltd, SP Australia Networks (Distribution) Ltd  
and SP Australia Networks (Transmission) Ltd. Mr Renard  
was the Chancellor of the University of Melbourne until 10  
January 2009. Mr Renard is Chairman of the Audit and Risk  
Management Committee.  
MAURICE A RENSHAW,  
B.Pharm - (AGE 62)  
International Pharmaceutical Industry (resident in NSW)  
DAVID J SIMPSON,  
FCPA – (AGE 69)  
Mr Renshaw was appointed to the CSL Board in July 2004.  
Formerly, he was Vice President of Pfizer Inc, USA, Executive  
Vice President, Pfizer Global Consumer Group and President  
of Pfizer’s Global Consumer Healthcare Division. Prior  
to his positions in Pfizer, Mr Renshaw was Vice President  
of Warner Lambert Co. and President of Parke-Davis USA.  
Mr Renshaw has had more than 30 years’ experience in  
the international pharmaceutical industry. Mr Renshaw is  
Chairman of the Innovation and Development Committee.  
Finance and Management (resident in Victoria)  
Mr Simpson was appointed to the CSL Board in September  
2006. He is the non-executive Chairman of Aristocrat  
Leisure Limited. For many years, Mr Simpson was Finance  
Director of Tabcorp Holdings Limited and before that  
Executive General Manager Finance of Southcorp Holdings  
Ltd. Mr Simpson is Chairman of the Human Resources  
Committee and a member of the Audit and  
Risk Management Committee.  
EDWARD H BAILEY,  
LLB, B.Com, FCIS  
Company Secretary  
26  
CSL Limited Annual Report 2008-2009 > Our Company  
EXECUTIVE  
MANAGEMENT GROUP  
Brian McNamee  
Chief Executive Officer  
and Managing Director  
Tony Cipa  
Finance Director  
Edward Bailey  
Company Secretary  
and Australian General  
Counsel  
Peter Turner  
President  
CSL Behring  
Jeff Davies  
General Manager  
Asia Pacific  
Mary Sontrop  
General Manager  
CSL Biotherapies  
Dr Andrew Cuthbertson  
Chief Scientific Officer  
CSL Bioplasma  
Australia and New Zealand  
Greg Boss  
Jill Lever  
Paul Walton  
Senior Vice President -  
CSL Behring, and CSL  
Group General Counsel  
Senior Vice President  
Human Capital  
Senior Vice President  
Corporate Development  
27  
CSL GROUP  
BUSINESS  
OPERATIONS  
MARBURG Germany  
CSL Behring  
R&D and Manufacturing  
KING OF PRUSSIA US  
CSL Behring  
Administration, R&D,  
Sales and Distribution  
CSL Biotherapies  
Sales and Marketing  
KANKAKEE US  
CSL Behring  
R&D and  
BERN Switzerland  
CSL Behring  
R&D, Manufacturing,  
Sales and Distribution  
SCHWALMSTADT  
Germany  
CSL Plasma  
GOETTINGEN  
Germany  
CSL Plasma  
Manufacturing  
EU Logistics Centre  
Testing Laboratory  
KNOXVILLE US  
CSL Plasma  
Testing Laboratory  
INDIANAPOLIS US  
CSL Plasma  
Logistics Centre  
BOCA RATON US  
CSL Plasma  
Administration  
MELBOURNE Australia  
CSL Limited  
Group Head Office, R&D  
CSL Biotherapies  
Manufacturing, Sales,  
Warehousing and Distribution  
CSL Bioplasma  
R&D, Manufacturing,  
Sales and Distribution  
KEY  
Regional Sales and Distribution  
REGIONAL SALES AND DISTRIBUTION LOCATIONS  
CSL BIOTHERAPIES  
Australia  
CSL BIOPLASMA  
Australia  
CSL BEHRING  
Sydney  
Sydney  
Canada  
Mexico  
Brazil  
Ottowa  
Brisbane  
Adelaide  
Perth  
Brisbane  
Adelaide  
Perth  
Mexico City  
Sao Paulo  
Argentina  
Buenos Aires  
New Zealand  
China  
Auckland  
Hong Kong  
King of Prussia  
New Zealand  
China  
Auckland  
Hong Kong  
Beijing  
United Kingdom Haywards Heath  
Belgium  
France  
Leuven  
US  
Paris  
Chengdu  
Shanghai  
Guangzhou  
Portugal  
Spain  
Lisbon  
Barcelona  
Copenhagen  
Stockholm  
Hattersheim  
Vienna  
Denmark  
Sweden  
Germany  
Austria  
Italy  
Milan  
Switzerland  
Greece  
Japan  
Zurich and Bern  
Athens  
Tokyo  
China  
Shanghai  
28  
CSL Limited Annual Report 2008-2009 > Our Company  
SHARE INFORMATION  
CSL LIMITED  
SUBSTANTIAL SHAREHOLDERS  
Issued Capital Ordinary Shares:  
As at 30 June 2009, there were no substantial shareholders  
of CSL.  
1
6
02,487,176 as at 30 June 2009  
DETAILS OF INCORPORATION  
VOTING RIGHTS  
CSL’s activities were carried on within the Commonwealth  
Department of Health until the Commonwealth Serum  
Laboratories Commission was formed as a statutory  
corporation under the Commonwealth Serum Laboratories  
Act 1961 (Cth) [the CSL Act] on 2 November 1961. On  
At a general meeting, subject to restrictions imposed on  
significant foreign shareholdings and some other minor  
exceptions, on a show of hands each shareholder present  
has one vote. On a poll, each shareholder present has one  
vote for each fully paid share held in person or by proxy.  
1
April 1991, the Corporation was converted to a public  
In accordance with the CSL Act, CSL’s Constitution  
provides that the votes attaching to significant foreign  
shareholdings are not to be counted when they pertain  
to the appointment, removal or replacement of more than  
one-third of the directors of CSL who hold office at any  
particular time. A significant foreign shareholding is one  
where a foreign person has a relevant interest in 5%  
or more of CSL’s voting shares.  
company limited by shares under the Corporations Law  
of the Australian Capital Territory and it was renamed  
Commonwealth Serum Laboratories Limited. These changes  
were brought into effect by the Commonwealth Serum  
Laboratories (Conversion into Public Company) Act 1990  
(Cth). On 7 October 1991, the name of the Company was  
changed to CSL Limited. The Commonwealth divested all  
of its shares by public float on 3 June 1994.  
The CSL Sale Act 1993 (Cth) amends the CSL Act to impose  
certain restrictions on the voting rights of persons having  
significant foreign shareholdings, and certain restrictions  
on the Company itself.  
SIGNIFICANT FOREIGN SHAREHOLDINGS  
As at 30 June 2009, there were no significant foreign  
shareholdings in CSL.  
CSL ordinary shares have been traded on the Australian  
Stock Exchange since 30 May 1994. Melbourne is the  
Home Exchange.  
DISTRIBUTION OF SHAREHOLDINGS AS AT 30 JUNE 2009  
RANGE  
HOLDERS  
SHARES  
27,045,276  
75,069,347  
39,093,024  
48,634,148  
412,645,381  
602,487,176  
% TOTAL SHARES  
4.49  
1
1
5
1
1
- 1,000  
64,764  
31,487  
5,654  
,001 - 5,000  
12.46  
,001 - 10,000  
0,001 - 100,000  
00,001 and over  
6.49  
2,621  
8.07  
123  
68.49  
Total shareholders and shares on issue1  
104,649  
100.00  
Number of shareholders with less than a marketable parcel  
of 16 shares (based on the share price at 30 June 2009)  
583  
5,043  
1
As at 30 June, the Company had entered into contracts to buy back an additional 3,247,748 ordinary shares, with settlement and amendment to the share register  
pending. The cancellation of these shares has been reflected in the reconciliation of outstanding ordinary shares in Note 20 to the financial report.  
29  
SHAREHOLDER  
INFORMATION  
CSL’S TWENTY LARGEST SHAREHOLDERS AS AT 30 JUNE 2009  
SHAREHOLDER  
ACCOUNT  
SHARES  
129,183,873  
100,668,955  
67,473,423  
31,745,398  
12,390,235  
7,190,634  
5,505,316  
4,891,521  
4,529,889  
3,274,509  
2,501,497  
2,399,649  
2,180,789  
1,927,290  
1,775,859  
%TOTAL SHARES  
21.44  
16.71  
11.20  
5.27  
1
2
3
4
5
6
7
8
9
HSBC Custody Nominees (Australia) Limited  
J P Morgan Nominees Australia Limited  
National Nominees Limited  
Citicorp Nominees Pty Limited  
ANZ Nominees Limited  
Cash Income A/c  
2.06  
Cogent Nominees Pty Limited  
AMP Life Limited  
1.19  
0.91  
Queensland Investment Corporation  
UBS Wealth Management Australia Nominees Pty Ltd  
UBS Nominees Pty Ltd  
0.81  
0.75  
1
0
1
2
3
4
5
6
0.54  
1
1
1
1
1
1
Citicorp Nominees Pty Limited  
ANZ Nominees Limited  
CFS WSLE Imputation Fund A/c  
SL Cash Income A/c  
0.42  
0.40  
Perpetual Trustee Company Limited  
Cogent Nominees Pty Limited  
Citicorp Nominees Pty Limited  
0.36  
SMP Accounts  
0.32  
CFS Imputation Fund A/c  
0.29  
RBC Dexia Investor Services  
Australia Nominees Pty Limited  
BCUST A/c  
1,510,292  
1,397,550  
1,344,923  
1,229,632  
0.25  
0.23  
0.22  
0.20  
1
1
1
2
7
8
9
0
Australian Reward Investment Alliance  
Citicorp Nominees Pty Limited  
Citicorp Nominees Pty Limited  
BHP Billiton ADR Holders A/c  
CFS WSLE Aust Share Fund A/c  
RBC Dexia Investor Services  
Australia Nominees Pty Limited  
MLCI A/c  
985,391  
0.16  
Top 20 holders of ordinary and employee shares  
Remaining holders balance  
384,106,625  
218,380,551  
602,487,176  
63.75  
36.25  
Total shares on issue1  
100.00  
1
As at 30 June, the Company had entered into contracts to buy back an additional 3,247,748 ordinary shares, with settlement and amendment to the share register  
pending. The cancellation of these shares has been reflected in the reconciliation of outstanding ordinary shares in Note 20 to the financial report.  
30  
CSL Limited Annual Report 2008-2009 > Our Company  
SHAREHOLDER INFORMATION CONTINUED  
SHARE REGISTRY  
and you receive more than one or you wish to be removed  
from the mailing list for the Annual Report, please advise the  
Share Registry. You will continue to receive Notice of Meeting  
and Proxy.  
Computershare Investor Services Pty Limited  
Yarra Falls, 452 Johnston Street Abbotsford VIC 3067  
Postal Address: GPO Box 2975 Melbourne VIC 3001  
Enquiries within Australia: 1800 646 882  
Enquiries outside Australia: 61 3 9415 4178  
Investor enquiries facsimile: 61 3 9473 2500  
Website: www.computershare.com  
The Annual General Meeting will be held at the Function  
Centre, National Tennis Centre, Melbourne Park, Batman  
Avenue, Melbourne at 10:00am on Wednesday 14 October  
2009. There is a public car park adjacent to the Function  
Centre which will be available to shareholders at no charge.  
Shareholders with enquiries should email, telephone  
or write to the Share Registry at the above address.  
SUPPORTING THE  
ENVIRONMENT THROUGH eTREE  
Separate shareholdings may be consolidated by advising  
the Share Registry in writing or by completing a Request  
to Consolidate Holdings form which can be found online  
at the above website.  
CSL Limited is a participating member of eTree and proud  
to support this environmental scheme encouraging security  
holders to register to access all their communications  
electronically. Our partnership with eTree is an ongoing  
commitment to driving sustainable initiatives that help  
security holders contribute to a greener future.  
Change of address should be notified to the Share Registry  
online via the Investor Centre at www.computershare.com,  
by telephone or in writing without delay. Shareholders who  
are broker sponsored on the CHESS sub-register must notify  
their sponsoring broker of a change of address.  
For every email address registered at www.eTree.com.au/csl,  
a donation of up to $1 is made to Landcare Australia towards  
reforestation projects to help restore degraded plant, animal  
and water resources. With your support, CSL has registered  
over 14,200 email addresses which in turn has facilitated  
the planting of more than 45,800 trees in Australia and  
New Zealand.  
Direct payment of dividends into a nominated  
account may be arranged with the Share Registry.  
Shareholders are encouraged to use this option by providing  
a payment instruction online via the Investor Centre at  
www.computershare.com or by obtaining a direct credit  
form from the Share Registry or by advising the Share Registry  
in writing with particulars.  
We also encourage you to visit eTree if your email address  
has changed and you need to update it. For every updated  
registration, $1 dollar will be donated to Landcare Australia.  
To register, you will need your Security Holder Reference  
Number (SRN) or Holder Identification Number (HIN).  
The Annual Report is produced for your information. The  
default option is an online Annual Report via the company’s  
website. If you opted to continue to receive a printed copy  
SHAREHOLDERS AS AT 30 JUNE 2009  
SHAREHOLDERS  
1,834  
SHARES  
3,051,656  
Australian Capital Territory  
New South Wales  
Northern Territory  
Queensland  
29,574  
311  
319,023,631  
331,274  
15,359  
6,148  
28,497,845  
11,981,329  
2,161,929  
South Australia  
Tasmania  
1,528  
Victoria  
36,747  
9,442  
218,923,066  
12,564,252  
5,952,194  
Western Australia  
International shareholders  
Total shareholders and shares on issue1  
3,706  
104,649  
602,487,176  
1
As at 30 June, the Company had entered into contracts to buy back an additional 3,247,748 ordinary shares, with settlement and amendment to the share register  
pending. The cancellation of these shares has been reflected in the reconciliation of outstanding ordinary shares in Note 20 to the financial report.  
31  
CORPORATE  
GOVERNANCE  
CSL’s Board and management maintain high standards of corporate governance as part of their  
commitment to maximise shareholder value through promoting effective strategic planning, risk  
management, transparency and corporate responsibility.  
This statement outlines the Company’s principal corporate  
governance practices in place during the financial year. The Board  
believes that the Company complies with the ASX Corporate  
Governance Council’s Revised Corporate Governance Principles  
and Recommendations, released in August 2007. Furthermore, the  
Board and management remain committed to continuing to review  
the Company’s corporate governance practices in response to  
changes in market conditions or recognised best practices.  
that director’s performance. In the event that such performance  
is considered less than adequate, the Board may decide that it will  
not support the re-election of that director.  
Directors are entitled to access independent professional advice  
at the Company’s expense to assist them in fulfilling their  
responsibilities. To do so, a director must first obtain the approval  
of the Chairman. The director should inform the Chairman of the  
reason for seeking the advice, the name of the person from whom  
the advice is to be sought, and the estimated cost of the advice.  
Professional advice obtained in this way is made available to the  
whole Board.  
1
.
THE BOARD OF DIRECTORS  
1
.1 THE CSL BOARD CHARTER  
Details of Board meetings held during the year and individual  
directors’ attendance at these meetings can be found on page 38  
of the Directors’ Report attached to the financial report.  
The Board has a formal charter documenting its membership,  
operating procedures and the apportionment of responsibilities  
between the Board and management.  
The CSL Board Charter is available on the Company’s website.  
The Board is responsible for oversight of the management of the  
Company and providing strategic direction. It monitors operational  
and financial performance, human resources policies and practices  
and approves the Company’s budgets and business plans. It is  
also responsible for overseeing the Company’s risk management,  
financial reporting and compliance framework.  
1.2 COMPOSITION OF THE BOARD  
Throughout the year there were nine directors on the Board. Two of  
the directors – the Managing Director and the Finance Director – are  
executive directors. The CSL Board Charter provides that a majority  
of directors should be independent. No director acts as a nominee  
or representative of any particular shareholder. A profile of each  
current director, including details of their skills, expertise, relevant  
experience, term of office and Board committee memberships can  
be found on pages 24 and 25 of this Report.  
The Board has delegated the day-to-day management of the  
Company, and the implementation of approved business plans  
and strategies to the Managing Director, who in turn may  
further delegate to senior management. In addition, a detailed  
authorisations policy sets out the decision-making powers which  
may be exercised at various levels of management.  
The Chairman of the Board, Elizabeth Alexander, is an independent,  
non-executive director. She is responsible for leadership of the  
Board, for ensuring that the Board functions effectively, and for  
communicating the views of the Board to the public. The Chairman  
sets the agenda for Board meetings and manages their conduct  
and facilitates open and constructive communication between the  
Board, management, and the public.  
The Board has delegated specific authority to five Board committees  
that assist it in discharging its responsibilities by examining  
various issues and making recommendations to the Board. Those  
committees are the Audit and Risk Management Committee, the  
Human Resources Committee, the Nomination Committee, the  
Innovation and Development Committee and the Securities and  
Market Disclosure Committee. Each committee is governed by a  
charter setting out its composition and responsibilities. A description  
of each committee and their responsibilities is set out below. The  
Board also delegates specific responsibilities to ad hoc committees  
from time to time.  
1.3 INDEPENDENCE  
The Board has determined that all of its non-executive directors  
are independent, and were independent for the duration of the  
reporting period.  
All CSL directors are aware of, and adhere to, their obligation  
under the Corporations Act to disclose to the Board any interests  
or relationships that they or any associate of theirs may have in a  
matter that relates to the affairs of the Company, and any other  
matter that may affect their independence. As required by law,  
The CSL Board Charter sets guidelines as to the desired term of  
service of non-executive directors. This charter recognises that whilst  
board renewal is essential, a mixture of skills and differing periods of  
service provides for balance and optimal outcomes at a Board level.  
Prior to the expiry of a director’s term of office, the Board reviews  
32  
CSL Limited Annual Report 2008-2009 > Our Company  
CORPORATE GOVERNANCE CONTINUED  
details of any related party dealings are set out in full in Note 28 of  
the financial report. All directors have agreed to give the Company  
notice of changes to their relevant interests in Company shares  
within five days to enable both them and the Company to comply  
with the Australian Securities Exchange (ASX) Listing Rules. If a  
potential conflict of interests exists on a matter before the Board  
then (unless the remaining directors determine otherwise), the  
director concerned does not receive the relevant briefing papers,  
and takes no part in the Board’s consideration of the matter nor  
exercises any influence over other members of the Board.  
If a director has a current or former association with a supplier,  
professional adviser or consultant to the CSL Group, that supplier,  
adviser or consultant will be considered material:  
from the Company’s point of view, if the annual amount  
payable by the CSL Group to the supplier, adviser or consultant  
exceeds 5% of the consolidated expenses of the CSL Group;  
and  
from the director’s point of view, if that amount exceeds 5%  
of the supplier’s, adviser’s or consultant’s total revenues.  
Similarly, a customer of the CSL Group would be considered  
material for this purpose:  
In addition to considering issues that may arise from disclosure  
by directors from time to time under these obligations, the Board  
makes an annual assessment of each non-executive director to  
determine whether it considers the director to be independent.  
The Board considers that an independent director is a director  
who is independent of management and free of any business or  
other relationship that could, or could reasonably be perceived  
to, materially interfere with the exercise of their unfettered and  
independent judgment.  
from the Company’s point of view, if the annual amount  
received by the CSL Group from the customer exceeds 5%  
of the consolidated revenue of the CSL Group; and  
from the director’s point of view, if that amount exceeds 5%  
of the customer’s total expenses.  
In addition to assessing the relationship in a quantitative sense,  
the Board also considers qualitative factors, such as the nature  
of the goods or services supplied, the period since the director  
ceased to be associated and their general subjective assessment  
of the director.  
Information about any such interests or relationships, including  
any related financial or other details, is assessed by the Board to  
determine whether the relationship could, or could reasonably be  
perceived to, materially interfere with the exercise of a director’s  
unfettered and independent judgment. As part of this process the  
Board takes into account a range of relevant matters including:  
1.4 NOMINATION COMMITTEE  
The functions and responsibilities of the Nomination Committee  
are documented in a formal charter approved by the Board.  
The Nomination Committee comprises all of the independent  
non executive directors. The Committee is chaired by the Board  
Chairman.  
information contained in specific disclosures made by directors  
pursuant to their obligations under the CSL Board Charter and  
the Corporations Act;  
any past employment relationship between the director and  
the Company;  
The Committee is responsible for reviewing the Board’s membership  
and making recommendations on any new appointments. The  
Committee is also responsible for:  
any shareholding the director or any of his or her associates  
may have in the Company;  
setting and following the procedure for the selection of new  
directors for nomination;  
any association or former association the director may have  
with a professional adviser or consultant to the Company;  
conducting regular reviews of the Board’s succession plans  
to enable it to maintain an appropriate mix of skills and  
experience;  
any other related party transactions whether as a supplier or  
customer of the Company or as party to a contract with the  
Company other than as a director of the Company;  
regularly reviewing the membership of Board committees; and  
any other directorships held by the director;  
conducting annual performance reviews of the Board,  
individual directors, and the Board committees.  
any family or other relationships a director may have with  
another person having a relevant relationship or interest; and  
Details of Committee meetings held during the year and individual  
directors’ attendance at these meetings can be found on page 38  
of the Directors’ Report attached to the financial report.  
length of service.  
In determining whether an interest or relationship is considered to  
interfere with a director’s independence, the Board has regard to  
the materiality of the interest or relationship. For this purpose, the  
Board adopts a conservative approach to materiality consistent with  
Australian accounting standards.  
The Nomination Committee Charter is available on the  
Company’s website.  
33  
1
.5 DIRECTOR APPOINTMENTS  
One new director was appointed to the Board during the financial  
year. David Anstice was appointed as of 1 September 2008 and was  
elected at the 2008 Annual General Meeting.  
They have established and maintained an adequate risk  
management and internal compliance and control system  
to facilitate the preparation of a reliable financial report which  
in all material respects implements the policies adopted  
by the Board and the statements made above are based  
on that system.  
Ken Roberts retired as a director on 15 October 2008. Elizabeth  
Alexander and David Simpson were each re-elected as directors at  
the 2008 Annual General Meeting.  
These written declarations were received by the Board in respect  
of the financial year ended 30 June 2009.  
Before their nomination for election or re-election, it is the  
Company’s policy to ask directors to acknowledge to the Board that  
they have sufficient time to meet the Company’s expectations of  
them. The Board requires that all of its members devote the time  
necessary to ensure that their contribution to the Company is of the  
highest possible quality. The CSL Board Charter sets out procedures  
relating to the removal of a director whose contribution is found to  
be inadequate.  
2.2 AUDIT AND RISK MANAGEMENT COMMITTEE  
The Audit and Risk Management Committee is responsible  
for assisting the Board in fulfilling its financial reporting, risk  
management and compliance responsibilities. The functions and  
responsibilities of the Committee are set out in a charter. Broadly,  
the Committee is responsible for:  
1
.6 PERFORMANCE EVALUATION  
overseeing the Company’s system of financial reporting and  
safeguarding its integrity;  
As mentioned above, the Nomination Committee meets annually  
to review the Board’s performance. The Chairman also holds  
discussions with individual directors to facilitate peer review.  
The Nomination Committee is responsible for evaluating the  
performance of the Managing Director, who in turn evaluates  
the performance of all other senior executives. These evaluations  
are based on specific criteria including the Company’s business  
performance, whether the long term strategic objectives are being  
achieved and the achievement of individual performance objectives.  
These performance evaluations took place in accordance with these  
processes during the last financial year.  
overseeing risk management and compliance systems and the  
internal control framework (other than the management of risk  
associated with research and development projects which is the  
responsibility of the Innovation and Development Committee);  
monitoring the activities and effectiveness of the internal  
audit function;  
monitoring the activities and performance of the external  
auditor and coordinating its operation with the internal audit  
function; and  
In addition to the briefing papers, agenda and related information  
regularly supplied to directors, the Board has an ongoing education  
program designed to give directors further insight into the operation  
of the Company’s business. As part of this program, directors  
have the opportunity to visit Company facilities including all major  
operating sites in the US, Europe and Australia and attend meetings  
and information sessions with employees.  
providing full reports to the Board on all matters relevant  
to the Committee’s responsibilities.  
The roles and responsibilities of the Committee are  
reviewed annually.  
The Committee currently comprises three independent non-  
executive directors. Details of the Committee’s current members,  
including their qualifications and experience, are set out in  
the directors’ profiles on pages 24 and 25 of this Report. The  
Committee’s charter provides that a majority of the Committee  
must be independent directors, and that the Committee Chair  
must be an independent director who is not also Chairman of the  
Board. Executive directors may not be members of the Committee.  
Members are chosen having regard to their qualifications and  
training to ensure that each is capable of considering and  
contributing to the matters for which the Committee is responsible.  
2
.
AUDIT AND RISK MANAGEMENT  
2
.1 INTEGRITY IN FINANCIAL REPORTING  
AND REGULATORY COMPLIANCE  
The Board is committed to ensuring the integrity and quality of its  
financial reporting, risk management and compliance systems.  
Prior to giving their director’s declaration in respect of the annual  
and half-year financial statements, the Board requires the Managing  
Director and the Finance Director to sign written declarations to the  
Board that:  
The Committee meets at least four times a year, and senior  
executives and internal and external auditors frequently attend  
meetings on invitation by the Committee. The Committee holds  
regular meetings with both the internal and external auditors  
without management or executive directors present. Details of  
Committee meetings held during the year and individual directors’  
attendance at these meetings can be found on page 38 of the  
Directors’ Report attached to the financial report.  
The financial statements and associated notes comply with  
IFRS Accounting Standards as required by the Corporations  
Act, the Corporations Regulations and the CSL Group  
Accounting Policies;  
The financial statements and associated notes give a true and  
fair view of the financial position as at the relevant balance date  
and performance of the Company for the year then ended as  
required by the Corporations Act;  
The Audit and Risk Management Committee Charter is available  
on the Company’s website.  
In their opinion there are reasonable grounds to believe that  
the Company will be able to pay its debts as and when they  
become due and payable; and  
34  
CSL Limited Annual Report 2008-2009 > Our Company  
CORPORATE GOVERNANCE CONTINUED  
2
.3 RISK FRAMEWORK  
The Company has adopted and follows a detailed and structured  
Risk Framework to ensure that risks in the CSL Group are identified,  
evaluated, monitored and managed. This Risk Framework sets out  
the risk management process, the roles and responsibilities for  
different levels of management, the risk tolerance of the Company,  
the matrix of risk impact and likelihood for assessing risk, and risk  
management reporting requirements.  
The Committee is satisfied that the provision of those  
non-audit services by the external auditor was consistent  
with auditor independence.  
The external auditor attends each Annual General Meeting  
to be available to answer questions from shareholders.  
3
.
HUMAN RESOURCES COMMITTEE  
Detail on the Company’s remuneration policies and practices  
including details of the Human Resources Committee of the Board  
As part of the Risk Framework, a Corporate Risk Management  
Committee of responsible executives reports to the Audit and  
Risk Management Committee on a quarterly basis. Its task is to  
implement, coordinate and facilitate the risk management process  
across the CSL Group. This includes quantifying and monitoring  
certain business risks identified and evaluated as part of the risk  
management process, including those relating to operating systems,  
the environment, health and safety, product quality, physical  
assets, security, disaster recovery, insurance and compliance. Each  
business unit and manufacturing site in the Group has its own  
Risk Management Committee which reports to the Corporate  
Risk Management Committee on a quarterly basis, and the Group  
has a Global Risk and Insurance Manager who is responsible for  
monitoring and coordinating the implementation of the Risk  
Framework throughout the CSL Group.  
(
and its charter, remuneration of directors and senior executives  
of the consolidated entity and the Company, and details of the  
Company’s employee share, option and performance rights plans  
and human resources priorities and succession planning) are set out  
in the Remuneration Report on pages 41 to 53 of the Directors’  
Report attached to the financial report. Details of Committee  
meetings held during the year and individual directors’ attendance  
at these meetings can be found on page 38 of the Directors’ Report  
attached to the financial report.  
The Human Resources Committee Charter is available on the  
Company’s website.  
4
.
INNOVATION AND  
In addition, the oversight of risk management associated with  
research and development projects is one of the responsibilities  
of the Innovation and Development Committee (see below).  
The research and development operations have a number of  
management committees that report into the Innovation and  
Development Committee.  
DEVELOPMENT COMMITTEE  
The Board has delegated authority to the Innovation and  
Development Committee to provide the Board with oversight  
of CSL’s programs and development opportunities. The Committee  
comprises at least three members, being at least two independent  
non-executive directors and the Managing Director. The Committee  
is authorised by the Board to:  
Risk assessment and management policies are reviewed periodically,  
including by the CSL Group’s internal audit function.  
monitor the strategic direction of CSL’s technology, research  
and product development programs;  
2.4 EXTERNAL AUDITOR  
provide guidance on issues and priorities, additions to the  
research and development pipeline and significant development  
milestones; and  
One of the chief functions of the Audit and Risk Management  
Committee is to review and monitor the performance and  
independence of the external auditor. The Company’s external  
auditor for the financial year was Ernst & Young, who were  
appointed by shareholders at the 2002 Annual General Meeting.  
A description of the procedure followed in appointing Ernst &  
Young is set out in the notice of the 2002 Annual General Meeting.  
oversee the management of risk associated with the research  
and development projects.  
The Committee generally meets at least four times a year. The  
Company’s Chief Scientific Officer is a required attendee. The  
Board Chairman or any other director may attend any meeting  
of the Committee in an ex officio capacity. Details of Committee  
meetings held during the year and individual directors’ attendance  
at these meetings can be found on page 38 of the Directors’ Report  
attached to the financial report.  
The Committee has established guidelines to ensure the  
independence of the external auditor. The external audit partner is  
to be rotated at least every five years, and the auditor is required  
to make an independence declaration annually. Information about  
the total remuneration of the external auditor, including details of  
remuneration for any non-audit services, can be found in Note 30  
of the financial report.  
The Innovation and Development Committee Charter is available  
on the Company’s website.  
35  
5
.
MARKET DISCLOSURE  
5
.1 CONTINUOUS DISCLOSURE  
5.3 SHAREHOLDER COMMUNICATION  
The Company has a Communications and External Disclosure  
Policy, which was adopted by the Board this year in place of its  
previous Continuous Disclosure Policy. This policy is available on  
the Company’s website, and operates in conjunction with the  
Company’s more detailed internal continuous disclosure policy.  
Together, these policies are designed to facilitate the Company’s  
compliance with its obligations under the ASX Listing Rules by:  
In addition to its formal disclosure obligations under the ASX  
Listing Rules, the Board uses a number of additional means  
of communicating with shareholders. These include:  
the half-year and annual report and shareholder review;  
posting media releases, public announcements, notices of  
general meetings and voting results, and other investor related  
information on the Company’s website; and  
providing guidance as to the types of information that may  
require disclosure, including examples of practical application  
of the rules;  
annual general meetings, including webcasting which permits  
shareholders worldwide to view proceedings.  
The Company has a dedicated Governance page on the  
Company’s website which supplements the communication  
to shareholders in the annual report regarding the Company’s  
corporate governance policies and practices. That web page also  
contains copies of many of the Company’s governance-related  
documents, policies and information.  
providing practical guidance for dealing with market analysts  
and the media;  
identifying the correct channels for passing on potentially  
market-sensitive information as soon as it comes to hand;  
establishing regular occasions at which senior executives and  
directors are actively prompted to consider whether there is  
any potentially market-sensitive information which may require  
disclosure; and  
The Board is committed to monitoring ongoing developments  
that may enhance communication with shareholders, including  
technological developments, regulatory changes and the continuing  
development of “best practice” in the market, and to implementing  
changes to the Company’s communications strategies whenever  
reasonably practicable to reflect any such developments.  
allocating responsibility for approving the substance and form  
of any public disclosure and communications with investors.  
5
.2 SECURITIES AND MARKET DISCLOSURE COMMITTEE  
6
.
SECURITIES TRADING POLICY  
Significant ASX announcements (such as announcements of  
financial results or major transactions) are the subject of full Board  
approval. The Board has also delegated authority to a Securities  
and Market Disclosure Committee, which has a formal charter. The  
Committee is designed to be convened at short notice to enable  
the Company to comply with urgent or less significant continuous  
disclosure obligations and miscellaneous securities related issues. It  
comprises a minimum of any two directors, one of whom must be  
an independent director. The Committee has authority to:  
By promoting director and employee ownership of shares, the Board  
hopes to encourage directors and employees to become long-term  
holders of Company securities, aligning their interests with those  
of the Company. It does not condone short-term or speculative  
trading in its securities by directors and employees, nor does it  
permit directors or employees to enter into any price protection  
arrangements with third parties to hedge such securities or margin  
loan arrangements in relation to Company securities. The Company  
has a comprehensive securities trading policy which applies to all  
directors and employees and is available on the Company’s website.  
The policy aims to inform directors and employees of the law  
relating to insider trading, and provide them with practical guidance  
for avoiding unlawful transactions in Company securities.  
approve the form and substance of any disclosure to be made  
by the Company to the ASX in fulfilment of its continuous  
disclosure obligations;  
approve the allotment and issue, and registration of transfers  
of securities;  
As a basic principle, the policy states that directors and employees  
should not buy or sell securities in the Company when they are  
in possession of price sensitive information which is not generally  
available to the market. In addition, the policy identifies certain  
“blackout periods” during which no directors or employees are  
allowed to trade in Company securities. Directors and employees  
are reminded that procuring others to trade in Company securities  
when in possession of price sensitive information is also a breach  
of the law and the securities trading policy. Acquisitions of securities  
under the employee share and option plans are exempt from the  
prohibition under the Corporations Act.  
make determinations on matters relating to the location of the  
share register; and  
effect compliance with other formalities which may be urgently  
required in relation to matters affecting the share capital.  
From time to time, the Committee may also be specifically  
authorised by the Board to approve minor amendments to  
significant ASX announcements following full Board approval.  
Details of Committee meetings held during the year and individual  
directors’ attendance at these meetings can be found on page 38  
of the Directors’ Report attached to the financial report.  
A procedure of internal notification and approval applies to directors  
and designated senior employees wishing to buy or sell Company  
securities or exercise options over Company shares. Directors and  
designated senior employees are forbidden from making such  
transactions without the prior approval of the Chairman (in the case  
of Directors) and the Company Secretary (in the case of designated  
senior employees). Directors also have specific disclosure obligations  
under the Corporations Act and the corresponding ASX Listing Rules.  
The Securities and Market Disclosure Committee Charter is available  
on the Company’s website.  
36  
CSL Limited Annual Report 2008-2009 > Our Company  
CORPORATE GOVERNANCE CONTINUED  
7
.
CORPORATE RESPONSIBILITY  
The Company’s approach to Corporate Responsibility is guided  
by its Group Values, Code of Responsible Business Practice and  
related policies.  
In accordance with the Code, the Company is committed to  
ensuring that employees, contractors, suppliers and partners  
are able to raise concerns regarding any illegal conduct or  
malpractice and to have such concerns properly investigated. This  
commitment is implemented through the Company’s internal  
Whistleblower Policy, which sets out the mechanism by which  
employees, contractors, suppliers and partners can confidently,  
and anonymously if they wish, voice such concerns in a responsible  
manner without being subject to victimisation, harassment or  
discriminatory treatment.  
7
.1 GROUP VALUES  
The Company has developed a set of values common to the diverse  
business units that form the CSL Group. The CSL Group Values,  
endorsed by the Board, serve as the foundation for every day  
decision-making. These values are superior performance, innovation,  
integrity, collaboration and customer focus.  
A copy of the Code was distributed to all employees in March/April  
7
.2 CODE OF RESPONSIBLE BUSINESS PRACTICE  
2009 and an enhanced training program is being developed and  
The Board adopted a new Code of Responsible Business Practice  
the Code) in December 2008. Based upon the CSL Group Values  
will be implemented across the CSL Group in the next financial year.  
(
The Company expects its contractors and suppliers to comply  
not only with the laws of the countries in which they operate,  
but also with internationally accepted best practice. It therefore  
expects that contractors and suppliers also observe the principles  
set out in the Code.  
and guiding principles, the Code outlines CSL’s commitment to  
responsible business practices and ethical standards. The Code  
replaces the previous CSL Limited Code of Conduct and sets out the  
rights and obligations that all employees have in the conduct of the  
Company’s business. These rights and obligations relate to:  
A copy of the Code can be accessed in 11 languages on the  
Company’s website.  
business integrity, including statements relating to compliance  
with applicable laws and standards, ethical and transparent  
business practices, privacy and political donations;  
7.3 SUPPORTING POLICIES  
the safety and quality of products, including statements on  
bioethics (including animal ethics) and human rights principles;  
A review of the CSL policy framework was conducted in conjunction  
with the introduction of the Code. The new framework provides for  
three levels of policy making within the CSL Group as follows:  
maintaining a safe, fair and rewarding workplace, which covers  
many employee relations issues such as:  
Board Policies cover any operational issue of strategic  
importance that applies to all CSL Group business units and  
all CSL Group employees and are approved by the Board;  
labour standards;  
equal employment opportunity/workplace harassment;  
learning and development;  
Global Policies cover issues of an operational nature requiring  
consistent implementation across all CSL Group business units  
and are approved by a member of the Executive Management  
Group or the Chair of a CSL Global Functional Committee; and  
occupational health and safety;  
professional behaviour;  
employee counselling;  
recruitment and selection;  
Local Policies cover issues that apply to a particular CSL  
Group business unit or a part of a particular CSL Group  
business unit and are approved by the appropriate site leader  
or functional leader.  
recognition of employee contribution;  
rehabilitation; and  
reporting and management of incidents;  
the community, incorporating policy statements on charitable  
donations; and  
The new framework ensures that policy issues are reviewed and  
approved at the appropriate level within the CSL Group and that  
the principles outlined in the Code are properly implemented.  
environmental management.  
Communication of the revised CSL policy framework has  
been undertaken to ensure that all employees have a clear  
understanding of the policy structure and decision making  
processes within the CSL Group.  
CSL LIMITED  
FINANCIAL REPORT  
2
008-2009  
CONTENTS  
3
5
5
5
5
5
6
8 Directors’ Report  
5 Auditor’s Independence Declaration  
6 Income Statements  
7 Balance Sheets  
8 Statements of Recognised Income and Expense  
9 Cash Flow Statements  
0 Notes to the Financial Statements  
114 Directors’ Declaration  
115 Independent Auditor’s Report  
38  
CSL Limited Financial Report 2008-2009  
DIRECTORS’ REPORT  
The Board of Directors of CSL Limited has pleasure in presenting  
their report on the consolidated entity for the year ended 30 June  
2. Company Secretary  
Mr E H Bailey, B.Com/LLB, FCIS, was appointed to the position  
of Company Secretary on 1 January 2009 and continues in  
office at the date of this report. Mr Bailey joined CSL Limited in  
2009.  
1. Directors  
2000 and had occupied the role of Assistant Company Secretary  
The following persons were Directors of CSL Limited during the  
whole of the year and up to the date of this report:  
from 2001. Before joining CSL Limited, Mr Bailey was a Senior  
Associate with Arthur Robinson & Hedderwicks. Mr P R Turvey,  
BA/LLB, MAICD, having been appointed to the position of  
Company Secretary in 1998 acted in that capacity during the  
financial year until his retirement from office on 31 December  
Miss E A Alexander, AM (Chairman)  
Dr B A McNamee, AO (Managing Director)  
Mr J H Akehurst  
2008. Mr Turvey remains in the capacity of Assistant Company  
Mr A M Cipa  
Secretary as well as performing other senior management roles  
within the Company.  
Mr I A Renard  
Mr M A Renshaw  
3
. Directors’ Meetings  
Professor J Shine, AO  
Mr D J Simpson  
During the year, the Board held fourteen meetings. The Audit  
and Risk Management Committee met four times, the Human  
Resources Committee met four times, the Innovation and  
Development Committee met four times and the Nominations  
Committee met once. The Securities and Market Disclosure  
Committee met eleven times and comprises at least any two  
Directors, one of whom must be a non-executive director.  
Mr K J Roberts, AM, was a Director from the beginning of the  
financial year until his retirement on 15 October 2008.  
Mr D W Anstice was appointed Director on 2 September 2008  
and continues in office at the date of this report.  
Particulars of the directors’ qualifications, experience, all  
directorships of public companies held for the past three years,  
special responsibilities, ages and the period for which each has  
been a director are set out in the Directors’ Profiles section of  
the Annual Report.  
The attendances of directors at meetings of the Board and its  
Committees were:  
Audit and Risk  
Management Market Disclosure Human Resources  
Committee Committee Committee  
Securities and  
Innovation and  
Development  
Committee  
Board of  
Directors  
Nomination  
Committee  
Attended Maximum Attended Maximum Attended  
Attended Maximum Attended Maximum  
Attended  
2
1
E A Alexander  
B A McNamee  
J H Akehurst  
A M Cipa  
14  
14  
14  
13  
14  
12  
5
14  
14  
14  
14  
14  
14  
5
4
4
4
11  
11  
4
4
4
4
2
1
2
2
4
4
4
4
4
1
2
4
4
4
3
5
2
I A Renard  
4
1
1
1
M A Renshaw  
K J Roberts  
J Shine  
4
4
4
2
2
2
14  
14  
7
14  
14  
9
4
2
1
1
1
D J Simpson  
D W Anstice  
4
4
5
4
2
4
2
1
Attended for at least part in ex officio capacity  
Attended for at least part by invitation  
2
CSL Limited Financial Report 2008-2009  
39  
4
5
. Principal Activities  
Haemophilia sales grew at 8% in constant currency terms, after  
adjusting for short term supply issues with Monoclate-P as  
indicated in the half year result. Total sales volume grew by 11%  
with pricing steady, albeit the total average price was affected  
by growth in lower priced emerging and tender markets.  
®
The principal activities of the consolidated entity during the  
financial year were the research, development, manufacture,  
marketing and distribution of biopharmaceutical and allied  
products.  
Sale of plasma raw material declined consistent with the new  
supply contract with Talecris Biotherapeutics (“Talecris”).  
. Operating Results  
The Group’s net profit was up 63.3% to $1.145 billion. Total  
income was $5.04 billion up 32% on the previous year, with  
research and development expenditure of $311.6 million up  
CSL Bioplasma sales were up by 32% to $334 million driven  
by strong demand and improved pricing for albumin in China.  
Demand for plasma therapies from Hong Kong, Singapore and  
Taiwan was also strong. Australian sales grew by 8%.  
3
8% on the previous year. Net operating cash flow was $1.024  
billion, up 49% on the previous year.  
CSL Biotherapies sales were up 5% to $502 million. Growth in  
influenza vaccine sales into the Northern Hemisphere was offset  
6
. Dividends  
®
by reduced Australian sales of Gardasil (Human Papillomavirus  
®
The following dividends have been paid or declared since the  
end of the preceding financial year:  
Vaccine). The current period included Gardasil sales into the  
Australian market of $159 million and $26 million into the  
New Zealand market, compared with $227 million in the prior  
comparable period arising from strong demand during the  
initial take-up by women in the 18-26 year old cohort. Influenza  
vaccine sales totalled $124 million for the period, up 60%  
compared to the prior comparable period.  
2
007-2008As declared by the Directors in last year’s Directors’  
Report, a final dividend for the year ended 30 June 2008 of 23  
cents per share, 100% franked, was paid on 10 October 2008.  
2
008-2009An interim dividend of 30 cents per share,  
unfranked, was paid on 9 April 2009. The Company’s Directors  
have declared an unfranked final dividend of 40 cents per  
ordinary share for the year ended 30 June 2009.  
Other revenue/income grew 69% to $417 million, the key driver  
being a $157 million foreign exchange gain arising from the  
conversion back to Australian dollars of US$1.5 billion of funds  
held in deposit in anticipation of the closure of the Talecris  
acquisition.  
In accordance with determinations by the Directors, the  
Company’s dividend reinvestment plan remains suspended.  
Total dividends for the 2008-2009 year are:  
8
. Significant changes in the State of Affairs  
On Ordinary shares  
On 13 August 2008, the Company announced that it had signed  
an agreement to acquire Talecris from Cerberus Partners, L.P.  
and Ampersand Ventures for US$3.1 billion. This acquisition was  
subject to the Company obtaining required regulatory approvals,  
including approval by the United States’ Fair Trade Commission  
$
000  
Interim dividend paid 9 April 2009  
180,982  
239,695  
Final dividend payable on 9 October 2009  
(“FTC”).  
7
. Review of Operations  
The proposed acquisition was to be funded in-part through an  
institutional share placement that raised approximately $1.685  
billion and a share placement plan that raised approximately  
CSL Behring product sales grew 17% in constant currency terms  
to $3.8 billion when compared to the 12 months ended 30 June  
$145 million.  
2008. Strong contribution from immunoglobulins and critical  
care products have underpinned the growth.  
On 9 June 2009, following the announcement that the FTC  
intended to challenge the Company’s proposed acquisition of  
Talecris, the Company announced that the Company and Talecris  
had mutually agreed to terminate the merger agreement. On the  
same day, the Company announced its intention to conduct an  
on-market buyback of up to 54,863,000 shares. Up to 30 June  
Immunoglobulins grew 26% in constant currency terms with  
®
vigorous growth in Privigen , consistent with the company’s  
transition program in favour of liquid over lyophilised  
®
presentations.Vivaglobin (subcutaneous Immunoglobulin)  
attracted significant patient growth.Volume and price growth  
and, above all, product mix contributed to global growth in  
2009 4,261,134 shares had been bought on market. Subsequent  
®
to year end and from 1 July until 10 July 2009, an additional  
4,282,285 shares were purchased. Post 10 July and up to 19  
August 2009, no further shares have been bought back.  
immunoglobulin sales. Specialty products Rhophylac (Anti-D)  
®
and Tetagam P (Tetanus) also boosted sales.  
The Critical Care segment grew by 18% in constant currency  
terms underpinned by volume growth of albumin, particularly  
in the US and emerging markets. Specialty, particularly  
There were no other significant changes in the state of affairs of  
the consolidated entity during the financial year not otherwise  
disclosed in this report or in the financial statements.  
®
®
®
Haemocomplettan P, Beriplex P/N and Berinert P, also made a  
significant contribution.  
40  
CSL Limited Financial Report 2008-2009  
DIRECTORS’ REPORT CONTINUED  
9
. Significant events after year end  
The Company’s global Health, Safety and Environment  
Management System ensures the consolidated entity  
Other than as disclosed in the financial statements, the Directors  
are not aware of any matter or circumstance which has arisen  
since the end of the financial year which has significantly  
affected or may significantly affect the operations of the  
consolidated entity, results of those operations or the state of  
affairs of the consolidated entity in subsequent financial years.  
continuously reviews its environmental responsibilities, including  
regulatory compliance, and seeks to continuously improve its  
approach to environmental management. As part of continuous  
improvement in environmental reporting, both regulatory and  
voluntary, CSL released its first Global Environmental Report  
during the reporting year. Reporting on key environmental  
issues including energy consumption, emissions, water use  
and management of waste, the report outlined the many ways  
CSL is working to maintain compliance and actively address  
CSL’s important environmental issues through innovation, skills  
development and prudent investments.  
10. Likely Developments, Business Strategies and  
Future Prospects  
In the medium term the Company expects to continue to grow  
through developing differentiated plasma products, expanding  
flu vaccine sales internationally, receiving royalty flows from  
the exploitation of the Human Papillomavirus Vaccine by  
Merck & Co, Inc, and the commercialisation of the Company’s  
Iscomatrix™ adjuvant technology. Over the longer term the  
Company intends to develop new products which are protected  
by its own intellectual property and which are high margin  
human health medicines marketed and sold by the Company’s  
global operations. Further comments on likely developments  
and expected results of certain aspects of the operations of  
the consolidated entity and on the business strategies and  
prospects for future financial years of the consolidated entity,  
are contained in the Year in Review in the Annual Report and in  
section 7 of this Directors’ Report. Additional information of this  
nature can be found on the Company’s website, www.csl.com.  
au. Any further information of this nature has been omitted as it  
would unreasonably prejudice the interests of the Company to  
refer further to such matters.  
Whilst it is the Company’s view that climate change does  
not pose any significant risks to its operations in the short to  
medium term, climate change continues to drive new regulatory  
regimes around the world. Climate change is monitored and  
acted upon by the Company as applicable to ensure compliance  
to new and emerging regulatory requirements. For example,  
Environment and Energy Resource Efficiency Plans submitted  
for Australian operations were approved by the Environmental  
Protection Authority (Victoria) in the reporting year, and  
preparatory works were assessed for completeness against  
reporting requirements of the Australian Government’s National  
Greenhouse Energy Reporting Act(2007) due by 31 October  
2009.  
1
2. Directors’ Shareholdings and Interests  
At the date of this report, the interests of the directors who held  
office at 30 June 2009 in the shares, options and performance  
rights of the Company are set out in Section 15 (and in Tables 7  
and 10) of this Report and Note 28 of the Financial Report. It is  
contrary to Board policy for key management personnel to limit  
exposure to risk in relation to these securities. From time to time  
the Company Secretary makes inquiries of key management  
personnel as to their compliance with this policy.  
11. Environmental Regulatory Performance  
The consolidated entity maintains a global Health, Safety  
and Environment Management System to ensure its facilities  
operate to internationally recognised standards. These standards  
include strict compliance with Government regulations and a  
commitment to minimising the impact of operations on the  
environment.  
1
3. Directors’ Interests in Contracts  
The consolidated entity’s environmental obligations and waste  
discharge quotas are regulated under applicable Australian  
and foreign laws. Environmental regulatory performance is  
monitored by the Board and subjected from time to time to  
government agency audits and site inspections. Throughout  
the Company’s operations, environmental leadership groups  
continue to refine data collection systems and processes to  
ensure the Company is well prepared for new regulatory  
requirements.  
Section 17 of this Report sets out particulars of the Directors  
Deed entered into by the Company with each director in relation  
to Board paper access (indemnity and insurance matters).  
1
4. Share Options  
As at the date of this report, the number of unissued ordinary  
shares in the Company under options and under performance  
rights are set out in Note 27 of the Financial Statements.  
Holders of options or performance rights do not have any right,  
by virtue of the options or performance rights, to participate in  
any share issue by the Company or any other body corporate  
or in any interest issued by any registered managed investment  
scheme.  
No environmental breaches have been notified by the  
Environmental Protection Authority in Victoria, Australia, or by  
any other equivalent interstate or foreign government agency in  
relation to the Company’s Australian, European or Asia Pacific  
operations during the year ended 30 June 2009, except for  
two minor notifications which were submitted to applicable  
U.S. regulatory authorities during the reporting year. Following  
submission of response reports, no further action was required  
of CSL by the applicable regulatory authorities.  
The number of options and performance rights exercised during  
the financial year and the exercise price paid to acquire fully paid  
ordinary shares in the Company is set out in Note 27 (b) and  
(c) of the Financial Statements. Since the end of the financial  
year, 975 shares were issued under the Company’s Performance  
Rights Plan and 67,800 shares were issued under the SESOP II  
plan.  
CSL Limited Financial Report 2008-2009  
41  
1
5. Remuneration Report  
c. Reviewing recommendations from the Managing Director  
on short and long term incentive and retention schemes  
and share ownership plans, inclusive of allocations and  
measurement and making recommendations to the Board;  
This remuneration report summarises the remuneration  
arrangements applicable to the key management personnel  
and the top 5 most highly remunerated officers of both the  
Company and the Group in accordance with the requirements  
of the Corporations Act 2001 and its Regulations.  
d. Reviewing, approving and monitoring the implementation  
of the Company’s Human Resources Strategic Plan and  
Performance Management Systems;  
The information provided in this report has been audited as  
required by section 308(3C) of the Corporations Act 2001.  
e. Reviewing and recommending to the Board the total  
individual remuneration package of each member of senior  
management who reports to the Managing Director;  
Key Management Personnel  
For the purposes of this report, key management personnel  
f. Reviewing the CSL Group’s executive management  
succession plan; and  
(KMP) are defined as those persons having authority and  
responsibility for planning, directing and controlling the major  
activities of the Company and the Group, and include:  
g. Reporting to the Board the findings and recommendations  
of the Committee after each meeting.  
a. All executive and non executive directors of CSL Limited, as  
listed in Table 3 of this report;  
The Committee comprises three independent, non-executive  
directors, namely David Simpson (Chairman, effective 15  
October 2008), John Akehurst and David Anstice. Ken Roberts  
AM was Chairman of the Committee until his retirement on  
15 October 2008. Jill Lever, Senior Vice President – Human  
Capital, acts as the Secretary of the Committee. The Board  
Chairperson may attend any meeting of the Committee in an  
ex officio capacity. The Managing Director, senior executives  
and professional advisors retained by the Human Resources  
Committee attend meetings by invitation.  
b. Those executives who have the authority and responsibility  
for planning, directing and controlling the activities of the  
Company and the Group.  
Board and Human Resources Committee  
The Board and its Human Resources Committee have various  
responsibilities in relation to the Group’s human resource and  
remuneration framework.  
The Committee meets at the conclusion of the performance  
management process, at the conclusion of the succession  
planning process, prior to the allocation of long term  
incentives, and at other times as are required to discharge its  
responsibilities. Information about Committee meetings held  
during the year and individual directors’ attendance at these  
meetings can be found in section 3 of this Directors’ Report.  
The full Board has responsibility for:  
a. Determiningremuneration payable to non-executive  
directors;  
b. Deciding the remuneration package of the CEO, inclusive of  
fixed pay and short and long term incentive components;  
c. Reviewing and making decisions in relation to the  
appointment and the terms of employment of the CEO;  
Any recommendation made by the Human Resources  
Committee concerning an individual director’s or executive’s  
remuneration is made without that director or executive being  
present.  
d. Approving remuneration proposals from the Committee in  
relation to senior management; and  
e. Overseeing the Group’s Senior Executive Share Ownership  
Plan and Global Employee Share Plan and any other  
employee share, option and performance right plans  
Non-Executive Directors’ Remuneration  
(
including approval of the establishment of, or any  
As approved by shareholders on 17 October 2007, the  
Company’s constitution sets the current maximum aggregate  
amount of remuneration which may be paid to non-executive  
directors at $2,000,000.Any increases to this sum in the future  
are subject to shareholder approval at a general meeting.  
amendment to, those plans), and determining the policies  
which will apply to the implementation of those plans.  
The Board’s Human Resources Committee is responsible  
for approving human resources initiatives of the CSL Group  
generally. The Committee’s responsibilities include:  
Subject to the aggregate remuneration cap, non-executive  
director fees are set at levels which:  
a. Recommending to the Board a framework or policy for  
employee remuneration. The policy should aim to set  
remunerationwhich:  
a. enable the Company to attract and retain suitably qualified  
directors with appropriate experience and expertise; and  
i. is competitive, equitable and designed to attract and  
retain high quality employees;  
b. have regard to directors Board responsibilities and their  
individual roles on Board committees.  
ii. motivates executives to pursue the long-term growth of  
the CSL Group; and  
iii. establishes a clear relationship between executives’  
performance and their remuneration;  
b. Reviewing, and recommending to the Board the design of  
any long term incentive and retention schemes and share  
ownership plans and any amendments to such schemes or  
plans;  
42  
CSL Limited Financial Report 2008-2009  
DIRECTORS’ REPORT CONTINUED  
The Board determines the fees payable to non-executive  
directors based on advice from professional advisors and after  
considering the fees payable to non-executive directors by  
comparable organisations.Non-executive director remuneration  
is not linked to the Group’s short-term financial performance  
and these directors are not entitled to performance based  
remuneration or participation in the Group’s equity incentive  
plans.  
The proportion of an executive’s maximum remuneration  
potential that is performance based or at risk varies depending  
on the executive’s seniority level. As an executive’s seniority  
level increases, so does the proportion of their maximum  
remuneration potential that is performance related or at  
risk.This proportion ranges from 10% to 60% of fixed  
remuneration. The relative proportions of actual remuneration  
attributable to fixed and performance based remuneration  
elements in respect to each of the Group’s executive key  
management personnel in 2009 is set out in Table 5.  
Table 1 below sets out non-executive director board and  
committee fees on a per annum basis. These fee levels became  
effective as of 1 July 2008.  
CSL’s performance management system is central to the  
management of performance related remuneration. The extent  
to which executives meet or exceed the performance objectives  
as set out in the performance management plan influences  
an executive’s actual entitlement to short-term incentives as  
well as executives’ ability to participate in the Group’s long-  
term incentive programs. Performance as measured under  
the performance management system is also taken into  
consideration in reviewing fixed remuneration.  
The Chairperson of the Board does not receive any additional  
fees for committee responsibilities.  
In addition to the fees detailed below, the Company’s  
constitution provides that the Board may approve the payment  
of additional amounts of remuneration to individual directors for  
extra services rendered from time to time.It also provides that  
directors be reimbursed for reasonable expenses incurred by  
them in the course of discharging their duties.  
Table 4 shows actual remuneration paid to non director  
executive key management personnel in respect to the 2009  
and 2008 financial years.  
Non-executive directors participate in the Non-Executive  
Directors’ Share Plan approved by shareholders at the 2002  
annual general meeting. Under this plan, non-executive directors  
are required to take at least 20% of their director’s fees in the  
form of shares in the Company. Shares are purchased on-market  
at prevailing share prices, twice yearly, subsequent to the  
announcement of the half and full year results.  
Fixed Remuneration  
Depending on the country in which the executive is employed,  
an executive’s fixed pay comprises “salary including benefits” or  
“salary plus benefits”.  
Non-executive directors were entitled to a retirement allowance  
as approved by shareholders in 1994 equal to the highest fees  
over any consecutive 36 months of service. If the director had  
served more than five years on the Board, they would receive  
another 5% of the base fee at the time of retirement for every  
additional year served, up to a limit of 15 years. The Board  
terminated this retirement plan as at 31 December 2003 and  
froze the retirement allowance as at that date.  
Where a “salary including benefits” approach is adopted, an  
executive’s fixed remuneration comprises benefits the executive  
has elected to receive in lieu of salary inclusive of any associated  
costs such as fringe benefits tax and mandatory superannuation,  
with the balance paid as cash salary. Where a “salary plus  
benefits” approach is adopted, the salary is specified and the  
Company provides benefits to an executive consistent with the  
labour market practices in that jurisdiction.  
Table 3 shows actual fees paid to non-executive and executive  
directors in respect to the 2009 and 2008 financial years.  
Executives who are working in a country other than their  
usual country of residence are eligible to receive benefits in  
accordance with the Company’s expatriate policies. CSL’s  
expatriate policies are intended to compensate an executive for  
the additional commitment and costs associated with working  
in a different country.  
Executive Remuneration  
In order to attract and retain high calibre employees, the  
Group aims to provide each individual executive with a market  
competitive remuneration package that is commensurate with  
their position and responsibilities and which is geared towards  
aligning their interests with those of shareholders. As such,  
executive remuneration packages include a fixed remuneration  
element and performance related at risk elements in the form of  
short term cash based and long term equity based incentives.  
Short-term Incentives  
Subject to meeting or exceeding agreed objectives, short-  
term incentives may be awarded to executives based on their  
annual performance as evaluated under CSL’s performance  
management system.  
Table 1 - Non-executive director board and committee fees  
Securities  
Audit & Risk  
Management  
Committee  
Human  
Resources  
Committee  
& Market  
Disclosure  
Committee  
Innovation  
& Development  
Committee  
Nomination  
Committee  
Role  
Board  
470,000  
180,000  
Chairman  
Members  
30,000  
15,000  
20,000  
10,000  
-
-
-
-
20,000  
10,000  
CSL Limited Financial Report 2008-2009  
43  
At the commencement of each financial year each executive’s  
performance objectives are set. The Board approves the  
Managing Director’s performance objectives and ensures that  
they are consistent with Board approved corporate objectives,  
plans and budgets.Similarly, and in that context, the Managing  
Director sets the performance objectives of his direct reports  
and he reviews and approves the objectives of their staff.  
Performance objectives include a blend of financial, corporate  
and individual objectives and typically include targets in relation  
to contribution to earnings, the successful implementation  
of strategic initiatives, management of operating expenses,  
customer service, risk management, market share and portfolio  
management. These objectives have been adopted because the  
attainment of each is likely to directly correlate to an increase  
in shareholder value. Additionally each executive is expected  
to conduct themselves in a manner which supports and  
demonstrates behaviour, consistent with our Company values.  
b. Equity rewards. Equity rewards take the form of  
performance rights and performance options and options  
issued under the Senior Executive Share Ownership Plan  
II (“SESOP II”).During the years ended 30 June 2008  
and 2009, only performance rights and performance  
options were issued to eligible executives under the CSL  
Performance Rights Plan, as approved by shareholders at  
the 2003 annual general meeting. No SESOP II options  
were issued during the 2009 year. As set out in section  
12 of this report, it is contrary to Board policy for key  
management personnel to limit exposure to risk in relation  
to performance rights and options which may be granted to  
them.  
Performance Rights and Performance Options  
In October 2008 the long-term incentive grants made  
to executives incorporated both performance rights and  
performance options.Grants of performance rights and  
performance options to the Executive Directors at that time  
were made in accordance with the resolution approved by  
shareholders at the 2006 Annual General Meeting. Each long-  
term incentive grant generally consists of 50% performance  
rights and 50% performance options. For a specified group of  
Senior Leadership Executives, a mix of 40% performance rights  
and 60% performance options was granted. The use of a higher  
proportion of the grant as performance options is consistent with  
our intent of providing a higher level of at risk remuneration,  
for the most senior staff in the Group, including the Managing  
Director and executive key management personnel.  
A formal review of each executive’s progress against their  
specific objectives is conducted twice annually, with the full  
year performance review of the Managing Director’s direct  
reports discussed and agreed to by the Board. The Board  
has responsibility for reviewing the Managing Director’s  
performance annually. Short term incentive rewards are then  
paid subsequent to the completion of the financial year if  
individual executives have met or exceeded their performance  
objectives.  
Long-term Incentives  
Long-term incentives are reserved for executives (and other  
employees) who have performed to a required performance  
level and who are regarded as being of strategic and/or  
operational importance to the Group. These incentives are also  
used in order to attract certain new employees. The Group  
currently offers long term incentives in the form of:  
Performance rights and performance options are subject to  
different quantitative performance hurdles.The use of two types  
of quantitative performance hurdles aligns long term incentive  
rewards more closely with corporate performance, increases  
the market competitiveness of remuneration packages and  
facilitates the attraction and retention of high calibre executives.  
In addition, the vesting of performance rights and options is also  
contingent on a qualitative hurdle which requires executives to  
obtain a satisfactory (or equivalent) rating under the Company’s  
performance management system for the financial year prior to  
vesting of the performance rights and performance options.  
a. Cash incentives subject to deferred settlement, the value  
of which is ultimately determined via reference to the  
Company’s future share price. Only the Managing Director  
has a long term incentive of this type.  
In any given year, where the Managing Director’s  
performance generates an entitlement to a cash settled STI,  
it simultaneously generates an entitlement to a further cash  
based reward which is subject to deferred settlement. When  
the Managing Director is eligible to receive this particular  
reward, its amount is determined and payable as follows:  
Performance rights and performance options which vest may  
be exercised any time between their vesting date and their  
expiry date.Any vested but unexercised performance rights and  
options expire seven years from the date of their initial grant.  
Current offers provide for a portion to become exercisable,  
subject to satisfying the relevant performance hurdles, after  
the second anniversary of the date of grant. Full vesting does  
not occur until four years post grant date. If the portion tested  
at the applicable anniversary meets the relevant performance  
hurdle, then those particular rights and options vest and  
become exercisable until the expiry date. If the portion tested  
fails to meet the performance hurdles then those particular  
rights and options may be carried over to the next anniversary  
and retested. Any performance rights and options that have not  
vested on the fifth anniversary of their initial grant date lapse.  
50% of the STI awarded to the Managing Director for a  
given financial year’s performance (the ‘entitlement year’)  
is divided by the volume weighted share price during the  
last week of that financial year to give a number (‘A’).  
3 years from the end of the ‘entitlement year’ (or earlier  
at the Board’s discretion), and subject to his continuing  
employment with the Group over the intervening period,  
the Managing Director is entitled to the payment of a  
cash amount equivalent to ‘A’ multiplied by the volume  
weighted share price during the last week immediately  
prior to the end of that 3 year period (or such earlier  
period as the Board may determine).  
44  
CSL Limited Financial Report 2008-2009  
DIRECTORS’ REPORT CONTINUED  
Performance rights  
Changes to Performance Rights Plan  
Performance rights are issued for nil cash consideration  
and represent the right to subscribe for one share for nil  
consideration. The number of performance rights granted,  
reflects an executive’s seniority, job value and location and the  
relevant market conditions in each region of the world in which  
CSL recruits for talent.  
The Performance Rights Plan is an integral feature of the  
Company’s remuneration philosophy. It is aimed at delivering  
outcomes that serve CSL’s needs to operate its global businesses  
successfully by attracting and retaining high calibre employees  
and motivating them to pursue ongoing growth of the business,  
thus aligning their interests with those of shareholders.  
Consistent with this objective, CSL is committed to providing  
performance related at risk remuneration incentives in the form  
of Performance Rights and Performance Options. However,  
following a recent review of the Performance Rights Plan and  
arising from a compatibility test with trends in current market  
practice, it has been decided that any grants made on or after 1  
January 2010 will be subject to modified provisions as follows:  
The performance hurdle attached to performance rights is a  
relative Total Shareholder Return (“TSR”) hurdle with a peer  
group of the companies comprising the ASX top 100 by market  
capitalisation (excluding companies with the GICS industry  
codes of commercial banks, oil and gas and metals and mining).  
Relative TSR was chosen as the LTI performance hurdle, as  
it provides an alignment between comparative shareholder  
return and potential reward for staff. The peer group for the  
October 2008 performance rights allocation was established  
on 1 October 2008, which was also the date of grant. Each  
performance right grant is split into three tranches, each with a  
different vesting period.Tranche 1 (25% of total grant), Tranche  
a. Provided that relevant individual and CSL Group  
performance hurdles are met, vesting of 50% of  
Performance Rights and Performance Options granted will  
occur after the third anniversary with the remaining 50%  
vesting after the fourth anniversary of the date of grant;  
2
(35% of total grant) and Tranche 3 (40% of total grant) have  
b. Each tranche of performance rights and performance  
options will have only one retest opportunity, namely,  
if the first tranche of 50% does not vest after the third  
anniversary, it will be retested at the fourth anniversary and  
the second tranche of 50%, eligible for initial vesting at the  
fourth anniversary will be retested after the fifth anniversary  
of the date of grant; and  
vesting periods of 2, 3 and 4 years, respectively, from date of  
grant.Vesting of performance rights at the end of the relevant  
vesting period occurs if the Company’s TSR ranking is at or  
above the 50th percentile on the relevant test date. Subject to  
performance hurdles being met over applicable vesting periods,  
each vested performance right entitles an eligible executive to  
an ordinary share in the Company for nil cash consideration.  
The performance hurdle for performance rights issued prior  
to October 2006 is such that 50% of performance rights vest  
at the 50th percentile, with the balance vesting on a straight  
line basis between the 50th and 75th percentile, with 100% of  
rights vesting if the 75th percentile is reached.  
c. The performance hurdle will be revised in respect of  
performance rights so that 50% of performance rights vest  
when CSL reaches the 50th percentile of a ranked group of  
comparator companies on Total Shareholder Return, with  
the balance vesting on a straight line basis between the 50th  
and 75th percentile, where 100% of rights vest.  
Performance options  
Alongside these agreed changes the Board intends to review  
the Company’s Performance Rights Plan in the light of outcomes  
from various Australian government reviews as yet incomplete  
and alongside the need to retain competitive remuneration  
practices in the 18 countries in which our executive employees  
are operating.  
Performance options are issued for nil cash consideration with an  
exercise price equal to the volume weighted average CSL share  
price over the week up to and including the day of grant.  
Performance options have a basic earnings per share (EPS)  
performance hurdle. The target is 10% compound EPS growth  
per annum measured from 30 June in the financial year  
preceding the grant of options until 30 June in the financial year  
prior to the relevant test date. The Board considers that an EPS  
hurdle is appropriate since a key approved corporate objective is  
the pursuit of sustainable earnings growth.  
SESOP II  
Prior to the introduction of performance rights and performance  
options, the Senior Executive Share Ownership Plan II (“SESOP  
II”) had been used for the purpose of delivering long-term  
incentives. All SESOP II options which were capable of vesting  
have vested and there have been no SESOP II options granted  
since the 2003 financial year.  
Each grant of performance options is split into three tranches  
with different vesting periods, mirroring the arrangements  
detailed above with respect to performance rights. Vesting of  
performance options is subject to the EPS performance hurdle  
being met over applicable vesting periods. When a performance  
option vests, it entitles the eligible executives to purchase an  
ordinary share in the Company at the exercise price applicable to  
the option tranche.  
Under the rules of SESOP II, participants could be provided  
with a loan to fund the exercise of the options as at the date  
of exercise. Interest equivalent to the after-tax cash amount of  
dividends on the underlying shares (excluding the impact of  
imputation and assuming a marginal income tax rate of 46.5%)  
is charged on loans where provided. The SESOP II loan terms  
provide that the Company can seek immediate loan repayment  
where the market value of the shares issued to an individual  
participant falls to 110% or less of the total exercise price.  
This mechanism ensures that the full loan amount remains  
recoverable by the Company.  
The Company does not provide loans to fund the exercise of  
performance options.  
CSL Limited Financial Report 2008-2009  
45  
Certain KMP have outstanding SESOP II loans as at 30 June  
008 and 2009, respectively. The difference between interest  
Table 2- Annual compound growth of EPS  
2
calculated at market rates versus that which is calculated  
pursuant to the terms above is included in the relevant KMP’s  
remuneration as a non monetary benefit.  
Compound EPS growth to  
the end of the financial year  
Year of grant  
2
007  
2008  
41%  
30%  
2009  
41%  
35%  
41%  
Total amount of equity issued to employees  
2006  
2007  
53%  
As at 30 June 2009 the total number of shares, performance  
rights and options issued under all Company equity plans was  
2008  
5,349,182 representing 0.89% of the total number of issued  
shares.  
Since October 2003, the Company has provided long-term  
incentives using performance rights which have a total  
Relationship between Company performance and  
executive remuneration  
shareholder return (TSR) hurdle. On 30 September 2008 (test  
date), the vesting period of the performance rights granted  
on 7 June 2005 and 2 October 2006 (Tranche 1) concluded  
and an assessment was undertaken to determine whether the  
TSR hurdle had been met or exceeded between the grant and  
test dates applicable to each grant. An external, independent  
party calculated the respective TSR from the date of each grant  
and up until the test date. The TSR in respect of the 7 June  
The Company’s remuneration framework aims to incentivise  
executives towards creating shareholder value. The creation of  
shareholder value in recent years is evidenced by increases in  
earnings per share (EPS). The Company’s EPS performance is  
displayed graphically below:  
CSL Limited - Basic earnings per share (cents)*  
2005 grant was 301.29%, ranking the Company at the top of  
2
1
1
1
1
1
00  
80  
60  
40  
20  
00  
the comparator group. The TSR in respect to tranche 1 of the  
performance rights granted on 2 October 2006 was 110.6%,  
also ranking the Company at the top of the comparator group.  
Accordingly, as the TSR performance hurdle was exceeded in  
each instance, each issue of performance rights vested, thereby  
entitling eligible executives to an ordinary share per vested right  
for nil consideration.  
8
6
4
2
0
0
0
0
0
Employment Contracts - Non Executive Directors  
Non-executive directors are subject to ordinary election and  
rotation requirements as stipulated in the ASX Listing Rules and  
the Company’s constitution. Accordingly, there are no specific  
employment contracts with non-executive directors.  
2
004  
2005  
2006  
2007  
2008  
2009  
Employment Contracts -  
*
In certain years, the earnings per share used for performance  
management purposes has been adjusted to exclude the  
profit and loss impact attributable to significant events or  
transactions.  
Executive Key Management Personnel  
All executive key management personnel are employed under  
individual service contracts. Each contract outlines the key terms  
of employment including the executive’s fixed remuneration.  
The potential short-term incentive may also be stipulated in the  
contract or be governed by the Company’s remuneration policy  
which governs the level of short-term incentives applicable to  
seniority levels.  
The generation of an increasing level of EPS and shareholder  
value over the 6 years to 30 June 2009, has meant performance  
objectives which are linked to financial results have been met (or  
exceeded) and accordingly over that timeframe the component  
of each executive’s short term incentive that is linked to the  
consolidated group’s financial result has been payable.  
It is the Group’s general practice that employment contracts for  
executives do not have a fixed term.  
Similarly, long term equity rewards in the form of options and  
rights that have had testing dates within this 6 year timeframe  
have been found to have exceeded relevant performance  
hurdles and accordingly have vested.  
It is the Group’s policy that employment contracts for executives  
contain provisions for termination with notice or payment in lieu  
thereof.Accordingly, each executive key management person is  
entitled to 6 months notice on termination or to the payment  
of 6 months salary in lieu of notice. They are also entitled to 12  
months of salary (excluding non cash benefits) on termination,  
irrespective of the notice period given.Each individual is required  
to give the Group 6 months notice if they intend to resign from  
their role.An executive’s employment may also be terminated  
by the Group without notice and, without payment in lieu, for  
serious misconduct and breach of contract.  
Table 2 below illustrates the Group’s annual compound growth  
in basic earnings per share (EPS) in respect to performance  
options granted in 2006, 2007 and 2008 respectively. The  
compound growth rate applicable to Tranche 1 of the 2006  
performance options grant exceeded the 10% hurdle over  
their 2 year vesting period and accordingly those performance  
options vested in October 2008. Based on the growth rates  
below, it appears likely that Tranche 2 of the 2006 performance  
option grant and Tranche 1 of the 2007 performance option  
grant will each vest in October 2009.  
46  
CSL Limited Financial Report 2008-2009  
DIRECTORS’ REPORT CONTINUED  
Table 3 - Directors’ remuneration  
Directors  
Year  
Short term benefits  
Cash  
Post employment  
Super- Retirement  
Other long term  
Long Deferred  
cash Performance Performance  
2 2  
leave incentives rights options  
Equity  
Non-  
salary and  
Cash monetary  
service  
fees1  
bonus benefits annuation  
benefits  
Total  
$
$
$
$
$
$
$
$
$
$
Executive Directors  
Dr B A McNamee  
Managing Director  
A M Cipa  
2009 2,165,780 1,120,000  
2008 2,048,741 1,167,645  
2009 785,393 367,356  
-
-
100,000  
100,000  
66,458  
64,266  
-
-
-
-
124,439 560,000  
1,187,280  
1,059,728  
468,611  
407,137  
816,823 6,074,322  
561,291 5,714,792  
326,222 2,066,542  
209,538 1,917,444  
193,565 583,822  
-
52,502  
-
Finance Director  
2008  
841,851 333,960  
212  
60,480  
-
Non-executive Directors  
2
009 431,193  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
38,807  
33,853  
15,762  
14,299  
16,775  
14,636  
16,662  
14,524  
27,046  
14,974  
15,762  
14,524  
18,350  
15,874  
13,735  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
470,000  
410,000  
190,900  
175,675  
203,163  
181,012  
201,799  
178,400  
343,607  
186,350  
190,900  
178,400  
222,238  
199,750  
163,016  
E A Alexander  
Chairman  
2
2
2
2
2
2
2
008  
376,147  
-
009 175,138  
-
J H Akehurst  
Non-executive director  
008  
161,376  
-
009 186,388  
008 166,376  
009 185,137  
008 163,876  
-
I A Renard  
Non-executive director  
-
-
M A Renshaw  
Non-executive director  
-
3
2009  
52,836  
263,725  
K J Roberts  
Non-executive director  
2
2
2
2
2
008  
171,376  
-
-
-
-
-
-
009 175,138  
008 163,876  
009 203,888  
008 183,876  
Professor J Shine  
Non-executive director  
D J Simpson  
Non-executive director  
4
D W Anstice  
2009 149,281  
Non-executive director  
2
009 4,510,172 1,487,356  
-
329,357  
263,725 176,941 560,000  
254,045 583,822  
1,655,891  
1,143,045 10,126,487  
Total of all  
Directors5  
, 6  
2008 4,277,495 1,501,605  
212 286,950  
-
1,466,865  
770,829 9,141,823  
1
2
As disclosed in the section titled “Non-Executive Director Remuneration”, non-executive directors participate in the NED Share Plan under  
which non-executive directors are required to take at least 20% of their fees in the form of shares in the Company which are purchased on-  
market at prevailing share prices. The value of this remuneration element is included in cash, salary and fees.  
The options and rights have been valued using a combination of the Binomial and Black Scholes option valuation methodologies as at the  
grant date adjusted for the probability of performance hurdles being achieved. This valuation was undertaken by PricewaterhouseCoopers.  
The amounts disclosed in remuneration have been determined by allocating the value of the options and performance rights evenly over  
the period from grant date to vesting date in accordance with applicable accounting standards. As a result, the current and prior year  
remuneration includes amounts referable to options and rights that we granted in the year under report and in prior years.  
3
4
5
Mr K J Roberts retired from the office of Director on 15 October 2008. Accordingly, his 2009 remuneration is referrable to the period from 1  
July 2008 until 15 October 2008.  
Mr D W Anstice was appointed Director on 2 September 2008 and his remuneration is referrable to services rendered from that date until 30  
June 2009.  
There were no termination benefits paid to key management personnel listed in Table 3 during the years ended 30 June 2008 or 2009.  
During the 2009 financial year, Mr KJ Roberts received a retirement benefit of the type disclosed in the section titled “Non Executive Director  
Remuneration”.  
6
All non executive and executive directors are considered to be key management personnel.  
CSL Limited Financial Report 2008-2009  
47  
Table 4 – Non director executive key management personnel and other executive remuneration  
Executive  
Year  
Short term benefits  
Cash  
Post employment  
Other  
Other Long Term  
Long Deferred  
Equity  
Non-  
salary and  
Cash monetary  
Super- Retirement Termination service  
cash Performance Performance  
fees1  
bonus1 benefits annuation  
1
1
2
options2  
$
Total  
$
benefits  
$
benefits  
$
leave incentives  
right  
$
$
$
$
$
$
$
Key Management Personnel  
P Turner  
President, CSL  
Behring  
2009 1,342,671 646,324 14,217 245,512  
008 934,728 500,151 12,344 276,999  
-
- 129,470  
-
447,966  
326,222 3,152,382  
2
-
-
111,513  
-
395,443  
209,538 2,440,716  
A Cuthbertson 2009 558,585 183,206 10,298  
47,659  
-
-
24,239  
-
248,206  
180,312 1,252,505  
Chief Scientific  
Officer  
2008 500,755 142,684 36,396  
41,720  
-
-
14,300  
-
220,931  
120,812 1,077,598  
P Turvey3  
Company  
Secretary  
and General  
Counsel  
70,069  
45,762  
607,985  
91,454 1,325,204  
2009 305,034  
97,550  
1,304  
68,260  
-
-
20,006  
-
2008 538,764 245,410 10,309  
250,152  
-
-
39,723  
-
149,392  
M Sontrop  
GM, CSL  
Biotherapies  
Australia &  
New Zealand  
2009 391,765 154,875  
008 370,653 160,908  
-
109,892  
-
-
26,237  
-
137,592  
142,067  
962,428  
2
21,719  
127,746  
-
-
23,055  
-
100,877  
82,501  
887,459  
J Davies4  
GM, CSL  
Bioplasma, Asia  
Pacific  
114,210  
140,301  
2009 344,284 137,700  
-
93,364  
-
-
25,000  
-
854,859  
2008 100,841  
43,746  
1,880  
2,930  
-
-
16,541  
-
24,870  
25,524  
216,332  
A von Bibra5  
GM, Human  
Resources  
-
-
2009  
76,310  
-
-
16,929  
-
521,285 13,796  
-
628,320  
2008 334,247  
74,000  
1,369  
28,994  
-
-
8,540  
-
67,160  
70,013  
584,323  
E Bailey6  
Company  
Secretary  
15,185  
53,225  
-
11,654  
60,630  
-
2009 160,255  
43,400  
3,782  
11,706  
-
12,798  
12,372  
2,339  
-
-
18,269  
-
-
-
-
265,343  
457,737  
30,985  
G Boss6  
Group General  
Counsel  
2009 217,978 101,826  
-
-
-
-
-
-
650  
-
J Lever7  
Senior VP,  
Human Capital  
2009  
27,996  
-
T Giarla8  
President,  
Bioplasma Asia  
Pacific  
79,667  
51,413  
2008 244,755  
2008 105,246  
210,974 86,324  
27,881  
3,187  
704,201  
C Armit  
-
-
18,462  
-
-
-
-
-
-
123,708  
President, CSL  
Biotherapies  
2
009 3,424,878 1,364,881 41,307 609,125  
-
521,285 257,667  
-
1,086,453  
906,948 8,212,544  
Total KMP  
remuneration  
2008 3,129,989 1,377,873 170,341 774,884  
3,187  
- 213,672  
-
1,038,340  
651,255 7,359,541  
Other Executives9  
P Perreault  
Executive VP,  
Commercial  
Operations  
2009 549,471 267,801 45,571  
26,789  
21,625  
-
-
-
-
-
-
-
203,586  
133,804  
190,199 1,283,417  
150,935 1,154,821  
G Naylor  
2009 542,389 263,418 23,412  
19,238  
Executive VP,  
Plasma/Supply  
Chain  
48  
CSL Limited Financial Report 2008-2009  
DIRECTORS’ REPORT CONTINUED  
Table 4 – Non director executive key management personnel and other executive remuneration (Continued)  
1
Cash salary and fees, cash bonuses and superannuation paid in foreign currency in respect to executives based overseas have been  
converted to Australian dollars at an average exchange rate for the year. Both the amount of remuneration and any movement in  
comparison to prior years may be influenced by changes in the respective currency exchange rates. Mr P Turner, Mr G Boss, Mr P  
Perreault and Mr G Naylor are all based in the United States and accordingly elements of their total remuneration are impacted by the  
AUD/USD exchange rate. All other executives listed in Table 4 are based in Australia and their remuneration is denominated in Australian  
dollars.  
2
The options and rights have been valued using a combination of the Binomial and Black Scholes option valuation methodologies as at  
the grant date adjusted for the probability ofhurdles being achieved. This valuation was undertaken by PricewaterhouseCoopers. The  
amounts disclosed have been determined by allocating the value of the options and performance rights evenly over the period from  
grant date to vesting date in accordance with applicable accounting standards. As a result, the current and prior year remuneration  
includes amounts referable to options and rights that were granted in the year under report and in prior years.  
3
Mr P Turvey resigned as Company Secretary on 31 December 2008. Accordingly Mr Turvey’s 2009 remuneration reflects amounts paid to  
him from 1 July 2008 until his date of resignation.  
4
Mr J Davies became a key management person on 1 March 2008 and therefore remuneration disclosed for 2008 purposes reflects  
amounts paid or payable to Mr Davies from that date until 30 June 2008.  
5
Ms A von Bibra ceased to be a key management person upon leaving the Company on 31 December 2008. Accordingly, Ms von Bibra’s  
2009 remuneration reflects amounts paid to her from 1 July 2008 until 31 December 2008.  
6
Mr E Bailey became a key management person on 1 January 2009 when he was appointed as Company Secretary. Similarly, Mr G  
Boss became a key management person on I January 2009 when he became Group General Counsel. Accordingly, their respective  
2009 remuneration amounts as disclosed above reflect amounts paid or payable to them from the date on which each became a key  
management person until 30 June 2009.  
7
8
Ms J Lever became a key management person on 1 June 2009. Accordingly, Ms Lever’s remuneration reflects amounts paid to her from  
1
June 2009 to 30 June 2009.  
Mr T Giarla ceased to be a key management person effective 30 June 2008. Mr T Giarla was previously on an international assignment  
contract. Mr Giarla repatriated to the USA in February 2008, and was retained in a part time advisor capacity until December 2008.  
Consistent with the terms of his contract at the conclusion of Mr Giarla’s advisory role he received a termination payment consisting of  
1
year base salary, health benefits for two years after termination date and US$32,000 as compensation for other ongoing benefits.  
These amounts did not enter into the calculation of Mr Giarla’s remuneration for the 2008 financial year, as disclosed above, and are not  
included in 2009 remuneration amounts as Mr Giarla was not a key management person during the 2009 financial year.  
9
Mr P Perreault’s and Mr G Naylor’s 2009 remuneration has been disclosed pursuant to the requirements of section 300A(1) of the  
Corporations Act 2001, as each received remuneration in 2009 which placed them amongst the Group’s 5 most highly remunerated  
executives in that year. Mr P Perrault and Mr G Naylor are not KMP in the context of AASB 124 Related Party Disclosures.  
CSL Limited Financial Report 2008-2009  
49  
Executive Key Management Personnel  
Fixed and Performance Remuneration Components  
Table 5 – Executive key management personnel remuneration components in the 2009 financial year  
Performance Related Remuneration  
Remuneration  
components  
as a proportion  
of total  
Equity Based  
Remuneration not  
linked to Company  
performance1  
Cash based  
bonuses  
Performance  
rights  
Performance  
options  
2
remuneration  
Total  
Total  
Executive Directors  
B A McNamee  
A M Cipa  
39%  
44%  
28%  
18%  
20%  
22%  
13%  
16%  
61%  
56%  
100%  
100%  
Other executives  
P Turner  
55%  
51%  
21%  
15%  
16%  
16%  
22%  
16%  
16%  
-
14%  
20%  
11%  
6%  
12%  
14%  
13%  
-
10%  
14%  
8%  
4%  
13%  
15%  
17%  
-
45%  
49%  
35%  
26%  
47%  
45%  
46%  
-
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
A Cuthbertson  
P Turvey  
65%  
74%  
E Bailey  
G Boss  
53%  
55%  
54%  
100%  
100%  
M Sontrop  
J Davies  
A von Bibra  
J Lever  
-
-
-
-
1
Remuneration not linked to Company performance means fixed remuneration as outlined in the section “Executive Remuneration”  
of this report and comprises cash salary, superannuation and non monetary benefits.  
As stated under the “Fixed Remuneration” section of this report, any recommendations concerning senior executive fixed remuneration  
levels are significantly influenced by the executive’s performance as assessed under the CSL Group’s performance management system.  
2
Cash based bonuses include amounts awarded which are due and payable shortly after the conclusion of the financial year as well as  
that component of Dr McNamee’s entitlement which is subject to deferred settlement terms.  
50  
CSL Limited Financial Report 2008-2009  
DIRECTORS’ REPORT CONTINUED  
Table 6 - Executive key management personnel performance remuneration components in the 2009 financial year  
Value of  
options  
& rights  
exercised  
during  
2008/09  
at exercise  
date3  
Grant date  
value of  
options  
& rights  
granted  
during  
Remuneration  
consisting  
of options &  
rights  
Key management  
person  
Accounting values being amortised in respect  
of the 2009 equity grants in future years  
Cash incentives1  
Percentage  
2
2008/09  
Percentage  
Not  
2010  
$
2011  
$
2012  
$
2013  
$
Awarded1  
Awarded1  
%
$
$
Executive Directors  
B A McNamee  
A M Cipa  
80.0%  
80.0%  
20.0%  
20.0%  
582,369  
262,178  
421,721  
189,856  
219,391  
98,769  
42,555  
19,158  
33%  
38%  
1,700,022  
765,337  
6,478,500  
-
Other executives  
P Turner  
95.0%  
75.0%  
75.0%  
70.0%  
100.0%  
87.5%  
85.0%  
-
5.0%  
25.0%  
25.0%  
30.0%  
-
262,178  
130,996  
-
189,856  
94,860  
-
98,769  
49,349  
-
19,158  
9,572  
-
24%  
34%  
19%  
10%  
25%  
29%  
32%  
-
765,337  
382,396  
-
3,488,560  
1,733,293  
1,179,150  
610,762  
778,537  
1,353,831  
-
A Cuthbertson  
P Turvey  
E Bailey  
20,745  
116,988  
143,113  
143,113  
-
14,986  
84,717  
103,636  
103,636  
-
7,769  
44,072  
53,916  
53,916  
-
1,505  
8,549  
10,458  
10,458  
-
60,465  
341,506  
417,771  
417,771  
-
G Boss  
M Sontrop  
J Davies  
12.5%  
15.0%  
-
A von Bibra  
721,857  
-
4
J Lever  
-
-
-
-
-
-
-
-
1
Cash incentives awarded and not awarded relate to the period ended 30 June 2009 only. All cash incentive amounts are payable in full  
shortly after the conclusion of the 30 June 2009 financial year with the exception of that component of Dr McNamee’s cash incentive  
that is subject to deferred settlement. The percentage awarded and not awarded in respect to Dr McNamee’s cash paid incentive  
components (comprising an amount paid shortly after the conclusion of the financial year and an amount subject to deferred settlement  
terms) are the same.  
The extent to which an individual executive meets and exceeds their annual performance objectives determines the level of award  
received. To be awarded 100% of an executive’s potential short-term incentive, the executive is required to have exceeded all  
performance objectives.  
2
The value of performance rights and performance options is determined at grant date and is then amortised over the applicable vesting  
period.The amount which will be included in a given executive’s remuneration for a given year is consistent with this amortisation  
amount.  
3
4
The value at exercise date has been determined by the share price at the close of business on exercise date less the option/right exercise  
price (if any) multiplied by the number of options/rights exercised during 2009.  
Ms J Lever commenced employment on 1 June 2009 and was therefore not eligible to participate in the 2009 short term incentive  
program.  
CSL Limited Financial Report 2008-2009  
51  
Executive Key Management Personnel  
Options and Rights Holdings  
Table 7 – Key management personnel performance right holdings  
Balance at 30 June 2009  
Balance  
Number Balance at  
Number  
Key management  
person  
at 1 July  
2008  
Number  
granted  
Number  
exercised  
lapsed /  
forfeited  
30 June vested during Vested and  
2009  
the year exercisable Unvested  
Executive Directors  
B A McNamee  
A M Cipa  
513,480  
176,340  
21,600  
9,720  
210,000  
-
-
-
325,080  
186,060  
244,230  
94,290  
244,230  
154,290  
80,850  
31,770  
Other executives  
P Turner  
114,990  
57,870  
42,270  
9,840  
9,720  
4,860  
-
92,940  
45,150  
32,625  
-
-
31,770  
17,580  
9,645  
10,800  
11,585  
13,505  
25,310  
-
92,940  
45,150  
32,625  
3,180  
-
31,770  
17,580  
9,645  
3,420  
11,585  
13,505  
13,385  
-
A Cuthbertson  
P Turvey  
-
-
-
-
E Bailey  
960  
-
7,380  
G Boss  
21,690  
31,830  
20,010  
18,360  
-
4,340  
5,300  
5,300  
-
14,445  
23,625  
-
-
14,445  
23,625  
11,925  
11,280  
-
-
M Sontrop  
J Davies  
-
-
-
11,925  
A von Bibra  
J Lever  
11,280  
-
7,080  
-
-
-
-
-
-
Total  
1,006,680  
61,800  
430,065  
7,080  
631,335  
573,690  
417,825  
213,510  
The number of ordinary shares issued on exercise of performance rights is equivalent to the number of performance rights exercised.No  
amounts are payable on exercise of performance rights.  
Table 8 - The terms and conditions of the performance rights granted to key management personnel (amongst others) in the 2008 and  
2009 financial years  
Value per right  
at grant date  
First exercise  
date  
Last exercise  
date  
Grant Date  
Tranche  
1
1
1
1
1
1
October 2007  
October 2007  
October 2007  
October 2008  
October 2008  
October 2008  
1
2
3
1
2
3
28.65  
26.78  
25.20  
33.30  
31.72  
30.15  
1 October 2009  
1 October 2010  
1 October 2014  
1 October 2014  
1 October 2011  
1 October 2014  
30 September 2010  
30 September 2011  
30 September 2012  
30 September 2013  
30 September 2013  
30 September 2013  
52  
CSL Limited Financial Report 2008-2009  
DIRECTORS’ REPORT CONTINUED  
Options and Rights Holdings  
Table 9 - Shares issued to key management personnel on exercise of performance rights during the 2009 financial year  
Executive  
Date performance rights granted  
6 October 2003  
0 March 2004  
June 2005  
20 December 2005  
October 2006  
June 2005  
20 December 2005  
October 2006  
June 2005  
20 December 2005  
Number of shares issued  
90,000  
120,000  
52,950  
2
B A Mc Namee  
3
7
P Turner  
35,700  
2
4,290  
7
15,750  
A Cuthbertson  
P Turvey  
27,000  
2
2,400  
7
18,750  
12,000  
1,875  
2
2
2
2
October 2006  
June 2005  
October 2006  
June 2005  
October 2006  
June 2005  
October 2006  
7
13,050  
G Boss  
1,395  
7
22,050  
1,575  
M Sontrop  
A von Bibra  
7
9,900  
1,380  
No amount is payable on exercise of performance rights. One ordinary share is issued on the exercise of each performance right.  
Table 10 - Key management personnel option holdings  
Balance at 30 June 2009  
Balance  
at 1 July  
2008  
Number Balance at  
Number  
Key management  
person  
Number  
Granted  
Number  
Exercised  
Lapsed /  
Forfeited  
30 June Vested during Vested and  
2009  
the year exercisable Unvested  
Executive Directors  
B A McNamee  
A M Cipa  
236,400  
87,840  
74,880  
33,720  
-
-
-
-
311,280  
121,560  
39,690  
14,535  
39,690  
14,535  
271,590  
107,025  
Other executives  
P Turner  
87,840  
50,280  
38,340  
25,140  
38,460  
47,520  
32,100  
36,240  
-
33,720  
16,840  
-
14,535  
8,130  
-
-
107,025  
58,990  
38,340  
8,760  
43,900  
50,940  
50,520  
-
14,535  
8,130  
6,345  
1,080  
4,740  
5,310  
5,310  
4,680  
-
-
-
107,025  
58,990  
31,995  
7,680  
39,160  
45,630  
45,210  
-
A Cuthbertson  
P Turvey  
-
-
6,345  
1,080  
4,740  
5,310  
5,310  
-
E Bailey  
2,220  
15,040  
18,420  
18,420  
-
18,600  
9,600  
15,000  
-
-
G Boss  
-
M Sontrop  
J Davies  
-
-
23,640  
-
A von Bibra  
J Lever  
12,600  
-
-
-
-
-
Total  
680,160  
213,260  
78,465  
23,640  
791,315  
104,355  
77,010  
714,305  
Table 11- Terms and conditions of the options granted to key management personnel (amongst others) during the 2008 and 2009 financial years  
Value per option  
at Grant Date  
First Exercise  
Date  
Last Exercise  
Date  
Grant Date  
Tranche  
1
1
1
1
1
1
October 2007  
October 2007  
October 2007  
October 2008  
October 2008  
October 2008  
1
2
3
1
2
3
12.06  
12.33  
12.59  
13.31  
13.58  
13.85  
1 October 2009  
1 October 2010  
1 October 2014  
1 October 2014  
1 October 2011  
1 October 2014  
30 September 2010  
30 September 2011  
30 September 2012  
30 September 2013  
30 September 2013  
30 September 2013  
CSL Limited Financial Report 2008-2009  
53  
Options and Rights Holdings  
Table 12 – Shares issued on exercise of options during the 2009 financial year  
Number of  
shares  
$ amount  
paid per  
share  
$ amount  
unpaid per  
share  
Executive  
P Turner  
Date options granted  
2 October 2006  
2 October 2006  
2 October 2006  
1 July 2003  
issued  
14,535  
8,130  
17.48  
17.48  
17.48  
4.06  
4.06  
4.06  
4.06  
-
-
-
-
-
-
-
A Cuthbertson  
A von Bibra  
A von Bibra  
E Bailey  
4,680  
7,920  
1 July 2003  
18,600  
9,600  
15,000  
G Boss  
1 July 2003  
M Sontrop  
1 July 2003  
One ordinary share is issued on the exercise of each option.  
1
6. OtherTransactions andBalanceswithDirectorsand  
otherKey ManagementPersonnel  
(b) that the Company will maintain, for the term of each  
director’s appointment and for seven years following  
cessation of office, an insurance policy for the benefit of  
each director which insures the director against liability for  
acts or omissions of that director in the director’s capacity  
or former capacity as a director ; and  
The directors and other key management personnel and their  
related entities have the following transactions with entities  
within the consolidated entity that occur within a normal  
employee, customer or supplier relationship on terms and  
conditions no more favourable than those which it is reasonable  
to expect the entity would have adopted if dealing at arm’s  
length in similar circumstances:  
(c) the relevant director with a right of access to Board papers  
relating to the director’s period of appointment as a  
director for a period of seven years following that director’s  
cessation of office. Access is permitted where the director is,  
or may be, defending legal proceedings or appearing before  
an inquiry or hearing of a government agency or an external  
administrator, where the proceedings, inquiry or hearing  
relates to an act or omission of the director in performing  
the director’s duties to the Company during the director’s  
period of appointment.  
The Group has a number of contractual relationships, including  
property leases and collaborative research arrangements, with  
the University of Melbourne of which Mr Ian Renard was the  
Chancellor until 10 January 2009 and of which Miss Elizabeth  
Alexander is the Chair of the Finance Committee and a member  
of the Council and Dr Virginia Mansour (whose husband is Dr  
Brian McNamee) is a member of the Council.  
In addition to the Director’s Deeds, Rule 146 of the Company’s  
constitution requires the Company to indemnify each “officer”  
of the Company and of each wholly owned subsidiary of the  
Company out of the assets of the Company “to the relevant  
extent” against any liability incurred by the officer in the  
conduct of the business of the Company or in the conduct of  
the business of such wholly owned subsidiary of the Company  
or in the discharge of the duties of the officer unless incurred  
in circumstances which the Board resolves do not justify  
indemnification.  
1
7. IndemnificationofDirectorsandOfficers  
During the financial year, the insurance and indemnity  
arrangements discussed below were in place concerning  
directors and officers of the consolidated entity.  
The Company has entered into a Director’s Deed with each  
director regarding access to Board papers, indemnity and  
insurance. Each deed provides:  
(a) an ongoing and unlimited indemnity to the relevant director  
against liability incurred by that director in or arising out  
of the conduct of the business of the Company or of a  
subsidiary (as defined in the Corporations Act) or in or  
arising out of the discharge of the duties of that director.  
The indemnity is given to the extent permitted by law and to  
the extent and for the amount that the relevant director is  
not otherwise entitled to be, and is not actually, indemnified  
by another person or out of the assets of a corporation,  
where the liability is incurred in or arising out of the conduct  
of the business of that corporation or in the discharge of the  
duties of the director in relation to that corporation;  
For this purpose, “officer” includes a director, executive officer,  
secretary, agent, auditor or other officer of the Company.  
The indemnity only applies to the extent the Company is not  
precluded by law from doing so, and to the extent that the  
officer is not otherwise entitled to be or is actually indemnified  
by another person, including under any insurance policy, or out  
of the assets of a corporation, where the liability is incurred in  
or arising out of the conduct of the business of that corporation  
or in the discharge of the duties of the officer in relation to that  
corporation.  
54  
CSL Limited Financial Report 2008-2009  
DIRECTORS’ REPORT CONTINUED  
The Company paid insurance premiums of $780,334 in respect  
of a contract insuring each individual director of the Company  
and each full time executive officer, director and secretary of  
the Company and its controlled entities, against certain liabilities  
and expenses (including liability for certain legal costs) arising as  
a result of work performed in their respective capacities, to the  
extent permitted by law.  
19. Rounding  
The amounts contained in this report and in the financial report  
have been rounded to the nearest $1,000 (where rounding is  
applicable) unless specifically stated otherwise under the relief  
available to the Company under ASIC Class Order 98/0100. The  
Company is an entity to which the Class Order applies.  
This report has been made in accordance with a resolution of  
directors.  
1
8. Auditor independence and non-audit services  
The Company may decide to employ the auditor on assignments  
additional to their statutory audit duties where the auditor’s  
expertise and experience with the Company and/or the  
consolidated entity are important.  
Details of the amounts paid or payable to the entity’s auditor,  
Ernst & Young for non-audit services provided during the year  
are set out below. The directors, in accordance with the advice  
received from the Audit and Risk Management Committee, are  
satisfied that the provision of non-audit services is compatible  
with the general standard of independence for auditors  
imposed by the Corporations Act 2001. The directors are  
satisfied that the provision of non-audit services by the auditor  
did not compromise the auditor independence requirements of  
the Corporations Act 2001 for the following reasons:  
Elizabeth Alexander (Director)  
Brian A McNamee (Director)  
Melbourne  
all non-audit services have been reviewed by the Audit and  
Risk Management Committee to ensure that they do not  
impact the impartiality and objectivity of the auditor; and  
19 August 2009  
none of the services undermine the general principles relating  
to auditor independence as set out in Professional Statement  
F1, including reviewing or auditing the auditor’s own work,  
acting in a management or a decision making capacity for the  
Company, acting as an advocate for the Company or jointly  
sharing economic risks and rewards.  
A copy of the auditors’ independence declaration as required  
under section 307C of the Corporations Act 2001 accompanies  
this Report.  
Ernst & Young and its related practices received or are due to  
receive the following amounts for the provision of non-audit  
services in respect to the year ended 30 June 2009:  
Due diligence and completion audits  
Compliance and other services  
$21,481  
$222,554  
$244,035  
Total fee paid for non-audit services  
CSL Limited Financial Report 2008-2009  
55  
AUDITOR’S INDEPENDENCE DECLARATION  
TO THE DIRECTORS OF CSL LIMITED  
In relation to our audit of the financial report of CSL Limited for the financial year ended 30 June 2009,  
to the best of my knowledge and belief, there have been no contraventions of the auditor independence  
requirements of the Corporations Act 2001 or any applicable code of professional conduct.  
E
rns
t & Y
oung  
Denis Thorn  
Partner  
Melbourne  
19 August 2009  
56  
CSL Limited Financial Report 2008-2009  
CSL LIMITED  
INCOME STATEMENTS  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
009  
2008  
$000  
2009  
$000  
2008  
$000  
Notes  
$000  
Continuing operations  
Sales revenue  
3
4,622,387  
3,556,662  
569,212  
553,674  
Cost of sales  
(2,399,720)  
(1,928,683)  
(402,453)  
(362,355)  
Gross profit  
2,222,667  
247,666  
1,627,979  
237,630  
9,080  
166,759  
510,411  
9,274  
191,319  
524,150  
4,526  
Other revenues  
3
3
Other income  
169,352  
Research and development expenses  
Selling and marketing expenses  
General and administration expenses  
Finance costs  
(311,615)  
(489,150)  
(407,264)  
(61,909)  
(225,121)  
(396,100)  
(251,648)  
(49,796)  
(175,614)  
(69,448)  
(36,006)  
-
(124,233)  
(74,738)  
(53,649)  
(437)  
3(i)  
3
Profit before income tax expense  
1,369,747  
(223,815)  
952,024  
405,376  
7,819  
466,938  
(33,111)  
Income tax (expense) / benefit  
4
(250,222)  
Profit attributable to members of the parent company 22  
1,145,932  
701,802  
413,195  
433,827  
Earnings per share  
5
Cents  
Cents  
Basic earnings per share  
Diluted earnings per share  
192.51  
191.74  
127.58  
126.85  
The above income statements should be read in conjunction with the accompanying notes.  
CSL Limited Financial Report 2008-2009  
57  
CSL LIMITED  
BALANCE SHEETS  
AS AT 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
009  
2008  
$000  
2009  
$000  
2008  
$000  
Notes  
$000  
CURRENT ASSETS  
Cash and cash equivalents  
Trade and other receivables  
Inventories  
6
7
2,528,097  
885,884  
1,522,039  
12,174  
701,590  
709,390  
1,198,133  
-
-
2,900,012  
90,108  
58,161  
-
-
671,824  
77,453  
40,136  
-
8
Current tax assets  
16  
9
Other financial assets  
854  
1,513  
Total Current Assets  
4,949,048  
2,610,626  
3,048,281  
789,413  
NON-CURRENT ASSETS  
Trade and other receivables  
Other financial assets  
7
9
10,225  
8,397  
8,160  
8,442  
6,408  
1,348,974  
379,849  
12,384  
-
4,832  
1,340,144  
Property, plant and equipment  
Deferred tax assets  
10  
11  
12  
13  
1,197,502  
227,096  
974,547  
-
975,936  
173,238  
910,510  
8,052  
348,242  
-
-
Intangible assets  
Retirement benefit assets  
-
3,518  
Total Non-Current Assets  
TOTAL ASSETS  
2,417,767  
7,366,815  
2,084,338  
4,694,964  
1,747,615  
4,795,896  
1,696,736  
2,486,149  
CURRENT LIABILITIES  
Trade and other payables  
Interest-bearing liabilities and borrowings  
Current tax liabilities  
14  
15  
16  
17  
18  
19  
663,818  
332,358  
101,173  
126,959  
469  
444,723  
128,052  
123,018  
139,525  
469  
1,149,211  
684,820  
5,789  
54,157  
30,328  
469  
55,055  
-
31,797  
469  
Provisions  
Deferred government grants  
Derivative financial instruments  
873  
167  
-
-
Total Current Liabilities  
1,225,650  
835,954  
1,236,532  
775,563  
NON-CURRENT LIABILITIES  
Interest-bearing liabilities and borrowings  
Deferred tax liabilities  
15  
11  
17  
18  
13  
385,420  
108,062  
38,811  
825,134  
93,677  
41,553  
6,950  
-
-
-
593  
Provisions  
6,573  
12,083  
2,772  
6,687  
6,950  
-
Deferred government grants  
Retirement benefit liabilities  
12,083  
133,894  
85,571  
Total Non-Current Liabilities  
TOTAL LIABILITIES  
NET ASSETS  
678,270  
1,903,920  
5,462,895  
1,052,885  
1,888,839  
2,806,125  
21,428  
1,257,960  
3,537,936  
14,230  
789,793  
1,696,356  
EQUITY  
Contributed equity  
Reserves  
20  
21  
22  
2,760,207  
15,198  
1,034,337  
(134,299)  
1,906,087  
2,760,207  
55,565  
1,034,337  
27,823  
Retained earnings  
2,687,490  
722,164  
634,196  
TOTAL EQUITY  
24  
5,462,895  
2,806,125  
3,537,936  
1,696,356  
The above balance sheets should be read in conjunction with the accompanying notes.  
58  
CSL Limited Financial Report 2008-2009  
CSL LIMITED  
STATEMENTS OF RECOGNISED INCOME AND EXPENSE  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
009  
2008  
$000  
2009  
$000  
2008  
$000  
Notes  
$000  
Profit for the year  
1,145,932  
701,802  
413,195  
433,827  
Exchange differences on translation of foreign operations,  
net of hedges  
21  
121,011  
-
51,894  
(2,957)  
(3,534)  
-
-
-
(2,957)  
(2,973)  
Gains/(losses) on available-for-sale financial assets, net of tax 21  
Actuarial gains/(losses) on defined benefit plans, net of tax  
Net income/(expense) recognised directly in equity  
22  
(45,037)  
(5,734)  
75,974  
45,403  
(5,734)  
(5,930)  
Total recognised income and expense for the year  
attributable to equity holders  
24  
1,221,906  
747,205  
407,461  
427,897  
The above statements of recognised income and expense should be read in conjunction with the accompanying notes.  
CSL Limited Financial Report 2008-2009  
59  
CSL LIMITED  
CASH FLOW STATEMENTS  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
009  
2008  
$000  
2009  
$000  
2008  
$000  
Notes  
$000  
Cash flows from Operating Activities  
Receipts from customers  
4,756,195  
3,648,044  
(2,709,521)  
384,296  
373,671  
Payments to suppliers and employees  
(3,440,962)  
(280,773)  
(202,227)  
Cash generated from operations  
Income taxes paid  
1,315,233  
(294,150)  
66,198  
938,523  
(237,859)  
33,574  
103,523  
(63,953)  
2,510  
-
171,444  
(26,417)  
1,943  
(5)  
Interest received  
Finance costs paid  
(62,457)  
(44,982)  
Net cash inflow from operating activities  
25  
1,024,824  
689,256  
42,080  
146,965  
Cash flows from Investing Activities  
Proceeds from sale of property, plant and equipment  
Dividends received  
1,411  
845  
-
-
-
-
4,346  
857  
Trust distribution received  
-
7,325  
(218,086)  
(42)  
-
7,325  
Payments for property, plant and equipment  
Payments for other investments  
(285,611)  
(70,975)  
(62,102)  
-
-
-
-
-
-
(42)  
Payments for intellectual property  
(32,292)  
(26,578)  
(186)  
-
-
-
-
Payments for restructuring of acquired entities and businesses  
Payments for onerous contracts  
-
-
(2,399)  
-
Payments related to discontinued acquisition activities  
(133,037)  
Net cash outflow from investing activities  
(449,529)  
(239,121)  
(66,629)  
(53,962)  
Cash flows from Financing Activities  
Proceeds from issue of shares  
1,859,903  
(319,492)  
-
13,099  
(227,431)  
-
1,859,903  
(319,492)  
(1,510,187)  
-
13,099  
Dividends paid  
23  
(227,431)  
Advances (to)/from subsidiaries  
Repayment of borrowings  
174,263  
(397,340)  
(54,941)  
(34,004)  
(36,858)  
-
-
-
-
Payment for shares bought back  
Receipts/(payment) for settlement of finance hedges  
(54,941)  
-
26,080  
Net cash inflow/(outflow) from financing activities  
1,054,126  
(225,110)  
225,025  
(24,717)  
(40,069)  
Net increase/(decrease) in cash and cash equivalents  
1,629,421  
(49,266)  
52,934  
Cash and cash equivalents at the beginning  
of the financial year  
695,596  
474,138  
(5,789)  
(58,723)  
Exchange rate variations on foreign cash  
and cash equivalent balances  
197,175  
(3,567)  
-
-
Cash at the end of the financial year  
25  
2,522,192  
695,596  
(55,055)  
(5,789)  
For non-cash financing activities refer to note 25.  
The above cash flow statements should be read in conjunction with the accompanying notes.  
60  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS  
FOR THE YEAR ENDED 30 JUNE 2009  
1. Corporate information  
CSL Limited is a company incorporated and domiciled in Australia and limited by shares publicly traded on the Australian Stock Exchange.  
This financial report covers both the separate financial statements of CSL Limited, as an individual entity and the consolidated financial  
statements for the consolidated entity consisting of CSL Limited (the Parent Company) and its subsidiaries (together referred to as the  
Group).The financial report was authorised for issue in accordance with a resolution of the directors on 19 August 2009.  
A description of the nature of the Group’s operations and its principal activities is included in the directors’ report.  
Summary of significant accounting policies  
The principal accounting policies adopted in the preparation of the financial report are set out below. These policies have been consistently  
applied to all the years presented unless otherwise stated.  
(a) Basis of preparation  
This general purpose financial report has been prepared in accordance with Australian Accounting Standards, other authoritative  
pronouncements of the Australian Accounting Standards Board and the Corporations Act 2001. The financial report also complies with  
International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board. The financial report has  
been prepared under the historical cost convention, except for “available-for-sale” and “at fair value through profit or loss” financial  
assets and liabilities (including derivative instruments), that have been measured at fair value.  
The preparation of a financial report in conformity with Australian Accounting Standards requires the use of certain critical accounting  
estimates.It also requires management to exercise its judgement in the process of applying the Group’s accounting policies. The areas  
involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial report  
are disclosed in note 1(ee).  
The Parent Company is of a kind referred to in Class Order 98/0100, issued by the Australian Securities and Investments Commission,  
relating to ‘rounding off’ of amounts in the financial report. Amounts in the financial report have been rounded off in accordance with  
that Class Order to the nearest thousand dollars.  
Early Adoption of AASB 8 Operating Segments  
AASB 8 Operating Segments was early adopted by the Group in 2009. AASB 8 replaces AASB 114 Segment Reporting. The new  
standard requires segment information to be presented on the same basis as that used for internal reporting purposes. This has resulted  
in an increase in the number of reportable segments presented. The change in reportable segments has required a reallocation of  
Research & Development expense. There have been no impacts on the measurement of the segment assets and liabilities as a result of  
applying the new standard. Comparatives for 2008 have been restated.  
(
b) Principles of consolidation  
i. Subsidiaries  
The consolidated financial statements comprise the financial statements of CSL Limited and its subsidiaries. Subsidiaries are all of  
those entities over which the Group has the power to govern the financial and operating policies so as to obtain benefits from  
their activities.The financial statements of the subsidiaries are prepared using consistent accounting policies and for the same  
reporting period as the Parent Company.  
In preparing the consolidated financial statements, all intercompany balances and transactions have been eliminated in full.  
Subsidiaries are fully consolidated from the date on which control is obtained by the Group and cease to be consolidated from the  
date on which control is transferred out of the Group.  
The acquisition of subsidiaries is accounted for using the purchase method of accounting. The purchase method of accounting  
involves allocating the cost of the business combination to the fair value of assets acquired and the liabilities and contingent  
liabilities assumed at the date of the acquisition.  
In the individual financial statements of CSL Limited, investments in subsidiaries are accounted for at cost.  
ii. Employee share trust  
The Group has formed a trust to administer the Group’s employee share scheme. This trust is consolidated as the substance of the  
relationship is that the trust is controlled by the Group.  
CSL Limited Financial Report 2008-2009  
61  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
1. Summary of significant accounting policies (continued)  
(c) Segment reporting  
Operating segments, as defined in note 2, are reported in a manner consistent with the internal reporting to the chief operating  
decision maker.The Chief Executive Officer is considered to be the chief operating decision maker.  
(d) Foreign currency translation  
i. Functional and presentation currency  
Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary economic  
environment in which the entity operates (‘the functional currency’).The consolidated financial statements are presented in  
Australian dollars, which is CSL Limited’s functional and presentational currency.  
ii. Translation and balances  
Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the  
transactions.Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at  
year end exchange rates of monetary assets and liabilities denominated in functional currencies are recognised in the income  
statement, except when deferred in equity as qualifying cash flow hedges and qualifying net investment hedges or are attributable  
to part of the net investment in a foreign operation.  
iii. Group companies  
The results of foreign subsidiaries are translated into Australian dollars at average exchange rates. Assets and liabilities of foreign  
subsidiaries are translated to Australian dollars at exchange rates prevailing at balance date and resulting exchange differences are  
recognised in the foreign currency translation reserve in equity.  
On consolidation, exchange differences arising from the translation of any net investment in foreign entities, and of borrowings  
and other financial instruments designated as hedges of such investments, are taken to the foreign currency translation reserve in  
equity.When a foreign operation is sold or any borrowings forming part of the net investment are repaid, a proportionate share of  
such exchange differences are recognised in the income statement, as part of the gain on sale or loss on sale where applicable.  
(e) Revenue recognition  
Revenue is recognised and measured at the fair value of the consideration received or receivable. The Group recognises revenue when:  
the amount of revenue can be reliably measured, it is probable that the future economic benefits will flow to the Group and the specific  
criteria have been met for each of the Group’s activities as described below.  
i. Sales revenue  
Sales revenue comprises revenue earned (net of returns, discounts and allowances) from the provision of products to buyers  
external to the Group. Sales revenue is recognised when the significant risks and rewards of ownership of the goods have passed  
to the buyer.  
ii. Interest income  
Interest income is recognised as it accrues (using the effective interest rate method).  
iii. Other revenue  
Other revenue is recognised as it accrues.  
iv. Dividend income  
Dividend income is recognised when the shareholder’s right to receive the payment is established.  
(f) Government grants  
Government grants are recognised at their fair value where there is reasonable assurance that the grant will be received and the Group  
will comply with all attached conditions. Government grants relating to an expense item are deferred and recognised in the income  
statement over the period necessary to match them with the expenses that they are intended to compensate. Government grants  
received for which there are no future related costs are recognised in the income statement immediately. Government grants relating to  
the purchase of property, plant and equipment are included in current and non-current liabilities as deferred income and are released to  
the income statement on a straight line basis over the expected useful lives of the related assets.  
(g) Borrowing costs  
Borrowing costs are expensed as incurred, except where they are directly attributable to the acquisition or construction of a qualifying  
asset in which case they are capitalised as part of the cost of that asset.  
62  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
1. Summary of significant accounting policies (continued)  
(
h) Goods and Services Tax and other foreign equivalents (GST)  
Revenues, expenses and assets are recognised net of GST except where the amount of GST incurred is not recoverable from a taxation  
authority in which case it is recognised as part of an asset’s cost of acquisition or as part of the expense. Receivables and payables  
are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, taxation  
authorities is included in other receivables or payables in the balance sheet. Cash flows are presented in the cash flow statement on a  
gross basis.The GST component of cash flows arising from investing and financing activities that are recoverable from or payable to a  
taxation authority are presented as part of operating cash flows.Commitments and contingencies are disclosed net of the amount of  
GST recoverable from, or payable to, a taxation authority.  
(
i) Income tax  
The income tax expense or revenue for the period is the tax payable on the current period’s taxable income based on the applicable  
income tax rate for each jurisdiction adjusted for changes in deferred tax assets and liabilities attributable to temporary differences and  
to unused tax losses.  
Deferred income tax is provided in full, using the liability method, on temporary differences arising between the tax bases of assets  
and liabilities and their carrying amounts in the consolidated financial statements.Deferred income tax is determined using tax rates  
(and laws) that have been enacted or substantially enacted by the reporting date and are expected to apply when the related deferred  
income tax asset is realised or deferred income tax liability is settled.  
Deferred tax assets are recognised for deductible temporary differences and unused tax losses only if it is probable that future taxable  
amounts will be available to utilise those temporary differences and tax losses.  
Deferred tax assets and liabilities are not recognised for temporary differences between the carrying amount and tax bases of  
investments in controlled entities where the Parent Company is able to control the timing of the reversal of temporary differences and it  
is probable that the differences will not reverse in the foreseeable future.  
Deferred tax assets and liabilities are offset only if a legally enforceable right exists to set-off current tax assets against current tax  
liabilities and the deferred tax assets and deferred tax liabilities are related to the same taxable entity or group and the same taxation  
authority.  
Current and deferred tax balances attributable to amounts recognised directly in equity are also recognised directly in equity.  
(
(
j) Cash, cash equivalents and bank overdrafts  
Cash and cash equivalents in the balance sheet comprise cash on hand, at call deposits with banks or financial institutions and  
investments in money market instruments with original maturities of three months or less that are readily convertible to known  
amounts of cash and which are subject to an insignificant risk of changes in value. In the balance sheet bank overdrafts are included  
within current interest bearing liabilities and borrowings. For the purposes of the cash flow statement, cash at the end of the financial  
year is net of bank overdraft amounts.  
k) Trade and other receivables  
Trade and other receivables are initially recorded at fair value and are generally due for settlement within 30 to 60 days from date of  
invoice.Collectability of trade and other receivables is reviewed on an ongoing basis at an operating unit level. Debts which are known  
to be uncollectible are written off when identified.An allowance for doubtful debts is recognised when there is objective evidence that  
the Group may not be able to fully recover all amounts due according to the original terms. The amount of the allowance recognised  
is the difference between the receivable’s carrying amount and the present value of estimated future cash flows that may ultimately  
be recovered.Cash flows relating to short term receivables are not discounted if the effect of discounting is immaterial. When a trade  
receivable for which a provision for impairment has been recognised becomes uncollectible in a subsequent period, it is written off  
against the provision.  
Other current receivables are recognised and carried at the nominal amount due. Non-current receivables are recognised and carried at  
amortised cost.They are non-interest bearing and have various repayment terms.  
(
l) Inventories  
Raw materials and stores, work in progress and finished goods are stated at the lower of cost and net realisable value.  
Cost includes direct material and labour and an appropriate proportion of variable and fixed overhead expenditure, the latter being  
allocated on the basis of normal operating capacity.  
Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of completion and the  
estimated costs necessary to make the sale.  
CSL Limited Financial Report 2008-2009  
63  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
1. Summary of significant accounting policies (continued)  
(m) Investments and other financial assets  
The Group’s financial assets have been classified into one of the three categories noted below. The classification depends on the  
purpose for which the investments were acquired. The Group determines the classification of its investments at initial recognition and  
re-evaluates this designation at each financial year end when allowed and appropriate.  
i. Financial assets at fair value through profit and loss  
Financial assets at fair value through profit and loss are financial assets held for trading.A financial asset is classified in this category  
if acquired principally for the purpose of selling in the short term. Derivatives are classified as held for trading unless they are  
designated as hedges.Financial assets at fair value through profit and loss are initially recognised at fair value and transaction costs  
are expensed in the income statement. After initial recognition, assets in this category are carried at fair value. Gains and losses on  
financial assets held for trading are recognised in the income statement when they arise.  
ii. Loans and receivables  
Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active  
market.They are included in current assets, except for those with maturities greater than 12 months after the reporting date which  
are classified as non-current assets.Loans and receivables are carried at amortised cost using the effective interest rate method and  
are included in trade and other receivables in the balance sheet. Gains and losses are recognised in the income statement when the  
loans and receivables are derecognised or impaired.  
iii. Available for sale investments  
Available for sale investments, comprising principally marketable equity securities, are non-derivatives. They are included in  
non-current assets unless the Group intends to dispose of the investment within 12 months of the reporting date. Investments  
are designated as available for sale if they do not have fixed maturities and fixed or determinable payments and management  
intends to hold them for the medium to long term. Investments are initially recognised at fair value plus transaction costs. After  
initial recognition available for sale financial assets are measured at fair value with gains or losses being recognised as a separate  
component of equity until the investment is derecognised or determined to be impaired, at which time the cumulative gain or loss  
previously reported in equity is recognised in the income statement. A significant or prolonged decline in the fair value of an equity  
security below its cost is considered to be an indicator that the securities may be impaired.  
Regular purchases and sales of financial assets are recognised on the date when the Group commits to purchase or sell the  
asset.Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or have been  
transferred and the Group has transferred substantially all the risks and rewards of ownership.  
The fair values of investments that are actively traded in organised financial markets are determined by reference to market prices.  
For investments that are not actively traded, fair values are determined using valuation techniques. These techniques include: using  
recent arm’s length transactions involving the same or substantially the same instruments as a guide to value, discounted cash flow  
analysis and various pricing models.  
The Group assesses at each balance date whether there is objective evidence that a financial asset or group of financial assets is  
impaired.  
(n) Business combinations  
The purchase method of accounting is used for all business combinations regardless of whether equity instruments or other assets  
are acquired.Cost is measured as the fair value of assets given, shares issued or liabilities incurred or assumed at the date of exchange  
plus costs directly attributable to the combination. Where equity instruments are issued in a business combination, the fair value  
of the instruments is their published market price as at the date of the combination. Transaction costs arising on the issue of equity  
instruments are recognised directly in equity. Where settlement of any part of cash consideration is deferred, where material, the  
amounts payable in the future are discounted to their present value as at the date of the acquisition. The discount rate used is the  
entity’s incremental borrowing rate, being the rate at which a similar borrowing could be obtained from an independent financier under  
comparable terms and conditions.  
Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair  
values at the acquisition date. The excess of the cost of acquisition over the fair value of the identifiable net assets acquired is recognised  
as goodwill. If the cost of the acquisition is less than the identifiable net assets acquired, the difference is recognised immediately in the  
income statement, but only after a reassessment of the identification and measurement of the net assets acquired.  
Where settlement of any part of cash consideration is deferred, the amounts payable in the future are discounted to their present  
value as at the date of exchange. The discount rate used is the Group’s incremental borrowing rate, being the rate at which a similar  
borrowing could be obtained from an independent financier under comparable terms and conditions.  
64  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
1. Summary of significant accounting policies (continued)  
(o) Property, plant and equipment  
Land, buildings, capital work in progress and plant and equipment assets are recorded at historical cost less, where applicable,  
associated depreciation and any accumulated impairment losses.Land and capital work in progress assets are not depreciated. Historical  
cost includes expenditure that is directly attributable to the acquisition of an asset. Costs incurred subsequent to an asset’s acquisition,  
including the cost of replacement parts, are included in the asset’s carrying amount or recognised as a separate asset, as appropriate,  
only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be  
measured reliably.The carrying amount of the replaced part is derecognised. All other repair and maintenance costs are charged to the  
income statement when incurred.  
Depreciable assets are depreciated using the straight line method to allocate their cost, net of residual values, over their estimated  
useful lives, as follows:  
Buildings  
Plant and equipment  
Leasehold improvements  
5 – 30 years  
3 – 15 years  
5 – 10 years  
Assets’ residual values and useful lives are reviewed and adjusted if appropriate at each reporting date. An asset’s carrying amount is  
written down immediately to its recoverable amount if its carrying amount is greater than its estimated recoverable amount. Items of  
property, plant and equipment are derecognised upon disposal or when no further economic benefits are expected from their use or  
disposal.Gains and losses on disposals of items of property, plant and equipment are determined by comparing proceeds with carrying  
amounts.Gains and losses are included in the income statement when realised.  
(
p) Impairment of assets  
Goodwill and other assets that have an indefinite useful life are not subject to amortisation and are tested annually for impairment  
or more frequently if events or changes in circumstances indicate that they may be impaired. Assets with finite lives are subject to  
amortisation and are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not  
be recoverable.An impairment loss is recognised in the income statement for the amount by which the asset’s carrying amount exceeds  
its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For the purpose  
of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows (cash generating  
units).Impairment losses recognised in respect of cash generating units are allocated first to reduce the carrying amount of any  
goodwill allocated to cash generating units, and then, to reduce the carrying amount of the other assets in the unit on a pro-rata basis.  
(q) Leasehold improvements  
The cost of improvements to leasehold properties is amortised over the unexpired period of the lease or the estimated useful life of the  
improvement whichever is the shorter.  
(r) Leases  
Leases of property, plant and equipment where the Group, as lessee, has substantially all the risks and rewards of ownership are  
classified as finance leases. Finance leases are capitalised at the lease’s inception at the fair value of the leased property or, if lower, the  
present value of the minimum lease payments. The corresponding rental obligations, net of finance charges, are included in interest  
bearing liabilities and borrowings. Each lease payment is allocated between the liability and finance cost. The finance cost is charged to  
the income statement over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability  
for each period. The property, plant and equipment acquired under finance leases are depreciated over the shorter of the asset’s useful  
life and the lease term.  
Leases in which a significant portion of the risks and rewards of ownership are not transferred to the Group as lessee are classified as  
operating leases.Payments made under operating leases are charged to the income statement on a straight line basis over the period of  
the lease.  
CSL Limited Financial Report 2008-2009  
65  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
1. Summary of significant accounting policies (continued)  
(s) Goodwill and intangibles  
i. Goodwill  
On acquisition of another entity, the identifiable net assets acquired (including contingent liabilities assumed) are measured at their  
fair value. The excess of the fair value of the purchase consideration plus incidental expenses, over the fair value of the identifiable  
net assets, is brought to account as goodwill. Goodwill acquired is allocated to each of the cash-generating units expected to  
benefit from the combination’s synergies. Goodwill is not amortised. Instead, following initial recognition, goodwill is measured at  
cost less any accumulated impairment losses.  
ii. Intangibles  
Intangible assets acquired separately or in a business combination are initially measured at cost. The cost of an intangible asset  
acquired in a business combination is its fair value as at the date of acquisition. Following initial recognition, intangible assets are  
carried at cost less any accumulated amortisation and any accumulated impairment losses. Internally generated intangible assets,  
excluding capitalised development costs, are not capitalised and expenditure is recognised in profit or loss in the year in which the  
expenditure is incurred.  
The useful lives of intangible assets are assessed to be either finite or indefinite. Intangible assets with finite lives are amortised  
over the useful life and tested for impairment whenever there is an indication that the intangible asset may be impaired. The  
amortisation period and the amortisation method for an intangible asset with a finite useful life is reviewed at least at each  
financial year-end. Changes in the expected useful life or the expected pattern of consumption of future economic benefits  
embodied in the asset are accounted for prospectively by changing the amortisation period or method, as appropriate, which is a  
change in accounting estimate.  
Intangible assets with indefinite useful lives are tested for impairment annually either individually or at the cash generating unit  
level. Such intangibles are not amortised. The useful life of an intangible asset with an indefinite life is reviewed each reporting  
period to determine whether indefinite life assessment continues to be supportable. If not, the change in the useful life assessment  
from indefinite to finite is accounted for as a change in an accounting estimate and is thus accounted for on a prospective basis.  
iii. Research and development costs  
Research costs are expensed as incurred. An intangible asset arising from development expenditure on an internal project is  
recognised only when the Group can demonstrate: the technical feasibility of completing the intangible asset so that it will  
be available for use or sale, its intention to complete and its ability to use or sell the asset, how the asset will generate future  
economic benefits, the availability of resources to complete the development and the ability to measure reliably the expenditure  
attributable to the intangible asset during its development. Following the initial recognition of the development expenditure, the  
cost model is applied requiring the asset to be carried at cost less any accumulated amortisation and accumulated impairment  
losses.Any development expenditure so recognised is amortised over the period of expected benefit from the related project.  
(t) Trade and other payables  
Liabilities for trade and other payables represent liabilities for goods and services provided to the Group prior to the end of the financial  
year that are unpaid.Trade and other creditors are non-interest bearing and have various repayment terms but are usually paid within  
30 to 60 days of recognition.  
(u) Interest-bearing liabilities and borrowings  
Interest-bearing liabilities and borrowings are recognised initially at fair value net of transaction costs incurred. Subsequent to initial  
recognition, interest-bearing liabilities and borrowings are stated at amortised cost with any difference between the proceeds (net of  
transaction costs) and the redemption value recognised in the income statement over the period of borrowings using the effective  
interest method. Fees paid on the establishment of loan facilities that are yield related are included as part of the carrying amount of the  
loans and borrowings.Borrowings are classified as current liabilities unless the Group has an unconditional right to defer settlement of  
the liability for at least 12 months after the reporting date.  
(v) Derivative financial instruments  
The Group uses derivative financial instruments in the form of forward foreign currency contracts to hedge risks associated with  
foreign currency. Such derivative instruments are initially recognised at fair value on the date a derivative contract is entered into and  
are subsequently remeasured to their fair value. The gain or loss on re-measurement to fair value is recognised immediately in the  
income statement.The fair value of forward foreign exchange contracts is calculated by reference to current forward exchange rates for  
contracts with similar maturity profiles.  
The Group also has external loans payable that have been designated as a hedge of its investment in foreign subsidiaries (net  
investment hedge).Gains or losses on the hedging instruments relating to the effective portion of the hedge are recognised directly in  
equity while any gains or losses relating to the ineffective portion, if any, are recognised immediately in profit or loss.  
66  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
1
. Summary of significant accounting policies (continued)  
w) Provisions  
Provisions are recognised when the Group has a present legal or constructive obligation arising from past transactions or events, it is  
(
(
(
probable that an outflow of resources will be required to settle the obligation and a reliable estimate can be made of the amount of the  
obligation.Provisions are not recognised for future operating losses.  
Provisions recognised reflect management’s best estimate of the expenditure required to settle the present obligation at the reporting  
date.Where the effect of the time value of money is material, provisions are determined by discounting the expected future cash flows  
required to settle the obligation at a pre-tax discount rate that reflects the current market assessments of the time value of money and  
the risks specific to the liability. When discounting is used, the increase in the provision due to the passage of time is recognised as a  
borrowing cost.  
x) Employee benefits  
Liabilities for wages and salaries, including non-monetary benefits and annual leave expected to be settled within 12 months of the  
reporting date are recognised in provisions in respect of employees’ services up to the reporting date and are measured at the amounts  
expected to be paid when the liabilities are settled.  
The liability for long service leave is recognised in the provision for employee benefits and measured as the present value of expected  
future payments to be made in respect of services provided by employees up to the reporting date. Consideration is given to expected  
future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted  
using market yields at the reporting date on national government bonds with terms to maturity and currency that match, as closely as  
possible, the estimated future cash outflows.  
y) Pension plans  
The Group contributes to defined benefit and defined contribution pension plans for the benefit of all employees. Defined benefit  
pension plans provide defined lump sum benefits based on years of service and final average salary. Defined contribution plans receive  
fixed contributions from the Group and the Group’s legal and constructive obligation is limited to these contributions.  
A liability or asset in respect of defined benefit pension plans is recognised in the balance sheet, and is measured as the present  
value of the defined benefit obligation at the reporting date less the fair value of the pension fund’s assets at that date and any  
unrecognised past service cost. The present value of the defined benefit obligation is based on expected future payments which arise  
from membership of the fund to the reporting date, calculated by independent actuaries using the projected unit credit method.  
Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service.  
Expected future payments are discounted using market yields at the reporting date on national government bonds with maturity and  
currency that match, as closely as possible, the estimated future cash outflows.Actuarial gains and losses arising from experience  
adjustments and changes in actuarial assumptions are recognised in retained earnings as incurred.  
Past service costs are recognised immediately in income, unless the changes to the pension fund are conditional on the employees  
remaining in service for a specified period of time (vesting period). In this case, the past service costs are amortised on a straight-line  
basis over the vesting period.  
Future taxes that are funded by the entity and are part of the provision of the existing benefit obligation are taken into account in  
measuring the net liability or asset.  
Contributions to defined contribution pension plans are recognised as an expense as they become payable.  
CSL Limited Financial Report 2008-2009  
67  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
1. Summary of significant accounting policies (continued)  
(z) Share-based payment transactions  
The Group provides benefits to its employees (including key management personnel) in the form of share-based payments, whereby  
employees render services in exchange for rights over shares (equity settled transactions). There are currently two plans in place to  
provide these benefits, namely the ‘Senior Executive Share Ownership Plan and Employee Performance Rights Plan’ and the ‘Global  
Employee Share Plan’.  
Under the ‘Senior Executive Share Ownership Plan and Employee Performance Rights Plan’, Group executives and employees are  
granted options or performance rights over CSL Limited shares which only vest if the Group and the individual achieve certain  
performance hurdles.  
Under the ‘Global Employee Share Plan’, all employees are granted the option to acquire discounted CSL Limited shares.  
The fair value of options or rights is recognised as an employee benefit expense with a corresponding increase in equity. The fair value  
is independently measured at grant date and recognised over the period during which the employees become unconditionally entitled  
to the options or rights. The fair value at grant date is independently determined using a combination of the Binomial and Black Scholes  
valuation methodologies, taking into account the terms and conditions upon which the options and rights were granted. The fair  
value of the options granted excludes the impact of any non-market vesting conditions. Non-market vesting conditions are included in  
assumptions about the number of options that are expected to vest.  
At each reporting date, the Parent Company revises its estimate of the number of options and rights that are expected to vest. The  
employee benefit expense recognised each period takes into account the most recent estimate of the number of options and rights that  
are expected to vest. No expense is recognised for options and rights that do not ultimately vest, except where vesting is conditional  
upon a market condition and that market condition is not met.  
Share based payment awards granted by CSL Limited, the Parent Company, to the employees of its subsidiaries are recognised in the  
Parent Company’s separate financial statements as an additional investment in the subsidiary with a corresponding credit to the share  
based payment reserve in equity. Effective 2008 and in accordance with the requirements of AASB Interpretation 11, the share based  
payment expense was reflected in the entity whose employees benefit from the share based payment award.  
(aa) Contributed equity  
Ordinary shares are classified as equity.Incremental costs directly attributable to the issue of new shares are shown in equity as a  
deduction, net of tax, from the proceeds. Where the Parent Company reacquires its own shares, for example as a result of a share  
buy-back, those shares are cancelled. No gain or loss is recognised in the profit or loss and the consideration paid to acquire the shares,  
including any directly attributable transaction costs net of income taxes, is recognised directly as a reduction from equity.  
(
bb) Earnings per share  
Basic earnings per share is calculated by dividing the profit attributable to equity holders of the Parent Company, excluding any costs of  
servicing equity other than ordinary shares, by the weighted average number of ordinary shares outstanding during the financial year.  
Diluted earnings per share adjusts the figures used in the determination of basic earnings per share to take into account the after tax  
effect of interest and other financing costs associated with dilutive potential ordinary shares and the weighted average number of  
additional ordinary shares that would have been outstanding assuming the conversion of all dilutive potential ordinary shares.  
(
cc) Dividends  
Provision is made for the amount of any dividend declared, being appropriately authorised and no longer at the discretion of the entity,  
on or before the end of the financial year but not distributed at balance date.  
68  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
1. Summary of significant accounting policies (continued)  
(dd) New and revised standards and interpretations not yet adopted  
Certain new and revised accounting standards and interpretations have been published that are not mandatory for the 30 June 2009  
reporting period.With the exception of AASB 8, both the Group and the Parent Company have chosen not to early adopt these  
standards.An assessment of the impact of these new standards and interpretations is set out below.  
i. AASB 8 Operating Segments replaces the presentation requirements of segment reporting in AASB 114 Segment Reporting. AASB 8  
is applicable for annual reporting periods beginning on or after 1 January 2009 and as detailed in Note 1(a) the Group has elected to  
early adopt the standard in the preparation of Note 2.  
ii. AASB 123 Borrowing Costs and AASB 2007-6 Amendments to Australian Accounting Standards arising from AASB 123 are  
applicable for reporting periods beginning on or after 1 January 2009. The revised AASB 123 has removed the option to expense  
all borrowing costs and, when adopted, will require the capitalisation of all borrowing costs directly attributable to the acquisition,  
construction or production of a qualifying asset.There will be no material impact on the Group’s financial report on adoption of this  
standard as the Group already capitalises directly attributable borrowing costs relating to qualifying assets.  
iii. Revised AASB 101 Presentation of Financial Statements and consequential amendments as outlined in AASB 2007-8 and AASB  
2007-10 are applicable to reporting periods beginning on or after 1 January 2009. These standards introduce a statement of  
comprehensive income, which in general discloses those items currently disclosed in the Statement of Recognised Income and  
Expenses, as well as other minor presentation changes.The amendments are expected to only affect the presentation of the Group’s  
financial report and will not have a material impact on the measurement and recognition of amounts under the current AASB 101.  
The Group will apply the revised standard from 1 July 2009.  
iv. AASB Interpretation 16 Hedges of a Net Investment in a Foreign Operation is applicable to reporting periods beginning on or after  
1
October 2008. This interpretation clarifies which foreign currency risks qualify as hedged risk in the hedge of a net investment in  
a foreign operation and that hedging instruments may be held by any entity or entities within the Group. The Group will apply the  
interpretation prospectively from 1 July 2009. There will be no material impact on the way the Group accounts for existing hedges  
of net investments in foreign subsidiaries.  
(ee) Critical accounting estimates and judgements  
The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the  
reported amounts in the financial statements.Management continually evaluates its judgements and estimates in relation to assets,  
liabilities, contingent liabilities, revenue and expenses. Management bases its judgements and estimates on historical experience and  
on other various factors it believes to be reasonable under the circumstances, the result of which form the basis of the carrying values  
of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates under different  
assumptions and conditions.The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying  
amounts of assets and liabilities within subsequent financial years are discussed below.  
i. Testing goodwill and intangible assets for impairment  
On an annual basis, the Group determines whether goodwill and its indefinitely lived intangible assets are impaired in accordance  
with the accounting policy described in note 1(s). In the context of goodwill allocated to specific cash generating units, this requires  
an estimation of the recoverable amount of the cash generating units using a value in use discounted cash flow methodology.  
In the context of indefinite lived intangible assets, this requires an estimation of the discounted net cash inflows that may be  
generated through the use or sale of the intangible asset. The assumptions used in estimating the carrying amount of goodwill and  
indefinite lived intangibles are detailed in note 12.  
ii. Income taxes  
Judgements are required about the application of income tax legislation in jurisdictions in which the Group operates. These  
judgements and assumptions are subject to risk and uncertainty, hence there is a possibility that changes in circumstances will alter  
expectations, which may impact the carrying amount of deferred tax assets and deferred tax liabilities recognised on the balance  
sheet.In such circumstances an adjustment to the carrying value of a deferred tax item will result in a corresponding credit or  
charge to the income statement.  
CSL Limited Financial Report 2008-2009  
69  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
2
Segment Information  
Description of Segments  
Reportable segments are:  
CSL Behring – manufactures, markets and develops plasma products.  
Intellectual Property Licensing – revenue and associated expenses from the licensing to unrelated third parties of Intellectual Property  
generated by the Group. This is a new reporting segment.  
Other Human Health – comprises CSL Bioplasma and CSL Biotherapies. These businesses manufacture and distribute biotherapeutic  
products and are disclosed in aggregate as they exhibit similar economic characteristics.  
Geographical areas of operation  
The Group operates predominantly in four specific geographic areas, namely Australia, the United States of America, Switzerland, and  
Germany.The rest of the Group’s operations are spread across many countries and are collectively disclosed as ‘Rest of World’ in note 2.  
Segment Accounting Policies  
Inter-segment sales are carried out on an arm’s length basis and reflect current market prices. Segment accounting policies are the same as  
the Group’s policies described in note 1. During the financial year, there were no changes in segment accounting policies.  
70  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
2
Segment Information (continued)  
Intellectual  
Property  
Licensing  
Other Human  
Health  
Intersegment  
Elimination  
Consolidated  
Group  
CSL Behring  
2
$
009  
000  
2009  
$000  
2009  
$000  
2009  
$000  
2009  
$000  
Sales to external customers  
Inter-segment sales  
3,786,429  
112,024  
-
-
835,958  
6,147  
-
4,622,387  
-
(118,171)  
Other revenue / other Income  
(excl interest income)  
10,666  
165,282  
8,954  
-
184,902  
Total segment revenue  
Interest income  
3,909,119  
165,282  
851,059  
(118,171)  
4,807,289  
63,444  
Unallocated revenue / income  
168,672  
Consolidated revenue  
5,039,405  
Segment EBIT  
1,203,010  
141,171  
12,161  
-
1,356,342  
Unallocated revenue / income less  
unallocated costs  
11,870  
Consolidated EBIT  
Interest income  
Finance costs  
1,368,212  
63,444  
(61,909)  
Consolidated profit before tax  
1,369,747  
Income tax expense  
(223,815)  
Consolidated net profit after tax  
1,145,932  
Amortisation and impairment loss  
Depreciation  
31,290  
91,033  
-
-
20,053  
37,567  
-
-
51,343  
128,600  
Segment EBITDA  
1,325,333  
141,171  
69,781  
-
1,536,285  
Unallocated revenue / income less  
unallocated costs  
11,870  
Unallocated depreciation  
and amortisation  
1,663  
Consolidated EBITDA  
1,549,818  
Segment assets  
4,686,061  
1,537,109  
33,051  
5,481  
748,707  
379,261  
(112,039)  
(112,039)  
5,355,780  
2,581,910  
Other unallocated assets  
Elimination of amounts between  
operating segments and unallocated  
(570,875)  
Total assets  
7,366,815  
Segment liabilities  
1,809,812  
664,983  
Other unallocated liabilities  
Elimination of amounts between  
operating segments and unallocated  
(570,875)  
Total liabilities  
1,903,920  
Other information  
Segment capital expenditure  
214,027  
-
71,584  
-
285,611  
CSL Limited Financial Report 2008-2009  
71  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
2
Segment Information (continued)  
Intellectual  
Property  
Licensing  
Other Human  
Health  
Intersegment  
Elimination  
Consolidated  
Group  
CSL Behring  
2
$
008  
000  
2008  
$000  
2008  
$000  
2008  
$000  
2008  
$000  
Sales to external customers  
Inter-segment sales  
2,822,359  
57,262  
-
-
734,303  
2,675  
-
3,556,662  
-
(59,937)  
Other revenue / other income  
(excl interest income)  
4,208  
185,323  
17,450  
-
206,981  
Total segment revenue  
Interest income  
2,883,829  
185,323  
754,428  
(59,937)  
3,763,643  
35,175  
Unallocated revenue / income  
4,554  
Consolidated revenue  
3,803,372  
Segment EBIT  
793,042  
139,299  
62,735  
-
995,076  
Unallocated revenue / income less  
unallocated costs  
(28,431)  
Consolidated EBIT  
Interest income  
Finance costs  
966,645  
35,175  
(49,796)  
Consolidated profit before tax  
952,024  
Income tax expense  
(250,222)  
Consolidated net profit after tax  
701,802  
Amortisation  
Depreciation  
25,428  
65,804  
9,425  
-
4,180  
-
-
39,033  
35,249  
101,053  
Segment EBITDA  
884,274  
148,724  
102,164  
-
1,135,162  
Unallocated revenue / income less  
unallocated costs  
(28,431)  
Unallocated depreciation  
and amortisation  
1,713  
Consolidated EBITDA  
1,108,444  
Segment assets  
3,579,450  
1,285,813  
35,356  
676,198  
234,278  
(32,275)  
(32,275)  
4,258,729  
983,501  
Other unallocated assets  
Elimination of amounts between  
operating segments and unallocated  
(547,266)  
Total assets  
4,694,964  
Segment liabilities  
5,518  
1,493,334  
942,771  
Other unallocated liabilities  
Elimination of amounts between  
operating segments and unallocated  
(547,266)  
Total liabilities  
1,888,839  
Other information  
Segment capital expenditure  
155,901  
-
62,185  
-
218,086  
72  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
2
Segment Information (continued)  
United  
States  
Rest of  
world  
Geographic areas  
June 2009  
Australia  
$000  
Switzerland  
$000  
Germany  
$000  
Total  
$000  
$000  
$000  
External sales revenue  
613,269  
1,739,585  
199,752  
759,915  
1,309,866  
4,622,387  
Property, plant, equipment  
and intangible assets  
417,347  
428,748  
1,038,129  
265,193  
22,632  
2,172,049  
June 2008  
External revenues  
632,925  
405,792  
1,224,677  
321,286  
105,218  
923,388  
603,332  
216,879  
990,510  
19,101  
3,556,662  
1,886,446  
Property, plant, equipment  
and intangible assets  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
3
Revenue and expenses from continuing operations  
Revenue  
Sales revenue  
4,622,387  
3,556,662  
569,212  
553,674  
Other revenue  
Royalties and licence revenue  
Trust distribution revenue  
Finance revenue  
165,282  
-
185,323  
7,325  
35,175  
1,155  
-
165,282  
-
185,323  
7,325  
63,444  
1,049  
-
2,510  
1,049  
334,346  
7,224  
943  
Rent  
1,155  
Dividend revenue – subsidiaries  
Other revenue  
324,959  
4,445  
17,891  
8,652  
Total other revenues  
247,666  
237,630  
510,411  
524,150  
Total revenue from continuing operations  
4,870,053  
3,794,292  
1,079,623  
1,077,824  
Finance revenue comprises:  
Interest income:  
Other persons and/or corporations  
Key management personnel  
63,391  
53  
35,141  
34  
2,457  
53  
909  
34  
6
3,444  
35,175  
2,510  
943  
Other income  
Government grants  
Net foreign exchange gain  
680  
4,526  
4,554  
680  
4,526  
-
168,672  
169,352  
8,594  
Total other income  
9,080  
9,274  
4,526  
The Group has entered into various grant agreements relating to the development, commercialisation and production of pharmaceutical  
products.The grants received are deferred until all conditions or other contingencies attaching to them have been satisfied, at which time  
they are recognised as other income over the period necessary to match them with the expenses that they are intended to compensate.  
Finance costs  
Interest expense:  
Other persons and/or corporations  
61,909  
-
49,623  
173  
-
-
437  
-
Non-cash interest – unwinding of discount  
Total finance costs  
61,909  
49,796  
-
437  
CSL Limited Financial Report 2008-2009  
73  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
009  
2008  
$000  
2009  
$000  
2008  
$000  
Notes  
$000  
3
Revenue and expenses (continued)  
Depreciation and amortisation  
included in the income statement  
Depreciation and amortisation of fixed assets  
Building depreciation  
10  
10  
10  
10  
12,990  
109,675  
3,822  
10,778  
86,887  
2,573  
5,381  
4,534  
Plant and equipment depreciation  
32,782  
31,353  
-
Leased property, plant and equipment amortisation  
Leasehold improvements amortisation  
-
3,776  
2,528  
797  
598  
Total depreciation and amortisation of fixed assets  
130,263  
102,766  
38,960  
36,485  
Amortisation of intangibles  
Intellectual Property  
12  
12  
35,470  
35,470  
39,033  
39,033  
-
-
9,425  
9,425  
Total amortisation of intangibles  
Impairment loss  
Intellectual Property  
15,873  
1,647  
-
-
Total depreciation, amortisation and impairment expense  
181,606  
143,446  
38,960  
45,910  
Other expenses  
Write-down of inventory to net realisable value  
Doubtful debts  
74,566  
65,004  
3,071  
917  
3,739  
12,524  
-
4,331  
-
Net loss on disposal of property, plant and equipment  
Impairment loss on available for sale asset  
Net foreign exchange loss  
1,170  
407  
850  
5,000  
62  
-
-
5,000  
-
-
-
Lease payments and related expenses  
included in the income statement  
Rental expenses relating to operating leases  
42,562  
33,534  
2,424  
2,264  
Employee benefits expense  
Salaries and wages  
1,013,194  
19,818  
808,497  
14,740  
15,854  
12,607  
171,904  
1,717  
163,564  
1,465  
Defined benefit plan expense  
Defined contribution plan expense  
Share based payments expense  
26(a)  
26(b)  
21  
19,433  
16,801  
11,605  
7,972  
10,934  
6,266  
1,069,246  
851,698  
193,198  
182,229  
74  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
009  
Parent Company  
2
2008  
$000  
2009  
$000  
2008  
$000  
Notes  
$000  
3
Revenue and expenses (continued)  
Significant items included in the calculation of profit after tax  
i. Discontinued acquisition and related costs.  
In August 2008 the Group entered into a contract to acquire Talecris Biotherapeutics Holdings Corp. This transaction was opposed by  
regulators in the US and the contract terminated by agreement of the parties in June 2009.  
Equity capital raised in August 2008 was converted to US Dollars and placed on interest bearing deposit and subsequently converted back  
to Australian Dollars giving rise to a foreign exchange gain. In addition, the Group incurred a break fee on termination of the contract,  
costs associated with the establishment of financing facilities and professional fees. These items are considered to be significant items and  
are non-recurring in nature. The amounts involved are set out below with a reference to the relevant line item in the income statement.  
Interest income (Other Revenue)  
32,800  
157,300  
(26,100)  
(95,396)  
(38,504)  
30,100  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Foreign exchange gain (Other Income)  
Finance facility costs (Finance Costs)  
Break Fee (General & Administration Expenses)  
Professional Fees(General & Administration Expenses)  
Net impact on profit before tax  
Tax benefit  
48,582  
78,682  
Net impact on profit after tax  
ii. Revaluation of certain deferred tax assets  
While unrealised profits on inter-company transactions are eliminated on consolidation the shipping of inventory from one jurisdiction  
to another does result in a deferred tax balance being recorded in accordance with AASB112 – Income Taxes. During 2009 increasing  
divergence in the tax rates applicable to the selling and buying entity have necessitated an upwards revaluation of the deferred tax asset.  
The benefit on revaluation is considered significant in the context of the 2009 result. The amount involved is set out below and by its nature  
is volatile from one year to the next:  
Benefit realised on the revaluation  
of certain deferred tax assets  
32,356  
-
-
-
CSL Limited Financial Report 2008-2009  
75  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
009  
2008  
$000  
2009  
$000  
2008  
$000  
Notes  
$000  
4
Income tax expense  
Income tax expense recognised in the income statement  
Current tax expense  
Current year  
230,735  
304,734  
4,800  
40,720  
Deferred tax expense  
Origination and reversal of temporary differences  
Tax losses recognised  
11  
6,654  
(33,603)  
(16,765)  
422  
-
(5,393)  
-
(3,782)  
2
,872  
(50,368)  
(4,144)  
422  
(13,041)  
(7,819)  
(5,393)  
(2,216)  
33,111  
Under/(over) provided in prior years  
Income tax expense  
(9,792)  
223,815  
250,222  
Reconciliation between tax expense and pre-tax net profit  
The reconciliation between tax expense and the product of  
accounting profit before income tax multiplied by the Group’s  
applicable income tax rate is as follows:  
Accounting profit before income tax  
1,369,747  
952,024  
405,376  
466,938  
Income tax calculated at 30% (2008: 30%)  
Research and development  
410,924  
(14,245)  
-
285,607  
(9,907)  
-
121,613  
140,081  
(14,112)  
(9,907)  
Exempt dividends received  
(100,304)  
(97,488)  
Other non-deductible/(non-assessable) items  
Utilisation of tax losses/unrecognised deferred tax  
Revaluation of deferred tax balances  
Effects of different rates of tax on overseas income  
Under/(over) provision in prior year  
(58,826)  
(3,782)  
(7,180)  
(93,284)  
(9,792)  
20,857  
(18,154)  
(19,867)  
(4,170)  
(4,144)  
(1,975)  
2,641  
-
-
-
-
-
-
(13,041)  
(2,216)  
Income tax expense (benefit)  
223,815  
250,222  
(7,819)  
33,111  
Income tax recognised directly in equity  
Deferred tax benefit/(expense)  
Share based payments  
21  
22  
11,685  
12,056  
(8,324)  
855  
10,941  
2,458  
(1,092)  
1,275  
Net actuarial (gain)/loss on defined benefit plans  
Income tax benefit/(expense) recognised in equity  
11  
23,741  
(7,469)  
13,399  
183  
Tax consolidation in Australia  
The Parent Company and its wholly owned Australian resident entities formed a tax consolidation group with effect from 1 July 2003 and  
therefore are taxed as a single entity from that date. CSL Limited is the head entity of the tax consolidated group.  
Tax effect accounting by members of the tax consolidated group in Australia  
Current tax expense/income, deferred tax liabilities and deferred tax assets arising from temporary differences of the members of the tax  
consolidation group are recognised in the separate financial statements of the members of the tax consolidation group using the ‘separate  
taxpayer within group’ approach, by reference to the carrying amounts in the separate financial statements of each entity and the tax  
values applying under tax consolidation.  
Current tax liabilities (or assets) and deferred tax assets arising from unused tax losses of the subsidiaries are assumed by the head entity in  
the tax consolidation group and are recognised as amounts payable/(receivable) to or from other entities in the tax consolidated group in  
conjunction with any tax funding arrangement amounts (refer below).  
The Parent Company recognises deferred tax assets arising from unused tax losses of the tax consolidated group to the extent that it is  
probable that future taxable profits of the tax consolidated group will be available against which the asset can be utilised.  
76  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
4
Income tax (continued)  
Tax funding arrangements and tax sharing agreements in Australia  
Members of the tax consolidated group have entered into a tax funding agreement. The tax funding agreement sets out the funding  
obligations of members of the tax consolidated group. Payments are required to/from the head entity equal to the current tax liability/  
(asset) assumed and any deferred tax assets arising from unused tax losses assumed by the head entity, resulting in the head entity  
recognising an inter-entity payable/(receivable) equal to the tax liability/(asset) assumed. The inter-entity payable/(receivable) is at call.  
Contributions to fund the current tax liabilities are payable as per the tax funding arrangement and reflect the timing of the head entity’s  
obligation to make payments for tax liabilities to the relevant authorities.  
The head entity, in conjunction with other members of the tax consolidated group, has also entered into a tax sharing agreement.The tax  
sharing agreement provides for the determination of the allocation of income tax liabilities between the entities should the head entity  
default on its tax payment obligations. No amounts have been recognised in the financial statements in respect of this agreement as  
payment of any amount under the tax sharing agreement is considered remote.  
Consolidated Group  
2
$
009  
000  
2008  
$000  
5
Earnings Per Share  
Earnings used in calculating basic and dilutive earnings per share comprises:  
Profit attributable to ordinary shareholders  
1,145,932  
701,802  
Number of shares  
009  
2
2008  
Weighted average number of ordinary shares used in the calculation of basic earnings per share:  
Effect of dilutive securities:  
595,243,751  
550,105,914  
Senior Executive Share Ownership Plan options  
Employee Performance Rights  
642,387  
1,765,691  
2,302  
999,873  
2,147,977  
11,805  
Global Employee Share Plan  
Adjusted weighted average number of ordinary shares  
used in the calculation of diluted earnings per share:  
597,654,131  
553,265,569  
Conversions, calls, subscription or issues after 30 June 2009  
Subsequent to 30 June 2009, 975 shares have been issued to employees as a result of the exercise of performance rights and performance  
options and 67,800 shares have been issued as a result of the exercise of SESOP II options. There have been no other conversions to, calls  
of, or subscriptions for ordinary shares or issues of ordinary or potential ordinary shares since the reporting date and before the completion  
of this financial report.  
Options and performance rights  
Options and performance rights granted to employees are considered to be potential ordinary shares that have been included in the  
determination of diluted earnings per share to the extent to which they are dilutive. The options and rights have not been included in the  
determination of basic earnings per share.  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
6
Cash and cash equivalents  
Cash at bank and on hand  
Cash deposits  
410,278  
156,927  
544,663  
-
-
-
-
2,117,819  
2
,528,097  
701,590  
-
-
Note 25(a) contains a reconciliation of the above figures to cash at the end of the financial year as shown in the statement of cash flows.  
CSL Limited Financial Report 2008-2009  
77  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
7
Trade and other receivables  
Current  
Trade receivables  
779,140  
(20,254)  
615,656  
(20,415)  
33,376  
(118)  
26,490  
(118)  
Less:Provision for impairment loss (i)  
7
58,886  
595,241  
33,258  
58,283  
2,834  
26,372  
56,453  
2,285  
Sundry receivables  
99,992  
86,315  
Prepayments  
27,006  
27,834  
Receivables – wholly owned subsidiaries  
Receivables – partly owned subsidiaries  
-
-
-
-
2,805,438  
199  
584,154  
2,560  
Carrying amount of current trade and other receivables*  
885,884  
709,390  
2,900,012  
671,824  
Non Current  
Related parties  
Loans to key management personnel – executive directors**  
Loans to key management personnel – other executives**  
Loans to other employees  
-
620  
46  
701  
-
1,599  
4,809  
-
46  
701  
4,085  
-
5,788  
3,817  
4,085  
3,328  
Long term deposits  
Carrying amount of non current trade and other receivables*  
10,225  
8,160  
6,408  
4,832  
*
The carrying amount disclosed above is a reasonable approximation of fair value. The maximum exposure to credit risk at the reporting  
date is the carrying amount of each class of receivable disclosed above. Refer to note 34 for more information on the risk management  
policy of the Group and the credit quality of trade receivables.  
** Further information relating to loans to key management personnel is set out in note 28.  
(
i) Past due but not impaired and impaired trade receivables  
As at 30 June 2009, the Parent Company and the Group had current trade receivables which were impaired and which had nominal values  
of $118,160 (2008: $118,160) and $20,253,449 (2008: $20,414,587) respectively. These receivables have been fully provided for within the  
company’s and the Group’s respective provisions for impairment loss. Amounts charged to the provision account are generally written off  
when there is no expectation of recovering additional cash. Movements in the provision for impairment loss are reconciled as follows:  
Opening balance at 1 July  
20,415  
(168)  
7
18,853  
1,260  
302  
118  
423  
(305)  
-
Additional allowance / (utilised)  
Currency translation differences  
-
-
Closing balance at 30 June  
20,254  
20,415  
118  
118  
Debts which are past due and not impaired are set out in the credit risk analysis in note 34.  
ii) Other receivables  
(
The other classes within trade and other receivables do not contain impaired or overdue receivable amounts and it is expected that all of  
these amounts will be received when due. Loans provided to key management personnel to purchase the company’s shares on the exercise  
of options are secured against those shares. Neither the company nor the Group holds any collateral in respect to other receivable balances.  
8
Inventories  
Raw materials and stores – at cost  
375,408  
(7,008)  
241,679  
(2,546)  
24,395  
(389)  
19,784  
(407)  
Less:Allowance for diminution in value  
Raw materials and stores – net  
368,400  
239,133  
24,006  
19,377  
Work in progress – at cost  
549,458  
(27,785)  
506,467  
(28,731)  
40,287  
(6,627)  
29,454  
(7,415)  
Less:Allowance for diminution in value  
Work in progress – net  
521,673  
477,736  
33,660  
22,039  
Finished goods – at cost  
647,634  
(15,668)  
494,828  
(13,564)  
33,323  
(881)  
36,876  
(839)  
Less:Allowance for diminution in value  
Finished goods - net  
631,966  
481,264  
32,442  
90,108  
36,037  
77,453  
Total inventories at the lower of cost and net realisable value  
1,522,039  
1,198,133  
78  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
9
Other financial assets  
Current  
At fair value through the profit or loss:  
Managed financial assets (held for trading)  
854  
1,513  
-
-
-
-
Non-current  
At fair value through the profit or loss:  
Managed financial assets  
8,397  
-
8,442  
-
Shares in subsidiaries – at cost (refer note 32)  
1,348,974  
1,348,974  
1,340,144  
1,340,144  
Total non-current other financial assets as at 30 June  
8,397  
8,442  
10 Property, Plant and Equipment  
Land at cost  
Opening balance 1 July  
Disposals  
25,437  
25,594  
-
25,030  
25,030  
-
-
-
-
-
Currency translation differences  
152  
(157)  
Closing balance 30 June  
Buildings at cost  
25,589  
25,437  
25,030  
25,030  
Opening balance 1 July  
Transferred from capital work in progress  
Other additions  
256,511  
20,921  
465  
224,081  
121,260  
92,138  
32,668  
1,183  
29,122  
656  
-
-
-
-
-
Disposals  
(722)  
-
-
(81)  
Transfers  
(27,024)  
16,605  
-
-
Currency translation differences  
(894)  
Closing balance 30 June  
Accumulated depreciation and impairment losses  
Opening balance 1 July  
Depreciation for the year  
Disposals  
266,756  
256,511  
122,362  
121,260  
61,813  
12,990  
(640)  
52,699  
35,235  
30,701  
10,778  
5,381  
4,534  
-
-
(3)  
-
-
-
Transfers  
(19,512)  
4,051  
-
-
Currency translation differences  
(1,664)  
Closing balance 30 June  
Net book value of buildings  
Net book value of land and buildings  
Leasehold improvements at cost  
Opening balance 1 July  
Transferred from capital work in progress  
Other additions  
58,702  
208,054  
233,643  
61,813  
194,698  
220,135  
40,613  
81,749  
35,235  
86,025  
111,055  
106,779  
14,399  
18,760  
1,519  
8,772  
9,847  
429  
8,128  
159  
-
-
-
-
-
7,969  
-
-
-
-
Disposals  
(1,447)  
29,127  
5,121  
(2,112)  
-
Transfers  
Currency translation differences  
(2,537)  
Closing balance 30 June  
Accumulated amortisation and impairment  
Opening balance 1 July  
Amortisation for the year  
Disposals  
67,479  
14,399  
8,128  
8,128  
1,812  
3,776  
2,497  
2,528  
(1,742)  
-
757  
159  
797  
598  
(1,432)  
20,792  
4,663  
-
-
-
-
-
-
Transfers  
Currency translation differences  
(1,471)  
Closing balance 30 June  
29,611  
37,868  
1,812  
1,554  
6,574  
757  
Net book value of leasehold improvements  
12,587  
7,371  
CSL Limited Financial Report 2008-2009  
79  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
10 Property, Plant and Equipment (continued)  
Plant and equipment at cost  
Opening balance 1 July  
Transferred from capital work in progress  
Other additions  
1,098,728  
183,788  
17,146  
993,405  
107,377  
20,969  
(12,675)  
-
584,702  
533,075  
8,695  
52,973  
-
-
Disposals  
(31,857)  
4,083  
(484)  
(1,346)  
Transfers  
-
-
-
-
Currency translation differences  
80,915  
(10,348)  
Closing balance 30 June  
1,352,803  
1,098,728  
592,913  
584,702  
Accumulated depreciation and impairment  
Opening balance 1 July  
Depreciation for the year  
Disposals  
591,608  
109,675  
(29,970)  
(1,280)  
60,857  
527,778  
86,887  
(11,348)  
-
396,930  
366,074  
32,782  
31,353  
(154)  
(497)  
Transfers  
-
-
-
-
Currency translation differences  
(11,709)  
Closing balance 30 June  
730,890  
621,913  
591,608  
507,120  
429,558  
163,355  
396,930  
187,772  
Net book value of plant and equipment  
Leased property, plant and equipment at cost  
Opening balance 1 July  
36,893  
7,691  
33,344  
2,352  
(318)  
-
-
-
-
-
-
-
-
Other additions  
Disposals  
(1,698)  
2,407  
Currency translation differences  
1,515  
Closing balance 30 June  
45,293  
36,893  
-
-
Accumulated amortisation and impairment  
Opening balance  
11,821  
3,822  
(1,102)  
1,406  
8,867  
2,573  
(299)  
680  
-
-
-
-
-
-
-
-
Amortisation for the year  
Disposals  
Currency translation differences  
Closing balance 30 June  
15,947  
29,346  
11,821  
25,072  
-
-
-
-
Net book value of leased property, plant and equipment  
Capital work in progress  
Opening balance 1 July  
211,022  
266,481  
(20,921)  
(183,788)  
(18,760)  
(6,186)  
165,539  
196,032  
(32,668)  
(107,377)  
(9,847)  
-
42,044  
70,006  
62,102  
(29,122)  
(52,973)  
(7,969)  
-
Other additions  
70,975  
Transferred to buildings at cost  
Transferred to plant and equipment at cost  
Transferred to leasehold improvements at cost  
Transfers  
(1,183)  
(8,695)  
-
-
-
Currency translation differences  
26,884  
(657)  
-
Closing balance 30 June  
274,732  
211,022  
975,936  
103,141  
379,849  
42,044  
Total net book value of property, plant and equipment  
1,197,502  
348,242  
80  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
11 Deferred tax assets and liabilities  
Deferred tax asset  
227,096  
173,238  
(93,677)  
12,384  
-
-
Deferred tax liability  
(108,062)  
(593)  
Net deferred tax asset / (liability)  
119,034  
79,561  
12,384  
(593)  
Deferred tax balances reflect  
temporary differences attributable to:  
Amounts recognised in the income statement  
Trade and other receivables  
Inventories  
3,651  
75,380  
(54,887)  
(8,874)  
189  
6,464  
30,647  
(54,694)  
(7,828)  
(546)  
(109)  
(1,062)  
(1,480)  
(3,615)  
Property, plant and equipment  
Intangible assets  
(16,864)  
(17,344)  
-
-
Other assets  
-
15  
Trade and other payables  
Interest bearing liabilities  
Other liabilities and provisions  
Recognised carry-forward tax losses  
11,072  
4,279  
9,179  
7,977  
7,253  
4,248  
-
14,577  
-
-
13,096  
-
35,940  
17,864  
64,647  
16,765  
8
4,614  
68,882  
1,966  
478  
Amounts recognised in equity  
Other assets  
18,416  
16,004  
6,731  
3,948  
9,031  
1,387  
-
Other liabilities and provisions  
(1,071)  
3
4,420  
10,679  
79,561  
10,418  
12,384  
(1,071)  
(593)  
Net deferred tax asset/(liability)  
119,034  
Movement in temporary differences during the year  
Opening balance  
79,561  
(6,654)  
23,741  
-
65,141  
33,603  
(7,469)  
-
(593)  
7,670  
5,393  
183  
Credited/(charged) to the income statement  
Credited/(charged) to equity  
(422)  
13,399  
Amounts transferred to subsidiaries  
Currency translation difference  
-
-
(13,839)  
-
22,386  
(11,714)  
Closing balance  
119,034  
79,561  
12,384  
(593)  
Unrecognised deferred tax assets  
Deferred tax assets have not been recognised in respect of the following items:  
Tax losses:  
Expiry date in less than 1 year  
-
132  
-
22  
-
-
-
-
-
-
-
-
Expiry date greater than 1 year but less than 5 years  
Expiry date greater than 5 years  
-
-
No expiry date  
954  
5,285  
1,086  
5,307  
-
-
Deferred tax assets have not been recognised in respect of these items because it is not probable that future taxable profit will be available  
for utilisation in the entities that have recorded these losses.  
CSL Limited Financial Report 2008-2009  
81  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
009  
Parent Company  
2
2008  
$000  
2009  
$000  
2008  
$000  
Notes  
$000  
12 Intangible Assets  
Carrying amounts  
Goodwill  
Opening balance at 1 July  
Currency translation differences  
672,519  
85,779  
655,665  
16,854  
-
-
-
-
Closing balance at 30 June  
758,298  
672,519  
-
-
Intellectual property  
Opening balance at 1 July  
Additions  
330,356  
-
321,708  
-
20,000  
20,000  
-
-
-
-
-
-
Disposals  
(59)  
(48)  
Currency translation differences  
37,668  
8,696  
Closing balance at 30 June  
367,965  
330,356  
20,000  
20,000  
Accumulated amortisation and impairment  
Opening balance at 1 July  
92,365  
35,470  
15,873  
(59)  
49,779  
39,033  
1,647  
(48)  
20,000  
10,575  
Amortisation for the year  
-
-
-
-
9,425  
Current year impairment charge  
Amortisation written back on disposal  
Currency translation differences  
3
-
-
-
8,067  
1,954  
Closing balance at 30 June  
151,716  
216,249  
974,547  
92,365  
237,991  
910,510  
20,000  
20,000  
Net intellectual property  
-
-
-
-
Total net intangible assets as at 30 June  
The amortisation charge is recognised in general and administration expenses in the income statement.  
Impairment tests for cash generating units containing goodwill  
For the purpose of impairment testing, goodwill is allocated to the business unit which represents the lowest level within the Group at  
which the goodwill is monitored for internal management purposes.  
The aggregate carrying amounts of goodwill allocated to each unit are as follows:  
CSL Behring  
746,215  
12,083  
660,436  
12,083  
-
-
-
-
CSL Biotherapies  
Closing balance of goodwill as at 30 June  
758,298  
672,519  
-
-
The impairment tests for these cash generating units is based on value in use calculations. These calculations use cash flow projections  
based on actual operating results and the three-year strategic business plan, after which a terminal value is calculated based on a business  
valuation multiple. The valuation multiple has been calculated based on independent external analyst views, long term government bond  
rates and the company’s pre-tax cost of debt. Projected cash flows have been discounted by using the implied pre-tax discount rate of  
11.7% (2008: 11%) associated with the business valuation multiple discussed above.  
Each unit’s recoverable amount exceeds the carrying value of its net assets, inclusive of goodwill. It is not considered a reasonable  
possibility for a change in assumptions to occur that would lead to a unit’s recoverable amount falling below the carrying value of each  
unit’s respective net assets.  
82  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
13 Retirement benefit assets and liabilities  
Retirement benefit assets  
Non-current defined benefit plans (refer note 26)  
-
8,052  
-
3,518  
-
Retirement benefit liabilities  
Non-current defined benefit plans (refer note 26)  
133,894  
85,571  
2,772  
14 Trade and other payables  
Current  
Trade payables  
271,835  
391,983  
-
160,630  
284,093  
-
71,865  
64,862  
50,232  
14,964  
619,624  
Accruals and other payables  
Payable – wholly owned subsidiaries  
1,012,484  
Carrying amount of current trade and other payables  
663,818  
444,723  
1,149,211  
684,820  
15 Interest-bearing liabilities and borrowings  
Current  
Bank overdrafts – Unsecured  
Bank loans – Unsecured (a)  
Senior Unsecured Notes - Unsecured (b)  
Lease liability – Secured (c)  
5,905  
305,518  
17,706  
3,229  
5,994  
104,001  
15,313  
2,744  
55,055  
5,789  
-
-
-
-
-
-
332,358  
128,052  
55,055  
5,789  
Non-current  
Bank loans - Unsecured (a)  
Senior Unsecured Notes - Unsecured (b)  
Lease liability - Secured (c)  
96,468  
248,851  
40,101  
554,253  
235,800  
35,081  
-
-
-
-
-
-
3
85,420  
825,134  
-
-
(a) During the year the one year tranche ($250m) of the Group’s global multicurrency facility matured. The facility has two tranches with  
maturity dates in March 2010 ($400m) and March 2012 ($250m). Interest on the facility is paid quarterly in arrears at a variable rate. As  
at the reporting date the Group had $248m in undrawn funds available under this facility.  
(
b) Represents US$127.9 million and Euro 63.1 million of Senior Unsecured Notes placed into the US Private Placement market. The notes  
have biannual repayments and mature in December 2012. The interest rate on the US$ notes is fixed at 5.30% and 5.90%. The interest  
rate on the Euro notes is fixed at 3.98% and 4.70%.  
(
c) Finance leases have an average lease term of 14 years (2008: 15 years). The weighted average discount rate implicit in the leases is  
.72% (2008: 6.35%). The Group’s lease liabilities are secured by leased assets of $29.3 million (2008: $25.1 million). In the event of  
default, leased assets revert to the lessor.  
5
Note 34 has further information about the Group’s exposure to interest rate risk, foreign exchange risk and the fair value of financial assets  
and liabilities.  
CSL Limited Financial Report 2008-2009  
83  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
009  
Parent Company  
2
2008  
$000  
2009  
$000  
2008  
$000  
Notes  
$000  
16 Tax assets  
Current tax receivable  
12,174  
-
-
-
12,174  
-
Tax receivable – wholly owned subsidiaries  
45,987  
58,161  
40,136  
40,136  
12,174  
-
Tax liabilities  
Current income tax liability  
101,173  
01,173  
123,018  
123,018  
-
-
54,157  
54,157  
1
17 Provisions  
Current  
Employee benefits  
Restructuring  
26  
73,305  
7,757  
14,217  
77  
67,601  
6,941  
13,427  
195  
31,158  
29,546  
-
-
Onerous contracts  
Surplus lease space  
Provision for contingent consideration  
Other  
-
-
-
-
-
-
26,247  
5,356  
49,437  
1,924  
639  
782  
126,959  
139,525  
31,797  
30,328  
Non-current  
Employee benefits  
Other  
26  
37,326  
1,485  
40,005  
1,548  
5,423  
1,150  
5,485  
1,202  
3
8,811  
41,553  
6,573  
6,687  
Restructuring  
A restructuring provision is recognised when the main features of the restructuring are planned. Restructuring plans must set out the  
businesses, locations and approximate number of employees affected and the expenditures that will be undertaken, together with  
an implementation timetable.There must be a demonstrable commitment and valid expectation that the restructuring plan will be  
implemented prior to a provision being recognised.  
Onerous contracts  
The provision recognised is based on the excess of the estimated cash flows to meet the unavoidable costs, over the estimated cash flows  
to be received in relation to certain contracts, having regard to the risks of the activities relating to the contracts.  
Surplus lease space  
A surplus lease space provision has been recognised in respect to the net obligation payable for various non-cancellable operating leases  
where the leases have been identified as surplus to the Group’s current requirements.  
Provision for contingent consideration on acquisitions  
A provision for contingent consideration is recognised when it is probable that payment will be made and the amount can be measured  
reliably.  
Discounting  
Where the effect of discounting is determined to be material to the provision, the net estimated cash flows are discounted using a pre-tax  
discount rate reflecting current market assessments of the time value of money and the risks specific to the liability.  
84  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
17 Provisions (continued)  
Movements in provisions  
Restructuring  
Opening balance  
6,941  
-
6,704  
(186)  
423  
-
-
-
-
-
-
Payments made  
Currency differences  
816  
Closing balance  
7,757  
6,941  
-
-
Onerous contracts  
Opening balance  
Provisions recognised  
Payments made  
13,427  
14,833  
571  
-
-
-
-
-
-
-
-
-
-
(2,399)  
422  
Currency differences  
790  
Closing balance  
14,217  
13,427  
-
-
Surplus lease space  
Opening balance  
Payments made  
195  
(171)  
53  
724  
(499)  
(30)  
-
-
-
-
-
-
Currency differences  
Closing balance  
77  
195  
-
-
Contingent consideration  
Opening balance  
49,437  
(32,292)  
9,102  
83,472  
(26,578)  
(7,457)  
-
-
-
-
-
-
Payments made  
Currency differences  
Closing balance  
26,247  
49,437  
-
-
Other  
Opening balance  
Additional provision  
Payments made  
Currency differences  
3,472  
5,214  
(1,852)  
7
3,032  
1,859  
(1,409)  
(10)  
1,984  
795  
(990)  
-
2,038  
1,289  
(1,343)  
-
Closing balance  
6,841  
3,472  
1,789  
1,984  
18 Deferred government grants  
Current deferred income  
469  
469  
469  
469  
Non-current deferred income  
12,083  
6,950  
12,083  
6,950  
Total deferred government grants  
12,552  
7,419  
12,552  
7,419  
19 Derivative Financial Instruments – current liabilities  
Forward Currency Contracts  
873  
167  
-
-
The Group has entered into forward currency contracts as an economic hedge against variations in the value of certain trade payable  
amounts due to currency fluctuations.All movements in the fair value of these forward currency contracts are recognised in the profit and  
loss when they occur.  
CSL Limited Financial Report 2008-2009  
85  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
2
0 Contributed equity  
Ordinary shares issued and fully paid  
2,760,207  
1,034,337  
2,760,207  
1,034,337  
Ordinary shares have the right to receive dividends as declared and, in the event of winding up the company, to participate in the proceeds  
from the sale of all surplus assets in proportion to the number of and amounts paid up on shares held. Ordinary shares entitle their holder  
to one vote, either in person or proxy, at a meeting of the company.  
2
009  
2008  
Number  
Number  
of shares  
$000  
of shares  
$000  
Movement in ordinary shares on issue  
Opening balance at 1 July  
550,400,606  
1,034,337  
549,126,066  
1,023,941  
Shares issued to parties other than  
CSL employees through participation in:  
-
-
-
Institutional Offer for $36.75 consideration  
47,500,000  
3,955,203  
-
1,745,625  
145,354  
(39,723)  
-
-
-
-
-
-
Retail Offer for $36.75 consideration  
Capital raising costs in respect to the institutional and retail offers  
Shares issued to employees via:  
-
-
-
-
SESOP II (i)  
347,000  
104,235  
3,066  
1,822  
-
847,300  
7,101  
Performance Options (ii)  
Performance Rights (for nil consideration)  
GESP (iii)  
-
293,400  
133,840  
-
-
1,024,751  
168,767  
-
3,295  
-
5,334  
(135,608)  
Share buy-back, inclusive of cost (iv)  
Closing balance  
(4,261,134)  
599,239,428  
2,760,207  
550,400,606  
1,034,337  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
(i) Options exercised under SESOP II as disclosed in note 27 were  
as follows:  
-
-
-
-
-
-
194,400 issued at $4.06 (2008: 193,200 issued at $4.06)  
Nil (2008: 18,000 issued at $6.89)  
789  
785  
124  
5,390  
492  
-
789  
785  
124  
5,390  
492  
-
-
-
32,600 issued at $9.32 (2008: 578,260 issued at $9.32)  
Nil (2008: 39,240 issued at $12.51)  
304  
304  
-
1,973  
-
-
1,973  
-
120,000 issued at $16.44 (2008: nil)  
Nil (2008: 18,600 issued at $16.65)  
310  
310  
3
,066  
7,101  
3,066  
7,101  
(ii) Options exercised under Performance Option plans as disclosed  
in note 27 were as follows  
-
104,235 issued at $17.48  
1,822  
-
1,822  
-
(
iii) Shares issued to employees under Global Employee Share Plan  
GESP) as disclosed in note 27 were as follows:  
(
-
-
72,350 issued at $31.24 on 5 September 2008  
96,417 issued at $31.88 on 10 March 2009  
2,260  
3,074  
1,559  
1,736  
2,260  
3,074  
1,559  
1,736  
5
,334  
3,295  
5,334  
3,295  
(
iv) Pursuant to the share buyback announced to the market on 9 June 2009, to 30 June 2009 the Parent Company purchased 4,261,134  
ordinary shares on market at an average price of $31.83 per share, with prices ranging from $31.03 to $32.32. Subsequent to year end  
and from 1 July until 10 July 2009, an additional 4,282,285 shares were purchased with prices ranging between $30.39 and $31.85.  
Post 10 July and up to 19 August 2009, no further shares have been bought back.  
86  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
21 Reserves  
Share based payments reserve  
65,739  
37,253  
55,565  
-
27,823  
-
Foreign currency translation reserve  
(50,541)  
(171,552)  
Carrying value of reserves at 30 June  
15,198  
(134,299)  
55,565  
27,823  
Movements in reserves  
Share based payments reserve (i)  
Opening balance at 1 July  
37,253  
30,147  
12,607  
(8,324)  
-
27,823  
30,147  
12,607  
(1,092)  
(13,839)  
-
Share based payments expense  
Deferred tax on share based payments  
Transfers to subsidiaries (ii)  
Currency difference  
16,801  
16,801  
11,685  
10,941  
-
-
-
-
2,823  
Closing balance at 30 June  
Net unrealised gains reserve (iii)  
Opening balance at 1 July  
65,739  
37,253  
2,957  
55,565  
27,823  
-
-
2,957  
Unrealised gains/(losses) on revaluation  
of available-for-sale investments  
-
-
(2,957)  
-
-
-
(2,957)  
-
Closing balance at 30 June  
Foreign currency translation reserve (iv)  
Opening balance at 1 July  
(171,552)  
-
(223,475)  
29  
-
-
-
-
Transfers to retained earnings  
Net exchange gains/(losses) on translation  
of foreign subsidiaries, net of hedge  
121,011  
(50,541)  
51,894  
-
-
-
-
Closing balance at 30 June  
(171,552)  
Nature and purpose of reserves  
(
i) Share based payments reserve  
The share based payments reserve is used to recognise the fair value of options, performance rights and global employee share plan  
rights issued but not exercised. Amounts are transferred to contributed equity when options and other equity instruments are exercised.  
(
(
ii) In 2008, in accordance with new accounting standard requirements, $13.8m of the reserve balance that was attributable to future tax  
benefits that may be realised by United States based subsidiaries was transferred to the balance sheets of those subsidiaries.  
iii) Net unrealised gains reserve  
The net unrealised gains reserve is used to recognise the cumulative changes in the fair value, net of tax, of investments that are  
classified as available-for-sale.Amounts are recognised in profit or loss when the associated assets are sold or impaired.  
(
iv) Foreign currency translation reserve  
The foreign currency translation reserve is used to record exchange differences arising from the translation of the financial statements  
of foreign operations and exchange gains and losses arising on those foreign currency borrowings which are designated as hedging the  
Company’s net investment in foreign operations.  
CSL Limited Financial Report 2008-2009  
87  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
009  
Parent Company  
2
2008  
$000  
2009  
$000  
2008  
$000  
Note  
$000  
2
2 Retained earnings  
Opening balance at 1 July  
1,906,087  
1,145,932  
(319,492)  
(57,093)  
-
1,435,279  
701,802  
(227,431)  
(4,389)  
(29)  
634,196  
413,195  
(319,492)  
(8,193)  
-
430,773  
433,827  
(227,431)  
(4,248)  
-
Net profit for the year  
Dividends  
23  
Actuarial gain/(loss) on defined benefit plans  
Transfers from reserves  
Deferred tax on actuarial gain/(loss) on defined benefit plans  
12,056  
855  
2,458  
1,275  
Closing balance at 30 June  
2,687,490  
1,906,087  
722,164  
634,196  
2
3 Dividends  
Dividends paid  
Dividends recognised in the current year by the Company are:  
Final ordinary dividend of 23 cents per share,  
franked to 100%, paid on 10 October 2008  
(
2008: 18.33 cents per share, franked to 50%)  
138,510  
180,982  
100,840  
138,510  
100,840  
Interim ordinary dividend of 30 cents per share,  
unfranked, paid on 9 April 2009  
(2008: 23 cents per share, unfranked)  
126,591  
227,431  
180,982  
319,492  
126,591  
227,431  
319,492  
Dividends not recognised at year end  
In addition to the above dividends, since year end the directors  
have recommended the payment of a final dividend of 40 cents  
per share, unfranked (2008: ordinary dividend of 23 cents per  
share, fully franked). The final dividend is expected to be paid  
on 9 October 2009. Based on the number of shares on issue  
as at reporting date, the aggregate amount of the proposed  
dividend would be:  
239,695  
126,592  
239,695  
126,592  
The actual aggregate dividend amount paid out of profits  
will be dependent on the actual number of shares on issue  
at dividend record date.  
88  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
009  
Parent Company  
2
2008  
$000  
2009  
$000  
2008  
$000  
Notes  
$000  
2
4 Equity  
Total equity at the beginning of the financial year  
2,806,125  
2,268,849  
1,696,356  
1,487,818  
Total recognised income and expense for the year  
attributable to equity holders  
1,221,906  
1,725,870  
(319,492)  
28,486  
747,205  
10,396  
(227,431)  
7,106  
407,461  
1,725,870  
(319,492)  
27,741  
427,897  
10,396  
Movement in contributed equity  
Dividends  
20  
23  
21  
(227,431)  
(2,324)  
Movement in share based payments reserve  
Total equity at the end of the financial year  
5,462,895  
2,806,125  
3,537,936  
1,696,356  
25 Statement of Cash Flows  
(a) Reconciliation of cash and cash equivalents  
and non-cash financing and investing activities  
Cash at the end of the year is shown  
in the cash flow statement as:  
Cash at bank and on hand  
Cash deposits  
6
6
410,278  
2,117,819  
(5,905)  
156,927  
544,663  
(5,994)  
-
-
-
-
Bank overdrafts  
15  
(55,055)  
(5,789)  
2
,522,192  
695,596  
(55,055)  
(5,789)  
(
b)Reconciliation of Profit after tax  
to Cash Flows from Operations  
Profit after tax  
1,145,932  
701,802  
413,195  
433,827  
Non-cash items in profit after tax  
Depreciation, amortisation and impairment charges  
181,606  
143,446  
917  
38,960  
407  
45,910  
(Gain)/loss on disposal of property, plant and equipment  
1,170  
850  
Finance costs  
-
78  
-
-
Unwinding of discount  
-
-
173  
-
(388,236)  
7,972  
Dividends and management fees  
Share based payments expense  
Changes in assets and liabilities:  
-
(401,885)  
6,266  
16,801  
12,607  
(
(
(
Increase)/decrease in trade and other receivables  
(115,545)  
(228,234)  
9,150  
(113,016)  
(84,130)  
4,252  
(9,305)  
12,708  
3,518  
(29,249)  
(8,037)  
4,369  
Increase)/decrease in inventories  
Increase)/decrease in retirement benefit assets  
Increase/decrease in net tax assets and liabilities  
Increase/(decrease) in trade and other payables  
Increase/(decrease) in deferred government grants  
Increase/(decrease) in provisions  
(60,523)  
97,996  
-
12,433  
24,530  
2,358  
(82,701)  
24,831  
-
21,191  
81,119  
2,358  
(12,693)  
(10,836)  
(10,398)  
(5,796)  
26,151  
(5,420)  
(5,506)  
(4,248)  
Increase/(decrease) in retirement benefit liabilities  
Net cash inflow from operating activities  
1,024,824  
689,256  
42,080  
146,965  
(c) Non cash financing activities  
Acquisition of plant and equipment by means of finance leases  
7,691  
2,352  
-
-
CSL Limited Financial Report 2008-2009  
89  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
2
6 Employee benefits  
A reconciliation of the employee benefits recognised is as follows:  
Retirement benefit assets – non-current (note 13)  
-
8,052  
-
3,518  
Provision for employee benefits – current (note 17)  
Retirement benefit liabilities – non-current (note 13)  
Provision for employee benefits – non-current (note 17)  
73,305  
133,894  
37,326  
67,601  
85,571  
40,005  
31,158  
2,772  
5,423  
29,546  
-
5,485  
2
44,525  
193,177  
39,353  
35,031  
1,570  
The number of full time equivalents employed at 30 June  
10,340  
9,276  
1,697  
(a) Defined benefit plans  
The Group sponsors a range of defined benefit pension plans that provide pension benefits for its worldwide employees upon retirement.  
Entities of the Group who operate the defined benefit plans contribute to the respective plans in accordance with the Trust Deeds,  
following the receipt of actuarial advice.  
Movements in the net liability/(asset) for defined benefit  
obligations recognised in the balance sheet  
Net liability/(asset) for defined benefit obligation:  
Opening balance  
77,519  
(18,026)  
(3,357)  
19,818  
57,093  
(323)  
72,485  
(13,997)  
(2,274)  
14,740  
4,389  
935  
(3,518)  
(3,262)  
-
(7,887)  
Contributions received  
(1,344)  
Benefits paid  
-
1,465  
4,248  
-
Expense/(benefit) recognised in the income statement  
Actuarial (gains)/losses recognised in equity  
Other movements  
1,717  
8,192  
(357)  
-
Currency translation differences  
1,170  
1,241  
-
Closing balance  
133,894  
77,519  
2,772  
(3,518)  
Net liability/(asset) for defined benefit obligation  
is reconciled to the balance sheet as follows:  
Retirement benefit assets – non-current (note 13)  
Retirement benefit liabilities – non-current (note 13)  
-
(8,052)  
85,571  
-
(3,518)  
-
133,894  
2,772  
Net liability/(asset)  
133,894  
77,519  
2,772  
(3,518)  
Amounts for the current and previous periods are as follows:  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2007  
$000  
2009  
$000  
2008  
$000  
2007  
$000  
Defined benefit obligation  
Plan assets  
467,887  
333,993  
(133,894)  
393,474  
315,955  
(77,519)  
371,106  
298,621  
(72,485)  
30,788  
28,016  
(2,772)  
29,801  
33,319  
3,518  
26,661  
34,548  
7,887  
Surplus/(deficit)  
Experience adjustments  
on plan liabilities  
(8,016)  
14,723  
(1,983)  
699  
(1,715)  
2,038  
Experience adjustments  
on plan assets  
(46,040)  
(27,010)  
(14,525)  
1,898  
12,253  
28,018  
(7,503)  
(5,215)  
(2,533)  
(149)  
3,725  
5,736  
Actual return on plan assets  
The Group and the Parent Company have used the AASB 1 exemption and disclosed amounts under AASB 1.20A(p) above for each annual  
reporting period prospectively from the AIFRS transition date (1 July 2004).  
90  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
2
6 Employee benefits (continued)  
(a) Defined benefit plans (continued)  
Changes in the present value of the defined  
benefit obligation are as follows:  
Opening balance  
393,474  
19,240  
19,608  
-
371,106  
15,514  
15,006  
644  
29,801  
2,335  
1,670  
-
26,661  
2,294  
1,555  
-
Service cost  
Interest cost  
Past service costs  
Contributions by members  
Actuarial (gains)/losses  
Benefits paid  
5,234  
8,016  
(18,038)  
(544)  
3,885  
(10,136)  
(12,844)  
667  
-
-
689  
(3,129)  
(578)  
-
1,715  
(2,156)  
(268)  
-
Other movements  
Currency translation differences  
40,897  
9,632  
Closing balance  
467,887  
393,474  
30,788  
29,801  
The present value of the defined benefit obligation comprises:  
Present value of wholly unfunded obligations  
Present value of funded obligations  
93,248  
76,075  
-
-
374,639  
317,399  
30,788  
29,801  
4
67,887  
393,474  
30,788  
29,801  
Changes in the fair value of plan assets are as follows:  
Opening balance  
315,955  
19,030  
(49,071)  
18,026  
5,234  
298,621  
16,423  
(14,525)  
13,997  
3,885  
33,319  
2,288  
(7,503)  
3,262  
-
34,548  
2,384  
(2,533)  
1,344  
-
Expected return on plan assets  
Actuarial gains/(losses) on plan assets  
Contributions by employer  
Contributions by members  
Benefits paid  
(14,681)  
(228)  
(10,570)  
(268)  
(3,129)  
(221)  
-
(2,156)  
(268)  
-
Other movements  
Currency translation differences  
39,728  
8,392  
Closing balance  
333,993  
315,955  
28,016  
33,319  
The major categories of plan assets as a  
percentage of total plan assets is as follows:  
Cash  
2.7%  
28.0%  
51.9%  
15.6%  
1.8%  
1.7%  
31.7%  
50.7%  
14.6%  
1.3%  
2.0%  
56.3%  
8.9%  
2.0%  
64.0%  
12.0%  
10.0%  
12.0%  
Equity instruments  
Debt instruments  
Property  
11.8%  
21.0%  
Other assets  
100.0%  
100.0%  
100.0%  
100.0%  
Expenses/(gains) recognised in the  
income statement are as follows:  
Current service costs  
Interest on obligation  
Expected return on assets  
Past service costs  
19,240  
19,608  
(19,030)  
-
15,514  
15,006  
(16,423)  
643  
2,335  
1,670  
(2,288)  
-
2,294  
1,555  
(2,384)  
-
Total included in employee benefits expense  
19,818  
14,740  
1,717  
1,465  
CSL Limited Financial Report 2008-2009  
91  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
2
6 Employee benefits (continued)  
(a) Defined benefit plans (continued)  
The principal actuarial assumptions at the balance sheet  
date (expressed as weighted averages) are as follows:  
Discount rate  
6.0%  
4.3%  
5.6%  
6.0%  
Expected return on assets and expected  
1
long-term rate of return on assets  
3.9%  
2.5%  
0.9%  
5.0%  
2.3%  
0.7%  
7.0%  
5.0%  
-
7.0%  
5.0%  
-
Future salary increases  
Future pension increases  
1
The expected long-term rate of return is based  
on the portfolio as a whole.  
Surplus/(deficit) for each defined benefit plan on a funding basis  
Plan  
assets1  
Accrued  
benefit  
Plan surplus  
/ (deficit)  
1
$
000  
$000  
$000  
Consolidated Group – June 2009  
2
CSL Pension Plan (Australia)  
28,016  
(30,788)  
(287,552)  
(56,300)  
(76,041)  
(1,560)  
(2,772)  
(23,654)  
(14,221)  
(76,041)  
(1,560)  
(3,608)  
(125)  
CSL Bioplasma AG Pension Fund (Switzerland)  
CSL Behring Union Pension Plan (US UPP)  
CSL Behring GmbH Pension Plan (Germany)  
CSL Pharma GmbH Pension Plan (Germany)  
CSL Behring KG Pension Plan (Germany)  
CSL Plasma GmbH Pension Plan (Germany)  
CSL Behring KK Retirement Allowance Plan (Japan)  
263,898  
42,079  
-
-
-
-
-
(3,608)  
(125)  
(11,913)  
(11,913)  
333,993  
(467,887)  
(133,894)  
Consolidated Group – June 2008  
2
CSL Pension Plan (Australia)  
33,319  
(29,801)  
(236,160)  
(51,438)  
(63,755)  
(1,527)  
3,518  
4,534  
CSL Bioplasma AG Pension Fund (Switzerland)  
CSL Behring Union Pension Plan (US UPP)  
CSL Behring GmbH Pension Plan (Germany)  
CSL Pharma GmbH Pension Plan (Germany)  
CSL Behring KG Pension Plan (Germany)  
CSL Plasma GmbH Pension Plan (Germany)  
CSL Behring KK Retirement Allowance Plan (Japan)  
240,694  
41,942  
(9,496)  
(63,755)  
(1,527)  
(3,006)  
(117)  
-
-
-
-
-
(3,006)  
(117)  
(7,670)  
(7,670)  
315,955  
(393,474)  
(77,519)  
1
Plan assets at net market value and accrued benefits have been calculated at 30 June, being the date of the most recent financial  
statements of the plans.  
2
The CSL Pension Plan (Australia) is also the defined benefit plan of the Parent Company. On 1 June 2007 the CSL Pension Plan ceased  
operation as a stand alone fund. The Assets and Liabilities of the Plan were transferred to AustralianSuper under a Successor Fund  
Transfer Deed and the Plan now operates as a sub-plan of AustralianSuper.  
(
b)Defined contribution plans  
The Group and Parent Company makes contributions to various defined contribution pension plans. The amounts recognised as an expense  
for the year ended 30 June 2009 was $19,433,000 and $11,605,000 respectively (2008: $15,854,000 and $10,934,000).  
92  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
27 Share based payments  
(a) Share based payment schemes  
The Company operates the following schemes that entitles key management personnel and senior employees to purchase shares in the  
Company under and subject to certain conditions:  
Senior Executive Share Ownership Plan (SESOP II)  
The SESOP II plan was approved by special resolution at the annual general meeting of the Company on 20 November 1997. The plan  
governed the provision of share based long term incentives in the form of options issued between 1997 and 1 July 2003 inclusive.There  
has been so SESOP II options issued since July 2003. Other than those which lapsed, all SESOP II options vested in earlier financial years  
following the achievement of a 7% compound growth in earnings per share over their vesting period. 77,040 SESOP II options which  
have not yet been exercised as at 30 June 2009 must be exercised no later than 1 July 2010 or they will lapse. The price payable on  
exercise of SESOP II options equals the weighted average price over the 5 days preceding the issue date of the options. Upon request,  
interest bearing loans were available to employees to fund the exercise of their SESOP II options. The terms and conditions associated with  
the provision of SESOP II loans are set out in note 28(b) and the remuneration report.  
Employee Performance Rights Plan (the plan)  
The Employee Performance Rights Plan was approved by special resolution at the annual general meeting of the Company on 16  
October 2003.The plan, as originally approved, governed the provision of share based long term incentives in the form of performance  
rights issued between 16 October 2003 and 6 April 2006 inclusive. Other than those which lapsed, all performance rights issued under  
the original plan vested prior to 30 June 2009. Vesting of the performance rights was contingent on the Company achieving a Total  
Shareholder Return (TSR) which was at or above the 50th percentile relative to the TSR of a peer group of companies comprising those  
entities within the ASX top 100 index by market capitalisation (excluding companies with the GICS industry codes of commercial banks,  
oil and gas and metals and mining). The original plan provided for vesting of 50% of the rights if the Company was ranked at the 50th  
percentile of TSR performance and for 100% of the rights to vest if the Company was placed at or above the 75th percentile. Relative TSR  
performance between the 50th and 75th percentile resulted in the proportion of performance rights that vested increasing on a straight-  
line basis. Vested performance rights which are exercised entitle the holder to one ordinary share for nil consideration.  
The plan was amended with effect from October 2006. Under the amended plan, share based long term incentives issued since October  
2006 now comprise grants made to executives of both performance rights and performance options, each subject to a different  
performance hurdle. Each long-term incentive grant generally consists of 50% performance rights and 50% performance options. Grants  
of performance rights and performance options are issued for nil consideration. The new plan retained the TSR performance hurdle and  
provided for 100% vesting of performance rights at the expiration of their vesting period if the Company’s TSR performance was at or  
above the 50th percentile on the relevant test date. Under the new plan, performance options are subject to an earnings per share (EPS)  
performance hurdle.10% compound EPS growth per annum is required for the performance options to vest at the expiration of their  
vesting period. EPS growth is measured from 30 June in the financial year preceding the grant of options until 30 June in the financial  
year prior to the relevant test date. Vested performance options entitle the holder to one ordinary share on payment of an exercise price  
equal to the volume weighted average CSL share price over the week up to and including the date of grant.  
Under the Employee Performance Rights Plan, performance rights and performance options are issued for a term of seven years. Current  
offers provide for a portion becoming exercisable, subject to satisfying the relevant performance hurdle, after the second anniversary of  
the date of grant. Full vesting does not occur until four years post grant date. If the portion tested at the applicable anniversary meets the  
relevant performance hurdle, that portion of rights and options vest and become exercisable until the expiry date. If the portion tested  
fails to meet the performance hurdle the portion is carried over to the next anniversary and retested. After the fifth anniversary, any  
performance rights and performance options not vested lapse. Importantly, there is an individual employee hurdle requiring an executive  
to obtain for the financial year prior to exercise of the Performance Rights and Performance Options, a satisfactory (or equivalent) rating  
under the Company’s performance management system.  
Company provided loans are not available to fund the exercise of performance options under the plan.  
The last grant of performance rights and options to be issued on these terms will be in 2009. As set out in section 15 (Remuneration  
Report) of the Directors’ Report, certain changes will be made to the Performance Rights Plan with effect from 1 January 2010.  
Global Employee Share Plan (GESP)  
The ‘Global Employee Share Plan’ (GESP) operates whereby employees make contributions from after tax salary up to a maximum of  
$3,000 per each six month contribution period. The employees receive the shares at a 15% discount to the applicable market rate, as  
quoted on the ASX on the first day or the last day of the six month contribution period, whichever is lower.  
CSL Limited Financial Report 2008-2009  
93  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
27 Share based payments (continued)  
(
b)Outstanding share based payment equity instruments  
The number and exercise price for each share based payment scheme outstanding is presented as follows. All options and rights are  
settled by physical delivery of shares.  
Vested at  
Opening  
Balance  
Closing  
balance  
Exercise  
Price  
Expiry  
date  
30 June  
2009  
June 2009  
Options  
Granted Exercised Forfeited  
Lapsed  
(
by grant date)  
2
1 August 2001*  
120,000  
100,400  
203,640  
1,256,340  
714,600  
3,240  
-
120,000  
-
-
-
-
-
-
-
-
-
-
-
67,800  
$16.44 20-Aug-08  
$9.32 23-Jul-09  
-
2
1
2
1
1
1
1
3 July 2002*  
-
32,600  
-
-
67,800  
July 2003  
-
194,400  
9,240  
$4.06  
1-Jul-10  
9,240  
October 2006  
October 2007  
April 2008  
-
-
104,235  
63,225  
25,680  
-
1,088,880  
688,920  
3,240  
$17.48  
2-Oct-13  
203,415  
-
$35.46 30-Sep-14  
$36.56 31-Mar-15  
$37.91 30-Sep-15  
$32.50 31-Mar-16  
-
-
-
-
October 2008  
April 2009  
-
794,720  
15,380  
810,100  
-
-
2,540  
-
792,180  
15,380  
-
-
-
2,398,220  
451,235  
91,445  
2,665,640  
280,455  
Performance Rights  
by grant date)  
6 October 2003  
5 December 2003  
8 April 2004  
1 June 2004  
9 October 2004  
5 July 2005  
(
1
90,000  
5,400  
-
90,000  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
5,400  
Nil 27-Oct-10  
Nil 27-Oct-10  
Nil 31-Mar-11  
Nil 31-Mar-11  
Nil 25-Aug-11  
-
5,400  
60,000  
8,400  
38,100  
165,000  
244,850  
157,500  
15,900  
43,920  
-
1
-
-
-
2
180,000  
8,400  
-
120,000  
-
60,000  
8,400  
2
-
-
-
2
45,300  
165,000  
890,850  
157,500  
114,150  
450,480  
274,980  
1,460  
-
7,200  
-
38,100  
1
-
-
-
165,000  
244,850  
157,500  
15,900  
363,600  
265,800  
1,460  
Nil  
Nil  
7-Jun-12  
7-Jun-12  
7
7
6
2
1
1
1
1
September 2005  
March 2006  
April 2006  
-
642,506  
3,494  
-
-
-
-
Nil 20-Dec-12  
Nil 20-Dec-12  
-
98,250  
October 2006  
October 2007  
April 2008  
-
66,795  
20,085  
9,180  
-
Nil  
2-Oct-13  
-
-
-
-
-
-
Nil 30-Sep-14  
Nil 31-Mar-15  
Nil 30-Sep-15  
Nil 31-Mar-16  
-
October 2008  
April 2009  
-
287,860  
5,680  
1,080  
-
286,780  
5,680  
-
-
-
2
,383,520  
293,540 1,024,751  
33,839  
1,618,470  
739,070  
GESP  
by grant date)  
(
1
1
1
March 2008  
72,350  
-
96,417  
72,350  
96,417  
-
-
-
-
-
-
-
-
-
-
-
$31.24 31-Aug-08  
$31.88 28-Feb-09  
$27.33 31-Aug-09  
-
-
-
September 2008  
-
-
#
March 2009  
103,640  
200,057  
103,640  
103,640  
72,350  
168,767  
Total  
4,854,090 1,303,697 1,644,753  
125,284  
-
4,387,750  
1,019,525  
*AASB 2 has not been applied to these options as they were issued before 7 November 2002.  
#
As noted above, the exercise price at which GESP plan shares are issued is calculated at a 15% discount to the lower of the ASX  
market price on the first and last dates of the contribution period. Accordingly the exercise price and the final number of shares issued  
is not yet known (and may differ from the assumptions and fair values disclosed below). The number of shares which may ultimately be  
issued based on entitlements granted on 1 March 2009 has been estimated based on information available as at 30 June 2009.  
The weighted average share price at the dates of exercise, by equity instrument type, is as follows:  
Options  
$36.69  
$34.25  
$37.16  
Performance Rights  
GESP  
94  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
27 Share based payments (continued)  
(
b)Outstanding share based payment equity instruments (continued)  
The number and exercise price for each share based payment scheme outstanding is presented as follows. All options are settled by  
physical delivery of shares.  
Vested at  
Opening  
Balance  
Closing  
balance  
Exercise  
Price  
Expiry  
date  
30 June  
2009  
June 2008  
Options  
Granted Exercised Forfeited  
Lapsed  
(
by grant date)  
1 August 2001*  
3 August 2001*  
0 December 2001*  
3 July 2002*  
6 October 2002*  
2
120,000  
39,240  
18,600  
696,660  
18,000  
396,840  
1,352,340  
-
-
-
39,240  
18,600  
578,260  
18,000  
193,200  
-
-
-
-
-
-
-
-
-
-
-
-
120,000  
-
$16.44 20-Aug-08  
$12.51 22-Aug-08  
$16.65 09-Dec-08  
$9.32 23-Jul-09  
$6.89 16-Oct-09  
120,000  
2
-
-
-
1
-
-
-
-
2
-
18,000  
100,400  
-
100,400  
1
-
-
-
-
-
1
2
1
1
July 2003  
203,640  
1,256,340  
714,600  
3,240  
$4.06  
01-Jul-10  
-
October 2006  
October 2007  
April 2008  
-
96,000  
16,020  
-
$17.48 02-Oct-13  
$35.46 30-Sep-14  
$36.56 31-Mar-15  
-
730,620  
3,240  
733,860  
-
-
-
-
-
2,641,680  
847,300  
130,020  
2,398,220  
220,400  
Performance Rights  
by grant date)  
6 October 2003  
5 December 2003  
8 April 2004  
1 June 2004  
9 October 2004  
5 July 2005  
(
1
90,000  
49,800  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
90,000  
5,400  
Nil 27-Oct-10  
Nil 27-Oct-10  
Nil 31-Mar-11  
Nil 31-Mar-11  
Nil 25-Aug-11  
Nil 07-Jun-12  
Nil 07-Jun-12  
Nil 20-Dec-12  
Nil 20-Dec-12  
Nil 02-Oct-13  
Nil 30-Sep-14  
Nil 31-Mar-15  
90,000  
1
-
44,400  
-
5,400  
2
180,000  
57,900  
-
-
-
180,000  
8,400  
180,000  
2
-
49,500  
-
8,400  
2
235,500  
165,000  
-
190,200  
-
-
45,300  
45,300  
1
0
0
0
0
-
-
165,000  
890,850  
157,500  
114,150  
450,480  
274,980  
1,460  
-
7 September 2005 978,600  
-
-
87,750  
-
-
7 March 2006  
6 April 2006  
157,500  
122,550  
487,920  
-
-
-
-
-
-
8,400  
37,440  
7,440  
-
-
2 October 2006  
-
-
-
01 October 2007  
282,420  
1,460  
283,880  
-
-
-
-
01 April 2008  
-
2
,524,770  
284,100  
141,030  
2,383,520  
329,100  
GESP  
by grant date)  
(
1
1
1
March 2007  
70,344  
-
63,496  
65,984  
129,480  
70,344  
63,496  
-
-
-
-
-
-
-
-
-
$22.17 31-Aug-07  
$27.50 28-Feb-08  
$30.35 31-Aug-08  
-
September 2007  
-
-
-
-
#
March 2008  
-
-
65,984  
65,984  
4,847,724  
-
-
70,344  
133,840  
Total  
5,236,794 1,147,220 1,265,240  
271,050  
549,500  
*AASB 2 has not been applied to these options as they were issued before 7 November 2002.  
#
As noted above, the exercise price at which GESP plan shares are issued is calculated at a 15% discount to the lower of the ASX  
market price on the first and last dates of the contribution period. Accordingly the exercise price and the final number of shares issued  
is not yet known (and may differ from the assumptions and fair values disclosed below). The above disclosures are estimated based on  
information available as at 30 June 2008.  
The weighted average share price at the dates of exercise, by equity instrument type, is as follows:  
Options  
$33.26  
$32.39  
$35.56  
Performance Rights  
GESP  
CSL Limited Financial Report 2008-2009  
95  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
27 Share based payments (continued)  
(c) Valuation assumptions and fair values of equity instruments granted  
The fair value of services received in return for equity instruments granted are measured by reference to the fair value of equity  
instruments granted. The estimate of fair value of the services received is measured based on a combination of the Binomial and Black  
Scholes option valuation methodologies. The expected vesting period of equity instruments is also used as an input into the valuation  
model applied.  
The following tables summarise the assumptions and fair values of unexercised equity instruments issued after 7 November 2002:  
Expected  
dividend  
yield  
Risk free  
interest  
rate  
Fair  
Share  
Price  
Exercise  
Price  
Expected  
volatility  
Life  
assumption  
Value1  
2
Options (by grant date)  
1
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
July 2003  
$1.53  
$5.71  
$4.03  
$18.01  
$18.01  
$18.01  
$35.93  
$35.93  
$35.93  
$36.56  
$36.56  
$36.56  
$38.75  
$38.75  
$38.75  
$32.10  
$32.10  
$32.10  
$4.06  
$17.48  
$17.48  
$17.48  
$35.46  
$35.46  
$35.46  
$36.23  
$36.23  
$36.23  
$37.91  
$37.91  
$37.91  
$32.50  
$32.50  
$32.50  
37.0%  
27.0%  
27.0%  
27.0%  
29.0%  
29.0%  
29.0%  
32.0%  
32.0%  
32.0%  
33.0%  
33.0%  
33.0%  
33.0%  
33.0%  
33.0%  
3–5 years  
2 years  
3 years  
4 years  
2 years  
3 years  
4 years  
2 years  
3 years  
4 years  
2 years  
3 years  
4 years  
2 years  
3 years  
4 years  
2.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
5.60%  
5.67%  
5.67%  
5.67%  
6.45%  
6.45%  
6.45%  
6.00%  
6.00%  
6.00%  
5.22%  
5.22%  
5.22%  
3.94%  
3.94%  
3.94%  
October 2006 – Tranche 1  
October 2006 – Tranche 2  
October 2006 – Tranche 3  
October 2007 – Tranche 1  
October 2007 – Tranche 2  
October 2007 – Tranche 3  
April 2008 – Tranche 1  
April 2008 – Tranche 2  
April 2008 – Tranche 3  
October 2008 – Tranche 1  
October 2008 – Tranche 2  
October 2008 – Tranche 3  
April 2009 – Tranche 1  
April 2009 – Tranche 2  
April 2009 – Tranche 3  
$5.83  
$5.96  
$12.06  
$12.33  
$12.59  
$12.64  
$12.92  
$13.18  
$13.31  
$13.58  
$13.85  
$9.27  
$9.73  
$10.15  
Performance Rights (by grant date)  
1
6 October 2003  
5 December 2003  
8 April 2004  
1 June 2004  
9 October 2004  
5 July 2005  
$3.51  
$3.78  
$5.42  
$5.84  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
Nil  
37.0%  
37.0%  
35.0%  
34.0%  
34.0%  
27.0%  
27.0%  
27.0%  
27.0%  
27.0%  
27.0%  
27.0%  
29.0%  
29.0%  
29.0%  
32.0%  
32.0%  
32.0%  
33.0%  
33.0%  
33.0%  
33.0%  
33.0%  
33.0%  
4 years  
4 years  
4 years  
4 years  
4 years  
4 years  
4 years  
4 years  
4 years  
2 years  
3 years  
4 years  
2 years  
3 years  
4 years  
2 years  
3 years  
4 years  
2 years  
3 years  
4 years  
2 years  
3 years  
4 years  
2.5%  
2.5%  
2.0%  
2.0%  
2.0%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
1.5%  
5.61%  
5.79%  
5.71%  
5.63%  
5.32%  
5.19%  
5.10%  
5.37%  
5.51%  
5.67%  
5.67%  
5.67%  
6.45%  
6.45%  
6.45%  
6.00%  
6.00%  
6.00%  
5.22%  
5.22%  
5.22%  
3.94%  
3.94%  
3.94%  
1
2
$5.05  
$7.64  
2
$4.78  
$7.24  
2
$6.90  
$9.60  
1
$8.17  
$11.63  
$11.58  
$17.75  
$17.80  
$18.01  
$18.01  
$18.01  
$35.93  
$35.93  
$35.93  
$36.56  
$36.56  
$36.56  
$38.75  
$38.75  
$38.75  
$32.10  
$32.10  
$32.10  
7
7
6
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
September 2005  
$8.13  
March 2006  
$14.53  
$14.32  
$14.20  
$13.32  
$12.47  
$28.65  
$26.78  
$25.20  
$30.27  
$29.06  
$27.57  
$33.30  
$31.72  
$30.15  
$27.55  
$26.55  
$25.50  
April 2006  
October 2006 – Tranche 1  
October 2006 – Tranche 2  
October 2006 – Tranche 3  
October 2007 – Tranche 1  
October 2007 – Tranche 2  
October 2007 – Tranche 3  
April 2008 – Tranche 1  
April 2008 – Tranche 2  
April 2008 – Tranche 3  
October 2008 – Tranche 1  
October 2008 – Tranche 2  
October 2008 – Tranche 3  
April 2009 – Tranche 1  
April 2009 – Tranche 2  
April 2009 – Tranche 3  
96  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
27 Share based payments (continued)  
Expected  
dividend  
yield  
Risk free  
interest  
rate  
Fair  
Share  
Price  
Exercise  
Price  
Expected  
volatility  
Life  
assumption  
Value1  
2
GESP (by grant date)3  
1
1
1
1
September 2007  
March 2008  
$5.77  
$5.51  
$5.62  
$4.82  
$32.35  
$36.75  
$37.50  
$32.15  
$27.50  
$31.24  
$31.88  
$27.33  
29.0%  
32.0%  
33.0%  
33.0%  
6 months  
6 months  
6 months  
6 months  
1.5%  
1.5%  
1.5%  
1.5%  
6.45%  
6.00%  
5.22%  
3.94%  
September 2008  
March 2009  
1
Options and rights granted are subject to a service condition. Options are also subject to a non-market vesting condition based on  
earnings per share. Service conditions and non-market conditions are not taken into account in the determination of fair value at grant  
date. Contrastingly, grants of rights are also subject to a market vesting condition based on total shareholder returns, a condition  
which is taken into account when the fair value of rights is determined.  
2
3
The expected volatility is based on the historic volatility (calculated based on the remaining life assumption of each equity instrument),  
adjusted for any expected changes to future volatility due to publicly available information.  
The fair value of GESP equity instruments is estimated based on the assumptions prevailing on the grant date. In accordance with  
the terms and conditions of the GESP plan, shares are issued at the lower of the ASX market price on the first and last dates of the  
contribution period.  
2
8 Key management personnel disclosures  
The following were key management personnel of the Group at any time during the 2009 and 2008 financial years and unless otherwise  
indicated they were key management personnel during the whole of those financial years:  
Non-executive directors  
E A Alexander (Chairman)  
J Akehurst  
Executive directors  
B A McNamee (Chief Executive Officer and Managing Director)  
A M Cipa (Finance Director)  
D W Anstice (appointed 2 Sept 2008)  
I A Renard  
Executives  
M A Renshaw  
P Turner (President, CSL Behring)  
K J Roberts (retired 15 Oct 2008)  
J Shine  
C Armit (President, CSL Biotherapies, retired 31 Dec 2007)  
A Cuthbertson (Chief Scientific Officer)  
D J Simpson  
P Turvey (Company Secretary / General Counsel, ceased to be a KMP 31 Dec 2008)  
E Bailey (Company Secretary, appointed 1 Jan 2009)  
G Boss (General Counsel, appointed 1 Jan 2009)  
T Giarla (President, CSL Bioplasma, ceased to be a KMP 29 Feb 2008)  
A von Bibra (General Manager Human Resources, resigned 31 Dec 2008 )  
J Lever (Senior Vice President Human Capital, appointed 1 June 2009)  
M Sontrop (General Manager, CSL Biotherapies Australia & New Zealand)  
J Davies (General Manager, CSL Bioplasma, appointed 1 March 2008)  
CSL Limited Financial Report 2008-2009  
97  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
2
8 Key management personnel disclosures (continued)  
a) Total compensation for key management personnel  
(
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
Short term  
Salary and Fees  
7,935,050  
2,852,237  
41,307  
7,407,484  
2,879,478  
170,553  
6,374,401  
2,104,087  
15,384  
6,472,756  
2,379,327  
158,209  
Short term incentive cash bonus  
Non-monetary benefits  
Total  
10,828,594  
10,457,515  
8,493,872  
9,010,292  
Post-employment  
Pension benefits  
938,482  
263,725  
1,291,873  
3,187  
680,598  
263,725  
784,835  
3,187  
Retirement benefits  
Total  
1,202,207  
1,295,060  
944,323  
788,022  
Other long-term - Long service leave and equivalents  
434,608  
467,717  
305,138  
356,204  
Deferred cash incentive  
Termination benefits  
560,000  
521,285  
583,822  
-
560,000  
521,285  
583,822  
-
Share-based payments  
Equity settled performance rights  
Equity settled options  
2,742,344  
2,049,993  
2,505,205  
1,422,084  
2,241,153  
1,663,141  
2,109,762  
1,212,546  
4
,792,337  
3,927,289  
3,904,294  
14,728,912  
3,322,308  
Total  
18,339,031  
16,731,403  
14,060,648  
(
b) Loans to key management personnel and their related parties (Group)  
Details regarding the aggregate of loans made, guaranteed or secured by any entity in the Group to key management personnel and  
their related parties, and the number of individuals in each group, are as follows:  
Opening  
balance  
Interest  
charged  
Closing  
balance  
Number in  
group  
$
$
$
$
Total for key management personnel  
Total for other related parties  
2009  
008  
2009  
008  
944,914  
16,163  
619,760  
6
5
-
2
1,174,820  
33,522  
745,154  
-
-
-
2
-
-
-
-
Total for key management personnel  
and their related parties  
2009  
944,914  
16,163  
619,760  
6
2008  
1,174,820  
33,522  
745,154  
5
98  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
2
8 Key management personnel disclosures (continued)  
Details regarding loans outstanding at the reporting date to key management personnel and their related parties at any time during the  
reporting period, are as follows:  
Highest  
Balance at  
Balance at  
30 June 2009  
owing  
in period  
Interest  
charged  
Interest not  
charged  
1
July 2008  
$
$
$
$
$
Key Management Personnel  
A M Cipa  
43,122  
110,000  
420,000  
139,850  
32,182  
-
43,122  
110,000  
420,000  
139,850  
32,182  
-
-
-
P Turner  
-
-
A Cuthbertson  
P Turvey  
420,000  
12,760  
10,298  
1,304  
-
-
-
-
-
A von Bibra  
E Bailey  
199,760  
199,760  
240,363  
3,403  
7,563  
Total  
944,914  
619,760  
985,517  
16,163  
19,165  
All of the loans relate to SESOP and SESOP II under which key management personnel were provided with loans to fund the exercise of  
options.SESOP was terminated by the Company and there are no longer any outstanding options under this plan. No grants of options  
have been made under SESOP II since July 2003.  
Loans to key management personnel relating to SESOP are interest free. Loans relating to SESOP II are charged interest at a concessional  
average rate of 2.5%. This is based on interest being charged equivalent to the after-tax cash amount of dividends on the underlying shares  
(excluding the impact of imputation and assuming a marginal income tax rate of 46.5%). The average commercial rate of interest during  
the year was 5.49% (2008: 9.59%).  
(c) Other key management personnel transactions with the company or its controlled entities  
The key management personnel and their related entities have the following transactions with entities within the Group that occur  
within a normal employee, customer or supplier relationship on terms and conditions no more favourable than those which it is  
reasonable to expect the entity would have adopted if dealing at arm’s length in similar circumstances:  
The Group has a number of contractual relationships, including property leases and collaborative research arrangements, with the  
University of Melbourne of which Mr Ian Renard was the Chancellor until 10 January 2009 and of which Miss Elizabeth Alexander is  
the Chair of the Finance Committee and a member of the Council and Dr Virginia Mansour (whose husband is Dr Brian McNamee) is a  
member of the Council.  
(d) Options over equity instruments granted as compensation  
The movement during the reporting period in the number of options over ordinary shares in the Company held directly, indirectly or  
beneficially, by each key management person, including their related parties, is as follows:  
Number Vested and  
Number Unvested  
Balance  
Vested exercisable  
Key management  
person  
Balance at  
1 July 2008  
Number  
Granted  
Number  
Exercised  
Lapsed / at 30 June during the at 30 June at 30 June  
Forfeited  
2009  
year  
2009  
2009  
Executive Directors  
B A McNamee  
A M Cipa  
236,400  
87,840  
74,880  
33,720  
-
-
-
-
311,280  
121,560  
39,690  
14,535  
39,690  
14,535  
271,590  
107,025  
Other executives  
P Turner  
87,840  
50,280  
38,340  
25,140  
38,460  
47,520  
32,100  
36,240  
-
33,720  
16,840  
-
14,535  
8,130  
-
-
107,025  
58,990  
38,340  
8,760  
43,900  
50,940  
50,520  
-
14,535  
8,130  
6,345  
1,080  
4,740  
5,310  
5,310  
4,680  
-
-
-
107,025  
58,990  
31,995  
7,680  
39,160  
45,630  
45,210  
-
A Cuthbertson  
P Turvey  
-
-
6,345  
1,080  
4,740  
5,310  
5,310  
-
E Bailey  
2,220  
15,040  
18,420  
18,420  
-
18,600  
9,600  
15,000  
-
-
G Boss  
-
M Sontrop  
J Davies  
-
-
23,640  
-
A von Bibra  
J Lever  
12,600  
-
-
-
-
-
Total  
680,160  
213,260  
78,465  
23,640  
791,315  
104,355  
77,010  
714,305  
The assumptions inherent in the valuation of options granted to key management personnel, amongst others, during the financial year  
and the fair value of each option granted are set out in Note 27(c).  
No options have been granted since the end of the financial year. The options have been provided at no cost to the recipients.  
For further details, including the key terms and conditions, grant and exercise dates for options granted to executives, refer note 27.  
CSL Limited Financial Report 2008-2009  
99  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
2
8 Key management personnel disclosures (continued)  
e) Performance Rights over equity instruments granted as compensation  
(
The movement during the reporting period in the number of performance rights over ordinary shares in the Company held directly,  
indirectly or beneficially, by each key management person, including their related parties, is as follows:  
Number Vested and  
Number Unvested  
Balance  
Vested exercisable  
Key management  
person  
Balance at  
1 July 2008  
Number  
Granted  
Number  
Exercised  
Lapsed / at 30 June during the at 30 June at 30 June  
Forfeited  
2009  
year  
2009  
2009  
Executive Directors  
B A McNamee  
A M Cipa  
513,480  
176,340  
21,600  
9,720  
210,000  
-
-
-
325,080  
186,060  
244,230  
94,290  
-
244,230  
154,290  
80,850  
31,770  
Other executives  
P Turner  
114,990  
57,870  
42,270  
9,840  
9,720  
4,860  
-
92,940  
45,150  
32,625  
-
-
31,770  
17,580  
9,645  
10,800  
11,585  
13,505  
25,310  
-
92,940  
45,150  
32,625  
3,180  
-
31,770  
17,580  
9,645  
3,420  
11,585  
13,505  
13,385  
-
A Cuthbertson  
P Turvey  
-
-
-
-
E Bailey  
960  
-
7,380  
G Boss  
21,690  
31,830  
20,010  
18,360  
-
4,340  
5,300  
5,300  
-
14,445  
23,625  
-
-
14,445  
23,625  
11,925  
11,280  
-
-
M Sontrop  
J Davies  
-
-
-
11,925  
A von Bibra  
J Lever  
11,280  
-
7,080  
-
-
-
-
-
-
Total  
1,006,680  
61,800  
430,065  
7,080  
631,335  
573,690  
417,825  
213,510  
The assumptions inherent in the valuation of performance rights granted to key management personnel, amongst others, during the  
financial year and the fair value of each option granted are set out in Note 27(c).  
No performance rights have been granted since the end of the financial year. The performance rights have been provided at no cost to  
the recipients.  
Modification of terms of equity-settled share-based payment transactions  
No terms of equity-settled share-based payment transactions (including options and performance rights granted as compensation to a  
key management person) have been altered or modified by the issuing entity during the reporting period.  
(f) Exercise of equity instruments granted as compensation  
During the reporting period, the following shares were issued on the exercise of options granted as compensation:  
3
0 June 2009  
30 June 2008  
Paid per  
share  
$
Paid per  
share  
$
Date Option  
Granted  
Number of  
Date Option  
Granted  
Number of  
shares  
shares  
C Armit  
23 July 2002  
23 July 2002  
21 August 2001  
23 July 2002  
23 July 2002  
1 July 2003  
30,000  
30,000  
30,000  
18,000  
90,000  
15,000  
45,000  
7,920  
9.32  
9.32  
12.51  
9.32  
9.32  
4.06  
9.32  
4.06  
P Turvey  
T Giarla  
J Davies  
P Turner  
M Sontrop  
A Cuthbertson  
A von Bibra  
A von Bibra  
E Bailey  
2 October 2006  
1 July 2003  
14,535  
15,000  
8,130  
17.48  
4.06  
17.48  
4.06  
17.48  
4.06  
4.06  
2 October 2006  
1 July 2003  
23 July 2002  
1 July 2003  
7,920  
2 October 2006  
1 July 2003  
4,680  
18,600  
9,600  
G Boss  
1 July 2003  
Total  
78,465  
265,920  
There are no amounts unpaid on the shares issued as a result of the exercise of options.  
100  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
2
8 Key management personnel disclosures (continued)  
f) Exercise of equity instruments granted as compensation (continued)  
(
During the reporting period, persons who were key management personnel were issued the following shares on the exercise of  
performance rights granted as compensation:  
3
0 June 2009  
30 June 2008  
Date Performance  
Option Granted  
Number of  
shares  
Date Performance  
Right Granted  
Number of  
shares  
B McNamee  
P Turner  
26 October 2003  
90,000  
120,000  
52,950  
35,700  
4,290  
-
-
3
0 March 2004  
7 June 2005  
-
-
-
-
2
2
2
0 December 2005  
-
-
2
October 2006  
7 June 2005  
-
-
A Cuthbertson  
P Turvey  
15,750  
27,000  
2,400  
-
-
0 December 2005  
-
-
2
October 2006  
7 June 2005  
-
-
18,750  
12,000  
1,875  
-
-
0 December 2005  
-
-
2
2
2
2
October 2006  
7 June 2005  
October 2006  
7 June 2005  
October 2006  
7 June 2005  
October 2006  
-
-
G Boss  
13,050  
1,395  
-
-
-
-
A von Bibra  
M Sontrop  
9,900  
-
-
1,380  
-
-
-
22,050  
1,575  
-
-
-
C Armit  
T Giarla  
Total  
29 October 2004  
29 October 2004  
18,000  
18,000  
36,000  
430,065  
No amount is payable on the exercise of performance rights.  
(g) Key management personnel shareholdings  
Movements in the respective shareholdings of key management personnel during the year ended 30 June 2009 are set out below.  
Shares acquired  
on exercise of  
performance  
Shares acquired  
on exercise of  
options during  
year  
Movements  
in shares  
Balance at  
(Shares sold)/  
Purchased  
Balance at  
30 June 2009  
1 July 2008 rights during year  
Non-Executive Directors  
E A Alexander  
J Akehurst  
D W Anstice  
I A Renard  
24,722  
22,239  
-
22,419  
5,277  
17,814  
1,836  
1,323  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,831  
6,752  
5,696  
1,123  
980  
27,553  
28,991  
5,696  
23,542  
6,257  
18,496  
2,979  
2,439  
M A Renshaw  
K J Roberts  
J Shine  
682  
1,143  
1,116  
D J Simpson  
Executive Directors  
B A McNamee  
A M Cipa  
625,533  
25,641  
210,000  
-
-
-
136  
136  
835,669  
25,777  
Executives  
P Turner  
74,526  
79,437  
19,441  
13,816  
3,912  
92,940  
45,150  
32,625  
-
14,535  
8,130  
-
(18,825)  
136  
163,176  
132,853  
4,767  
14,006  
1,573  
A Cuthbertson  
P Turvey  
(47,299)  
(18,410)  
(26,384)  
(12,748)  
-
E Bailey  
18,600  
9,600  
12,600  
-
G Boss  
14,445  
11,280  
-
A von Bibra  
J Lever  
10,502  
-
21,634  
-
M Sontrop  
J Davies  
21,835  
14,463  
984,736  
23,625  
-
15,000  
-
(14,810)  
272  
45,650  
14,735  
1,375,793  
Total  
430,065  
78,465  
(117,473)  
There have been no movements in shareholdings of key management personnel between 30 June 2009 and the date of this report.  
CSL Limited Financial Report 2008-2009  
101  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
2
9 Non key management personnel related party disclosure  
Ultimate Controlling Entity  
The ultimate controlling entity is CSL Limited.  
Identity of related parties  
The parent company has a related party relationship with its subsidiaries (see note 32) and with its key management personnel (see note 28).  
Other related party transactions  
The Parent Company entered into the following transactions during the year with related parties in the Group:  
Wholly owned subsidiaries  
Loans were advanced and repayments received on the long term intercompany accounts;  
Interest was charged on outstanding intercompany loan account balances;  
Sales and purchases of products;  
Licensing of intellectual property;  
Provision of marketing services by controlled entities; and  
Management fees were received from a controlled entity.  
The sales, purchases and other services were undertaken on commercial terms and conditions.  
Payment for intercompany transactions is through intercompany loan accounts and may be subject to extended payment terms.  
Amounts payable to and receivable from wholly owned subsidiaries are set out in the notes 7, 14 and 16.  
Partly owned subsidiaries  
No transactions occurred during the year.  
Amounts receivable from partly owned subsidiaries are set out in the note 7.  
Transactions with key management personnel and their related parties  
Disclosures relating to key management personnel are disclosed in note 28.  
Transactions with other related parties  
During the year, the parent and subsidiaries made contributions to defined benefit and contribution pension plans as disclosed in note 26.  
Ownership interests in related parties  
The ownership interests in related parties in the Group are disclosed in note 32. All transactions with subsidiaries have been eliminated on  
consolidation.  
Consolidated Group  
Parent Company  
2
009  
$
2008  
$
2009  
$
2008  
$
3
0 Remuneration of Auditors  
During the year the following fees were paid or were payable  
for services provided by the auditor of the parent entity and  
its related practices:  
(a) Audit services  
Ernst & Young  
845,446  
2,645,333  
3,490,779  
820,143  
2,363,235  
3,183,378  
845,446  
-
820,143  
-
Ernst & Young related practices  
Total remuneration for audit services  
845,446  
820,143  
(
b)Other services  
Ernst & Young  
-
-
due diligence / completion audits  
compliance and other services  
-
48,668  
57,660  
-
-
48,668  
57,660  
52,000  
Ernst & Young related practices  
-
-
due diligence / completion audits  
compliance and other services  
21,481  
697,902  
15,356  
-
-
-
-
170,554  
Total remuneration for non audit services  
Total remuneration for all services rendered  
244,035  
819,586  
-
106,328  
926,471  
3,734,814  
4,002,964  
845,446  
102  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
Parent Company  
2
$
009  
000  
2008  
$000  
2009  
$000  
2008  
$000  
31 Commitments and contingencies  
(a) Operating leases  
Commitments for minimum lease payments in relation  
to non cancellable operating leases are payable as follows:  
Not later than one year  
38,305  
97,231  
30,076  
76,533  
1,415  
1,313  
62  
1,199  
1,264  
123  
Later than one year but not later than five years  
Later than five years  
132,220  
116,296  
2
67,756  
222,905  
2,790  
2,586  
Operating leases entered into relate predominantly to leased land and rental properties. The leases have varying terms and renewal  
rights.Rental payments under the leases are predominantly fixed, but generally contain inflation escalation clauses. No operating lease  
contains restrictions on financing or other leasing activities.  
(
b)Finance leases  
Commitments in relation to finance leases are payable as follows:  
Not later than one year  
5,484  
20,000  
40,709  
4,900  
17,786  
38,972  
-
-
-
-
-
-
Later than one year but not later than five years  
Later than five years  
Total minimum lease payments  
Future finance charges  
66,193  
61,658  
-
-
-
-
(22,863)  
(23,833)  
Finance lease liability  
43,330  
37,825  
-
-
The present value of finance lease liabilities is as follows:  
Not later than one year  
3,229  
12,381  
27,720  
2,744  
9,962  
25,119  
-
-
-
-
-
-
Later than one year but not later than five years  
Later than five years  
4
3,330  
37,825  
-
-
Finance lease – current liability (refer note 15)  
3,229  
2,744  
-
-
-
-
Finance lease – non-current liability (refer note 15)  
40,101  
3,330  
35,081  
4
37,825  
-
-
Finance leases entered into relate predominantly to leased plant and equipment. The leases have varying terms but lease payments are  
generally fixed for the life of the agreement. In some instances, at the end of the lease term the Group has the option to purchase the  
equipment.No finance leases contain restrictions on financing or other leasing activities.  
(c) Total lease liability  
Current  
Finance leases (refer note 15)  
Surplus lease space (refer note 17)  
3,229  
77  
2,744  
195  
-
-
-
-
3
,306  
2,939  
-
-
Non-current  
Finance leases (refer note 15)  
40,101  
3,407  
35,081  
38,020  
-
-
-
-
4
(d)Capital commitments  
Capital expenditure contracted for at balance date  
but not provided for in the financial statements, payable:  
Not later than one year  
86,744  
68,733  
3,642  
-
26,977  
13,814  
Later than one year but not later than five years  
Later than five years  
-
-
-
-
-
-
8
6,744  
72,375  
26,977  
13,814  
CSL Limited Financial Report 2008-2009  
103  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
3
1 Commitments and contingencies (Continued)  
e) Contingent assets and liabilities  
Guarantees  
(
The Group and Parent Company provide certain financial guarantees in the ordinary course of business. No liability has been recognised  
in relation to these guarantees as the fair value of the guarantees is immaterial.  
Service agreements  
The maximum contingent liability for benefits under service agreements, in the event of an involuntary redundancy, is between 3 to  
12 months. Agreements are held with the managing director and persons who take part in the management of Group entities. The  
maximum liability that could arise, for which no provisions are included in the financial statements is as follows:  
Consolidated Group  
Parent Company  
2
009  
$
2008  
$
2009  
$
2008  
$
Service agreements  
10,404  
9,543  
6,544  
6,623  
Litigation  
The Group has recently been served with two lawsuits filed in the US courts alleging that the Group and a competitor had conspired  
to restrict output and artificially increase the price of plasma-derived therapies in the US. Both actions were filed by individual, private  
hospital groups but were filed as class actions.The Group believes that these lawsuits are unsupported by fact and without merit and  
will robustly defend against these suits.  
The Group is involved in other litigation in the ordinary course of business. The directors believe that future payment of a material amount  
in respect of litigation is remote. An estimate of the financial effect of this litigation cannot be calculated as it is not practicable at this  
stage.The Group has disclaimed liability for, and is vigorously defending, all current material claims and actions that have been made.  
Deed of cross guarantee  
The Parent Company has entered into a deed of cross guarantee in accordance with a class order issued by the Australian Securities and  
Investments Commission. The Parent Company, and the subsidiaries which are party to the deed, have guaranteed the repayment of all  
current and future creditors in the event that any of these companies are wound up. Refer note 33 for details.  
104  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
32 Controlled Entities  
The consolidated financial statements incorporate the assets, liabilities and results of the following subsidiaries in accordance with the  
accounting policy described in Note 1.  
Country of incorporation  
Percentage Owned  
2
009  
%
2008  
%
Company:  
CSL Limited  
Australia  
Subsidiaries of CSL Limited:  
CSL Employee Share Trust  
CSL Biotherapies Pty Ltd  
Cervax Pty Ltd  
Australia  
Australia  
Australia  
New Zealand  
Sweden  
Australia  
Australia  
Australia  
Australia  
Australia  
Denmark  
Switzerland  
Switzerland  
Germany  
England  
England  
USA  
100  
100  
74  
0
100  
74  
(d)  
CSL Biotherapies (NZ) Limited  
Iscotec AB  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
0
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
(a)  
(a)  
Zenyth Therapeutics Pty Ltd  
Zenyth Operations Pty Ltd  
Amrad Pty Ltd  
CSL International Pty Ltd  
CSL Finance Pty Ltd  
CSL Behring ApS  
(a)  
CSL Behring AG  
(a)  
CSL Behring (Switzerland) AG  
(a)(c)  
(a)  
ZLB GmbH  
CSL UK Holdings Limited  
ZLB Bioplasma UK Limited  
CSLB Holdings Inc  
(a)  
(a)  
CSL Biotherapies Inc  
USA  
(a)  
ZLB Bioplasma (Hong Kong) Limited  
CSL Behring LLC  
Hong Kong  
USA  
(a)  
(a)  
CSL Behring Sales Force Inc.  
CSL Plasma Inc  
USA  
(a)(b)  
(a)  
USA  
100  
100  
CSL Behring Canada Inc.  
Canada  
(a)  
CSL Behring Brazil Comercio de Produtos  
Farmaceuticals Ltda  
Brazil  
Japan  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
(a)  
(a)  
(a)  
(a)  
(a)  
CSL Behring KK  
CSL Behring S.A. de C.V.  
CSL Behring S.A.  
Mexico  
France  
CSL Biotherapies GmbH  
Germany  
CSL Behring Foundation for Research  
and Advancement of Patient Health  
USA  
Germany  
Germany  
Germany  
Germany  
Austria  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
100  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
(a)  
CSL Behring Verwaltungs GmbH  
CSL Behring Beteiligungs GmbH & Co KG  
CSL Plasma GmbH  
CSL Behring GmbH  
CSL Behring GmbH  
CSL Behring S.A.  
Spain  
CSL Behring A.B.  
Sweden  
Italy  
CSL Behring S.p.A.  
CSL Behring N.V.  
Belgium  
Netherlands  
Portugal  
Greece  
CSL Behring B.V  
CSL Behring Lda  
CSL Behring MEPE  
CSL Biotherapies Asia Pacific Limited  
CSL Behring S.A.  
Hong Kong  
Argentina  
England  
England  
CSL Behring Holdings Ltd.  
CSL Behring UK Ltd.  
(
(
(
(
a) Audited by affiliates of the Company auditors.  
b) CSL Behring Sales Force Inc was merged with CSL Behring LLC on 1 April 2009  
c) CSL Behring (Switzerland) AG was sold by CSL Behring GmbH to CSL Behring AG on 22 June 2009  
d) Special purpose vehicle established during the year to facilitate CSL’s employee share scheme  
CSL Limited Financial Report 2008-2009  
105  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
33 Deed of Cross Guarantee  
On 28 June 2007, a deed of cross guarantee was executed between CSL Limited and some of its wholly owned entities, namely CSL  
International Pty Ltd, CSL Finance Pty Ltd, CSL Biotherapies Pty Ltd and Zenyth Therapeutics Pty Ltd. Under this deed, each company  
guarantees the debts of the others. By entering into the deed, these specific wholly owned entities have been relieved from the  
requirement to prepare a financial report and directors’ report under Class Order 98/1418 (as amended) issued by the Australian Securities  
and Investments Commission.  
The entities that are parties to the deed represent a ‘Closed Group’ for the purposes of the Class Order, and as there are no other parties  
to the Deed of Cross Guarantee that are controlled by CSL Limited they also represent the ‘Extended Closed Group’. In respect to the  
Closed Group comprising the aforementioned entities, set out below is a consolidated income statement and a summary of movements in  
consolidated retained profits for the year ended 30 June 2009 and a consolidated balance sheet as at that date.  
Income Statement  
Consolidated Group  
2
$
009  
000  
2008  
$000  
Continuing operations  
Sales revenue  
686,063  
(412,843)  
273,220  
341,515  
244,993  
45,193  
666,088  
(360,739)  
305,349  
198,277  
333,616  
49,084  
Cost of sales  
Gross profit  
Sundry revenues  
Dividend income  
Interest income  
Research and development expenses  
Selling and marketing expenses  
General and administration expenses  
Finance costs  
(175,614)  
(69,451)  
(125,259)  
(20,269)  
(130,357)  
(74,738)  
(114,595)  
(28,387)  
Profit before income tax expense  
514,328  
6,634  
538,249  
(47,164)  
Income tax (expense) / benefit  
Profit for the year  
520,962  
491,085  
106  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
Consolidated Group  
2
$
009  
000  
2008  
$000  
33 Deed of Cross Guarantee (continued)  
Balance sheet  
CURRENT ASSETS  
Cash and cash equivalent  
Trade and other receivables  
Current tax assets  
Inventories  
2,078,414  
121,853  
17,414  
513,897  
508,317  
-
122,604  
120,324  
Total Current Assets  
2,340,285  
1,142,538  
NON-CURRENT ASSETS  
Trade and other receivables  
Other financial assets  
279,176  
1,797,493  
379,849  
30,070  
37,497  
-
198,901  
1,235,573  
348,242  
22,133  
Property, plant and equipment  
Deferred tax assets  
Intangible assets  
57,550  
Retirement benefit assets  
3,518  
Total Non-Current assets  
2,524,085  
4,864,370  
1,865,917  
3,008,455  
TOTAL ASSETS  
CURRENT LIABILITIES  
Trade and other payables  
Interest-bearing liabilities and borrowings  
Current tax liabilities  
287,290  
200,648  
-
145,881  
16,540  
54,157  
30,328  
469  
Provisions  
31,798  
469  
Deferred government grants  
Total Current Liabilities  
520,205  
247,375  
NON-CURRENT LIABILITIES  
Trade and other payables  
Interest-bearing liabilities and borrowings  
Deferred tax liabilities  
54  
177,607  
11,997  
6,573  
994  
548,013  
14,704  
6,687  
6,950  
-
Provisions  
Deferred government grants  
Retirement benefit liabilities  
12,083  
2,772  
Total Non-Current Liabilities  
TOTAL LIABILITIES  
NET ASSETS  
211,086  
731,291  
577,348  
824,723  
4,133,079  
2,183,732  
EQUITY  
Contributed equity  
Reserves  
2,760,207  
66,349  
1,034,337  
38,608  
Retained earnings  
1,306,523  
1,110,787  
TOTAL EQUITY  
4,133,079  
2,183,732  
Summary of movements in consolidated  
retained earnings of the Closed Group  
Retained earnings at beginning of the financial year  
Net profit  
1,110,787  
520,962  
(5,734)  
850,107  
491,085  
(2,974)  
Actuarial gain / (loss) on defined benefit plans, net of tax  
Dividends provided for or paid  
(319,492)  
(227,431)  
Retained earnings at the end of the financial year  
1,306,523  
1,110,787  
CSL Limited Financial Report 2008-2009  
107  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
3
4 Financial Risk Management Objectives and Policies  
The Group’s principal financial instruments comprise receivables, payables, bank loans and overdrafts, unsecured notes, lease liabilities,  
available for sale assets and derivative instruments.  
The Group’s activities expose it to a variety of financial risks: market risk (including currency and interest rate risk), credit risk and  
liquidity risk. The Group’s policy is to use derivative financial instruments, such as foreign exchange contracts and interest rate swaps,  
to manage specifically identified risks as approved by the board of directors. The objective of the policy is to support the delivery of the  
Group’s financial targets whilst protecting future financial security.The accounting policy applied by the Group in respect to derivative  
financial instruments is outlined in note 1(v). Derivatives are exclusively used for hedging purposes, i.e. not as trading or other speculative  
instruments. The Group uses different methods to measure different types of risk to which it is exposed. These methods include sensitivity  
analysis in the case of interest rate and foreign exchange risks.  
Market Risk  
1. Foreign exchange risk  
The Group and parent entity operate internationally and are exposed to foreign exchange risk arising from various currency exposures.  
Foreign exchange risk arises from future commercial transactions and recognised assets and liabilities denominated in a currency other  
than the entity’s functional currency and net investments in foreign operations. The Group’s Treasury risk management policy is to hedge  
contractual commitments denominated in a foreign currency.  
The Group enters into forward exchange contracts to buy and sell specified amounts of foreign currencies in the future at predetermined  
exchange rates. The objective is to match the contracts with committed future cash flows from sales and purchases in foreign currencies  
to protect the Group against exchange rate movements. Contracts to buy and sell foreign currencies are entered into from time to time to  
offset purchase and sale obligations in order to maintain a desired hedge position.  
The table below summarises by currency the Australian dollar value of forward exchange agreements at balance date. Foreign currency  
amounts are translated at rates prevailing at reporting date. The Parent Company and other subsidiaries also enter into forward contracts  
to hedge foreign currency receivables from other entities within the Group. These receivables are eliminated on consolidation, however, the  
hedges are in place to protect the Parent Company and other Group subsidiaries from movements in exchange rates that would give rise to  
an income statement impact.  
Average  
Exchange Rate  
2009  
2008  
Buy  
Buy  
Sell  
Sell  
Currency  
2009  
2008  
$000  
$000  
$000  
$000  
US Dollars  
3
months or less  
Swiss Francs  
months or less  
Argentina Peso  
months or less  
Euro  
0.8113  
0.8767  
3.0738  
0.5737  
0.4875  
158.25  
77.82  
0.9594  
0.9872  
2.8558  
0.6082  
0.4767  
139.79  
101.92  
5.7198  
4.5188  
9.4658  
-
-
(97,146)  
(24,457)  
(9,272)  
(173,170)  
(31,454)  
(2,891)  
(15,721)  
(10,592)  
(2,211)  
(36,714)  
(1,451)  
-
5,180  
(277,820)  
(21,877)  
(9,017)  
(118,795)  
(4,780)  
(1,237)  
(14,329)  
(14,799)  
(3,121)  
(22,470)  
-
3
148,561  
112,535  
3
-
-
3
months or less  
211,299  
146,686  
Pounds Sterling  
3
months or less  
Hungarian Florint  
months or less  
Japanese Yen  
months or less  
Swedish Kroner  
months or less  
Danish Kroner  
months or less  
Mexican Peso  
months or less  
Brazilian Real  
months or less  
New Zealand Dollar  
months or less  
Australian Dollars  
months or less  
3,815  
-
3
-
-
3
-
-
-
3
6.1996  
4.2789  
10.6936  
1.5854  
1.2400  
0.7853  
-
3
1,439  
7,469  
-
843  
3
-
-
-
3
3
-
484  
-
3
0.9596  
39,897  
(7,885)  
231,268  
496,512  
(8,267)  
4
12,964  
(412,964)  
(496,512)  
108  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
3
4 Financial Risk Management Objectives and Policies (continued)  
The Group reduces its foreign exchange risk on net investments in foreign operations, by denominating external borrowings in currencies  
that match the currencies of its foreign investments.  
Included in Interest Bearing Liabilities (refer note 15) as at 30 June 2009, are Unsecured Notes amounting to US$65.8m (2008: US$72.72m)  
and EUR 63.1m (2008: EUR 65.50m) that are designated as a hedge of the Group’s investment in CSL Holdings Inc and CSL Behring GmbH.  
A net foreign exchange loss of $23.1m (2008: gain of $6.7m) was recognised in equity on translation of these borrowings to Australian  
Dollars.  
Included in Interest Bearing Liabilities (refer note 15) as at 30 June 2009, are Bank Loans amounting to CHF 160m (2008: CHF nil, EUR  
1
$
30m) that are designated as a hedge of the Group’s investment in CSL Behring AG. A net foreign exchange gain of $29.0m (2008: loss of  
7.3m) was recognised in equity on translation of these borrowings to Australian Dollars.  
There was no ineffectiveness recognised on this hedging during the year.  
. Interest rate risk  
2
The Group is exposed to interest rate risk through primary financial assets and liabilities. In accordance with the Group entities approved  
risk management policies, derivative financial instruments such as interest rate swaps are used to hedge interest rate risk exposures. As at  
3
0 June 2009, no derivative financial instruments hedging interest rate risk were outstanding (2008: Nil).  
The following tables summarise interest rate risk for financial assets and financial liabilities, the effective interest rates as at balance date  
and the periods in which they reprice.  
Fixed interest rate maturing in  
1 year Over 1 year Over  
Non  
interest  
bearing  
Average  
interest  
rate  
Floating  
rate (a)  
Consolidated Group – June 2009  
or less  
to 5 years  
5 years  
Total  
$’000  
$’000  
$’000  
$’000  
$’000  
$’000  
%
Financial Assets  
Cash and cash equivalents  
Trade and other receivables  
Other financial assets  
2,528,097  
-
-
-
-
-
-
-
-
-
-
-
-
-
896,109  
9,251  
2,528,097  
896,109  
9,251  
2.7%  
-
-
-
-
2
,528,097  
905,360  
3,433,457  
Financial Liabilities  
Trade and other payables  
Bank loans – unsecured  
Bank overdraft – unsecured  
Senior unsecured notes  
Lease liabilities  
-
-
-
-
663,818  
663,818  
401,986  
5,905  
-
0.6%  
8.9%  
5.2%  
5.7%  
-
401,986  
-
-
-
-
-
-
5,905  
-
-
-
-
-
17,706  
3,229  
-
248,851  
12,381  
-
-
27,720  
-
-
-
266,557  
43,330  
873  
Other financial liabilities  
873  
4
07,891  
20,935  
261,232  
27,720  
664,691  
1,382,469  
CSL Limited Financial Report 2008-2009  
109  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
3
4 Financial Risk Management Objectives and Policies (continued)  
Fixed interest rate maturing in  
Non  
interest  
bearing  
Average  
interest  
rate  
Floating  
rate (a)  
1 year Over 1 year  
Over  
Consolidated Group – June 2008  
or less  
to 5 years  
5 years  
Total  
$’000  
$’000  
$’000  
$’000  
$’000  
$’000  
%
Financial Assets  
Cash and cash equivalents  
Trade and other receivables  
Other financial assets  
701,590  
-
-
-
-
-
-
-
-
-
-
-
-
-
717,550  
9,955  
701,590  
717,550  
9,955  
6.7%  
-
-
-
-
701,590  
727,505  
1,429,095  
Financial Liabilities  
Trade and other payables  
Bank loans – unsecured  
Bank overdraft – unsecured  
Senior unsecured notes  
Lease liabilities  
-
-
-
-
444,723  
444,723  
658,254  
5,994  
-
3.5%  
6.0%  
5.2%  
6.4%  
-
658,254  
-
-
-
-
-
-
5,994  
-
-
-
-
-
15,313  
2,744  
-
235,800  
9,962  
-
-
25,119  
-
-
-
251,113  
37,825  
Other financial liabilities  
167  
167  
6
64,248  
18,057  
245,762  
25,119  
444,890  
1,398,076  
(a) Floating interest rates represent the most recently determined rate applicable to the instrument at balance sheet date.  
The following tables summarise interest rate risk for income-earning financial assets and interest-bearing financial liabilities, the effective  
interest rates as at balance date and the periods in which they reprice.  
Fixed interest rate maturing in  
1 year Over 1 year Over  
Non  
interest  
bearing  
Average  
interest  
rate  
Floating  
rate (a)  
Parent Company – June 2009  
or less  
to 5 years  
5 years  
Total  
$’000  
$’000  
$’000  
$’000  
$’000  
$’000  
%
Financial Assets  
Cash and cash equivalents  
Trade and other receivables  
Other financial assets  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,906,420  
1,348,974  
4,255,394  
-
2,906,420  
1,348,974  
4,255,394  
-
-
-
Financial Liabilities  
Trade and other payables  
Bank Overdrafts – Unsecured  
-
-
-
-
-
-
-
-
-
-
1,149,211  
-
1,149,211  
55,055  
-
55,055  
5,055  
8.9%  
5
1,149,211  
1,204,266  
110  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
3
4 Financial Risk Management Objectives and Policies (continued)  
Fixed interest rate maturing in  
Non  
interest  
bearing  
Average  
interest  
rate  
Floating  
rate (a)  
1 year Over 1 year  
Over  
Parent Company – June 2008  
or less  
to 5 years  
5 years  
Total  
$’000  
$’000  
$’000  
$’000  
$’000  
$’000  
%
Financial Assets  
Cash and cash equivalents  
Trade and other receivables  
Other financial assets  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
676,656  
-
676,656  
-
-
-
1,340,144  
2,016,800  
1,340,144  
2,016,800  
Financial Liabilities  
Trade and other payables  
Bank Overdrafts – Unsecured  
-
-
-
-
-
-
-
-
-
-
684,820  
-
684,820  
5,789  
-
5,789  
,789  
6.0%  
5
684,820  
690,609  
(a) Floating interest rates represent the most recently determined rate applicable to the instrument at balance sheet date.  
Sensitivity analysis  
In managing interest rate and currency risks the Group aims to reduce the impact of short-term fluctuations on the Group’s earnings.  
However, over the longer-term, permanent changes in foreign exchange and interest rates would give rise to a Group income statement  
impact.  
At 30 June 2009 it is estimated that a general movement of one percentage point in the interest rates applicable to floating rate unsecured  
bank loans would have changed the Group’s profit after tax by approximately $2.6 million. This calculation is based on applying a 1%  
movement to the total of the Group’s unsecured bank loans at year end. All other interest bearing debt amounts are subject to fixed rate  
and therefore not subject to interest rate movements in the ordinary course.  
It is estimated that a general movement of one percentage point in the value of the Australian Dollar against other currencies would  
change the Group’s profit after tax by approximately $8.3m for the year ended 30 June 2009 comprising $3.9m, $3.7m, $0.3m and $0.4m  
against the Euro, Swiss Franc, US Dollar and all other currencies respectively. This calculation is based on changing the actual exchange  
rate of Australian Dollars to all other currencies during the year by 1% and applying these adjusted rates to the translation of the foreign  
currency denominated financial statements of various Group entities.  
These sensitivity estimates may not apply in future years due to changes in the mix of profits derived in different currencies and in the  
Group’s net debt levels.  
Credit Risk  
Credit risk represents the extent of credit related losses that the Group may be subject to on amounts to be exchanged under financial  
instruments contracts or the amount receivable from trade and other debtors. Management has established policies to monitor and limit  
the exposure to credit risk on an on-going basis.  
Transactions involving derivative financial instruments are with counterparties with whom the Group has a signed netting agreement as  
well as sound credit ratings. Given their high credit ratings, management does not expect any counterparty to fail to meet its obligations.  
The Group’s policy is to only invest its cash and cash equivalent financial assets with financial institutions having a credit rating of at least  
‘A’ or better, as assessed by independent rating agencies.  
The Group minimises the credit risks associated with trade and other debtors by undertaking transactions with a large number of  
customers in various countries.  
The maximum exposure to credit risk at balance date is the carrying amount, net of any provision for impairment, of each financial asset in  
the balance sheet.  
CSL Limited Financial Report 2008-2009  
111  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
3
4 Financial Risk Management Objectives and Policies (continued)  
The credit quality of financial assets that are neither past due, nor impaired is as follows:  
Financial  
Institutions Governments  
Buying  
Groups  
For the year ended 30 June 2009  
Hospitals  
Other  
Total  
Cash and cash equivalents  
Trade and other receivables  
Other financial assets  
2,528,097  
1,388  
-
52,831  
-
-
301,889  
-
-
267,506  
-
-
272,495  
-
2,528,097  
896,109  
9,251  
9,251  
2
,538,736  
52,831  
301,889  
267,506  
272,495  
3,433,457  
For the year ended 30 June 2008  
Cash and cash equivalents  
Trade and other receivables  
Other financial assets  
701,590  
3,290  
-
53,363  
-
-
251,171  
-
-
201,239  
-
-
208,487  
-
701,590  
717,550  
9,955  
9,955  
714,835  
53,363  
251,171  
201,239  
208,487  
1,429,095  
The Group has not renegotiated any material collection/repayment terms of any financial assets in the current financial year.  
An analysis of trade receivables that are past due and, where required, the associated provision for impairment is as follows. All other  
financial assets are less than 30 days overdue.  
Trade receivables which are:  
Not impaired Impaired  
Provision for  
impairment  
For the year ended 30 June 2009:  
$
000  
$000  
$000  
Trade and other receivables:  
current but not overdue  
497,175  
92,628  
48,065  
121,018  
-
-
less than 30 days overdue  
-
-
-
-
more than 30 but less than 90 days overdue  
more than 90 days overdue  
20,254  
20,254  
20,254  
20,254  
758,886  
For the year ended 30 June 2008:  
Trade and other receivables:  
current but not overdue  
391,033  
93,624  
46,378  
64,206  
-
-
less than 30 days overdue  
-
-
-
-
more than 30 but less than 90 days overdue  
more than 90 days overdue  
20,415  
20,415  
20,415  
20,415  
595,241  
Financial assets are considered impaired where there is objective evidence that the Group will not be able to collect all amounts due  
according to the original trade and other receivable terms. Factors considered when determining if an impairment exists include aging and  
timing of expected receipts and the credit worthiness of counterparties. A provision for impairment is created for the difference between  
the assets carrying amount and the present value of estimated future cash flows.The Group’s trading terms do not generally include the  
requirement for customers to provide collateral as security for financial assets.  
112  
CSL Limited Financial Report 2008-2009  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
3
4 Financial Risk Management Objectives and Policies (continued)  
Funding and liquidity risk  
Funding and liquidity risk is the risk that CSL cannot meet its financial commitments as and when they fall due. One form of this risk is  
credit spread risk which is the risk that in refinancing its debt, CSL may be exposed to an increased credit spread (the credit spread is the  
margin that must be paid over the equivalent government or risk free rate or swap rate). Another form of this risk is liquidity risk which is  
the risk of not being able to refinance debt obligations or meet other cash outflow obligations at any reasonable cost when required.  
Liquidity and re-financing risks are not significant for the Group, as CSL has a prudent gearing level and strong cash flows. The focus on  
improving operational cash flow and maintaining a strong balance sheet mitigates refinancing and liquidity risks enabling the Group to  
actively manage its capital position.  
CSL’s objectives in managing its funding and liquidity risks include ensuring the Group can meet its financial commitments as and when  
they fall due, ensuring the Group has sufficient funds to achieve its working capital and investment objectives, ensuring that short-term  
liquidity, long-term liquidity and crisis liquidity requirements are effectively managed, minimising the cost of funding and maximising the  
return on any surplus funds through efficient cash management, and ensuring adequate flexibility in financing to balance short-term  
liquidity requirements and long-term core funding, and minimise refinancing risk.  
The below table shows the profile of financial liabilities:  
Maturing in:  
1
year or  
less  
Over 1 year  
to 5 years  
Over  
5 years  
Consolidated Group – June 2009  
Total  
$’000  
$’000  
$’000  
$’000  
Financial Liabilities  
Trade and other payables  
Bank loans – unsecured  
Bank overdraft – unsecured  
Senior unsecured notes  
Lease liabilities  
663,818  
305,518  
5,905  
-
96,468  
-
-
663,818  
401,986  
5,905  
-
-
17,706  
3,229  
248,851  
12,381  
-
-
27,720  
-
266,557  
43,330  
873  
Other financial liabilities  
873  
9
97,049  
357,700  
27,720  
1,382,469  
Consolidated Group – June 2008  
Financial Liabilities  
Trade and other payables  
444,723  
104,001  
5,994  
-
554,253  
-
-
444,723  
658,254  
5,994  
Bank loans – unsecured  
Bank overdraft – unsecured  
Senior unsecured notes  
Lease liabilities  
-
-
15,313  
2,744  
235,800  
9,962  
-
-
25,119  
-
251,113  
37,825  
167  
Other financial liabilities  
167  
572,942  
800,015  
25,119  
1,398,076  
Maturing in:  
Over 1 year  
to 5 years  
1
year or  
less  
Over  
5 years  
Parent Company – June 2009  
Total  
$’000  
$’000  
$’000  
$’000  
Financial Liabilities  
Trade and other payables  
1,149,211  
55,055  
-
-
-
-
-
-
1,149,211  
55,055  
Bank Overdrafts – Unsecured  
1,204,266  
1,204,266  
Parent Company – June 2008  
Financial Liabilities  
Trade and other payables  
Bank Overdrafts – Unsecured  
684,820  
5,789  
-
-
-
-
-
-
684,820  
5,789  
690,609  
690,609  
CSL Limited Financial Report 2008-2009  
113  
CSL LIMITED AND ITS CONTROLLED ENTITIES  
NOTES TO THE FINANCIAL STATEMENTS CONTINUED  
FOR THE YEAR ENDED 30 JUNE 2009  
3
4 Financial Risk Management Objectives and Policies (continued)  
Fair values  
With the exception of certain of the Group’s financial liabilities as disclosed in the table below, the remainder of the Group’s and the  
company’s financial assets and financial liabilities have a fair value equal to the carrying value of those assets and liabilities as shown in the  
Group’s and company’s respective balance sheet. There are no unrecognised gains or losses in respect to any financial asset or financial  
liability.  
Carrying  
amount  
2009  
Fair  
Value  
2009  
Carrying  
amount  
2008  
Fair  
Value  
2008  
Consolidated Group  
$
000  
$000  
$000  
$000  
Financial Liabilities  
Interest bearing liabilities and borrowings  
Unsecured bank loans  
401,986  
266,557  
402,227  
267,415  
658,254  
251,113  
658,676  
252,286  
Unsecured notes  
The following methods and assumptions were used to determine the net fair values of financial assets and liabilities:  
Trade and other receivables / payables  
The carrying value of trade and other receivables/payables with a remaining life of less than one year is deemed to reflect its fair value.  
Other financial assets – derivatives  
Forward exchange contracts are ‘marked to market’ using listed market prices.  
Other financial assets – other  
Fair value is estimated using valuation techniques including recent arm’s length transactions of like assets, discounted cash flow analysis  
and comparison to fair values of similar financial instruments.  
Interest bearing liabilities and borrowings  
Fair value is calculated based on the discounted expected future principal and interest cash flows.  
Interest bearing liabilities and borrowings – finance leases  
The fair value is estimated as the present value of future cash flows, discounted at market interest rates for homogeneous lease  
agreements.The estimated fair values reflect change in interest rates.  
Capital Risk Management  
The Group’s and the Parent Company’s objectives when managing capital are to safeguard their ability to continue as a going concern  
whilst providing returns to shareholders and benefits to other stakeholders. The Group aims to maintain a capital structure which reflects  
the use of a prudent level of debt funding so as to reduce the Group’s and the parent entity’s cost of capital without adversely affecting  
either of their credit ratings.  
In the ordinary course, the parent targets to distribute 35% of each year’s profit after tax by way of dividends. Amounts paid by way of  
dividend are disclosed in note 23.  
During 2009, the parent raised $1.85 billion of new equity capital in anticipation of applying the funds raised, together with amounts  
available under newly secured debt finance facilities, to fund a potential acquisition opportunity as set out in note 3. Ultimately the  
acquisition did not proceed. The Parent Company announced a share buyback program on 9 June 2009. Up to 54,863,000 of shares, or  
9% of total shares on issue as at 9 June 2009, may be bought back under the buyback program. The buyback is expected to improve  
investment return ratios such as earnings per share and return on equity to the benefit of shareholders in the future. Up to 30 June 2009,  
the Parent Company had purchased 4,261,134 ordinary shares on market at an average price of $31.83 per share, with prices ranging from  
$31.03 to $32.32. Subsequent to year end and from 1 July until 10 July 2009, an additional 4,282,285 shares were purchased with prices  
ranging between $30.39 and $31.85. Post 10 July and up to 19 August 2009, no further shares have been bought back.  
35 Subsequent events  
Other than as disclosed elsewhere in the financial statements, there are no other matters or circumstances which have arisen since the end  
of the financial year which have significantly affected or may significantly affect the operations of the Group, results of those operations or  
the state of affairs of the Group in subsequent financial years.  
114  
CSL Limited Financial Report 2008-2009  
CSL LIMITED  
DIRECTORS’ DECLARATION  
1. In the opinion of the Directors:  
(a) the financial report, and the remuneration report included in the directors’ report of the company and  
of the Group are in accordance with the Corporations Act 2001, including:  
(i) giving a true and fair view of the company’s and Group’s financial position as at 30 June 2009 and  
of their performance for the year ended on that date; and  
(ii) complying with Accounting Standards and Corporations Regulations 2001; and  
(
b) there are reasonable grounds to believe that the company will be able to pay its debts as and when they  
become due and payable.  
2. This declaration has been made after receiving the declarations required to be made to the directors in  
accordance with section 295A of the Corporations Act 2001 for the financial period ended 30 June 2009.  
3
. In the opinion of the Directors, as at the date of this declaration, there are reasonable grounds to believe  
that the members of the Closed Group identified in note 33 will be able to meet any obligations or  
liabilities to which they are or may become subject, by virtue of the Deed of Cross Guarantee dated 28 June  
2007.  
This declaration is made in accordance with a resolution of the directors.  
Elizabeth A Alexander  
Chairman  
Brian A McNamee  
Managing Director  
Melbourne  
19 August 2009  
CSL Limited Financial Report 2008-2009  
115  
INDEPENDENT AUDITOR’S REPORT  
TO THE MEMBERS OF CSL LIMITED  
Report on the Financial Report  
We have audited the accompanying financial report of CSL Limited, which comprises the balance sheet as  
at 30 June 2009, and the income statement, statement of recognised income and expense and cash flow  
statement for the year ended on that date, a summary of significant accounting policies, other explanatory  
notes and the directors’ declaration of the consolidated entity comprising the company and the entities it  
controlled at the year’s end or from time to time during the financial year.  
Directors’ Responsibility for the Financial Report  
The directors of the company are responsible for the preparation and fair presentation of the financial  
report in accordance with the Australian Accounting Standards (including the Australian Accounting  
Interpretations) and the Corporations Act 2001. This responsibility includes establishing and maintaining  
internal controls relevant to the preparation and fair presentation of the financial report that is free from  
material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies;  
and making accounting estimates that are reasonable in the circumstances. In Note 1, the directors also state  
that the financial report, comprising the financial statements and notes, complies with International Financial  
Reporting Standards as issued by the International Accounting Standards Board.  
Auditor’s Responsibility  
Our responsibility is to express an opinion on the financial report based on our audit. We conducted our  
audit in accordance with Australian Auditing Standards. These Auditing Standards require that we comply  
with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain  
reasonable assurance whether the financial report is free from material misstatement.  
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in  
the financial report. The procedures selected depend on our judgment, including the assessment of the  
risks of material misstatement of the financial report, whether due to fraud or error. In making those risk  
assessments, we consider internal controls relevant to the entity’s preparation and fair presentation of the  
financial reportin order to design audit procedures that are appropriate in the circumstances, but not for the  
purpose of expressing an opinion on the effectiveness of the entity’s internal controls. An audit also includes  
evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates  
made by the directors, as well as evaluating the overall presentation of the financial report.  
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our  
audit opinion.  
116  
CSL Limited Financial Report 2008-2009  
Independence  
In conducting our audit we have met the independence requirements of the Corporations Act 2001. We  
have given to the directors of the company a written Auditor’s Independence Declaration, a copy of which  
is included in the directors’ report. In addition to our audit of the financial report, we were engaged to  
undertake the services disclosed in the notes to the financial statements. The provision of these services has  
not impaired our independence.  
Auditor’s Opinion  
In our opinion:  
1. the financial report of CSL Limited is in accordance with the Corporations Act 2001, including:  
(i) giving a true and fair view of the financial position of CSL Limited and the consolidated entity at 30  
June 2009 and of their performance for the year ended on that date; and  
(ii) complying with Australian Accounting Standards (including the Australian Accounting Interpretations)  
and the Corporations Regulations 2001.  
2. the financial report also complies with International Financial Reporting Standards as issued by the  
International Accounting Standards Board.  
Report on the Remuneration Report  
We have audited the Remuneration Report included in Section 15 of the directors’ report for the year ended  
30 June 2009. The directors of the company are responsible for the preparation and presentation of the  
Remuneration Report in accordance with section 300A of the Corporations Act 2001. Our responsibility is to  
express an opinion on the Remuneration Report, based on our audit conducted in accordance with Australian  
Auditing Standards.  
Auditor’s Opinion  
In our opinion the Remuneration Report of CSL Limited for the year ended 30 June 2009, complies with  
section 300A of the Corporations Act 2001.  
Ernst & Young  
Denis Thorn  
Partner  
Melbourne  
19 August 2009  
Paper stocks used for the production of this document are environmentally  
responsible papers manufactured by ISO 14001 certified mills using  
Elemental Chlorine Free (ECF) pulp. They are FSC Mixed Sources certified,  
which ensures that all virgin pulp is derived from well-managed forests  
and controlled sources.  
CSL BEHRING  
CORPORATE  
DIRECTORY  
CSL Behring is a global leader in biotherapies with the broadest  
range of quality products in our industry and substantial markets in  
the US, Europe and Japan.  
Our therapies are indicated for treatment of coagulation disorders  
including haemophilia and von Willebrand disease, primary immune  
deficiencies and inherited respiratory disease.  
REGISTERED HEAD OFFICE  
CSL Limited  
4
5 Poplar Road  
CSL Behring products are also used to prevent haemolytic disease in  
newborns, speed recovery from heart surgery, prevent infection in  
people undergoing solid organ transplants, and help victims of shock  
and burns to recover faster.  
Parkville  
Victoria 3052  
Australia  
Phone: +61 3 9389 1911  
Fax: +61 3 9389 1434  
www.csl.com.au  
CSL BIOPLASMA  
CSL Bioplasma provides plasma fractionation services in Melbourne  
under contracts with Australia, New Zealand, Hong Kong, Malaysia,  
Singapore, and Taiwan. We market commercial plasma products in  
Asia (excluding Japan) and operate an immunohaematology blood  
grouping business in Australia.  
SHARE REGISTRY  
Computershare Investor  
Services Pty Limited  
Yarra Falls  
452 Johnston Street  
Abbotsford VIC 3067  
CSL BIOTHERAPIES  
GPO Box 2975  
Melbourne  
CSL Biotherapies manufactures and markets vaccines and  
pharmaceutical products in Australia and New Zealand and is  
responsible for global sales of our influenza vaccines.  
Victoria 3001  
Enquiries within Australia: 1800 646 882  
Enquiries outside Australia: +61 3 9415 4178  
Investor enquiries facsimile: +61 3 9473 2500  
Website: www.computershare.com  
In-licensed pharmaceutical products include vaccines and a range of  
neurological, cardio-thoracic, dermatological, analgesic, urological,  
allergy and emergency products.  
NEW PRODUCT DEVELOPMENT  
AUDITORS  
CSL continues to invest in the development of protein-based  
medicines to treat serious human illnesses. Today, most of our  
licensed medicines are purified from human plasma or made from  
traditional sources, like influenza vaccines. In addition, CSL is  
building the capabilities required to develop future products using  
recombinant DNA technology.  
Ernst & Young  
Ernst & Young Building  
8
Exhibition Street  
Melbourne  
Victoria 3000  
GPO Box 67  
Melbourne Victoria 3001  
Global research and development activities support CSL’s core  
licensed product businesses and three other areas of new product  
development:  
Phone: +61 3 9288 8000  
Fax: +61 3 8650 7777  
Replacement therapies that enhance our plasma products  
portfolio;  
FURTHER INFORMATION  
For further information about CSL and its  
operations, refer to Company announcements  
to the Australian Securities Exchange and our  
website:  
Therapeutic proteins based on recombinant proteins and  
antibodies; and  
Vaccines that use our proprietary ISCOMATRIX® adjuvant and/or  
our influenza vaccine capabilities.  
www.csl.com.au  


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