Bringing our sustainability pillars to life

Purpose

• Access to medicine

• Product and service safety, including clinical trial safety

Patients. The reason we strive for excellence.

Our commitment to patient care extends beyond product development to encompass comprehensive engagement and support programs. We actively collaborate with patients and advocacy groups throughout our product lifecycle, ensuring their voices shape our research, development, and accessibility initiatives.

During 2024, we strengthened our patient engagement through multiple channels. Our Patient Advisory Boards provided valuable insights that influenced the design of key clinical studies, including the ProstACT GLOBAL study of TLX591 and TLX250-CDx development program. We enhanced disease awareness through educational partnerships, notably collaborating with U.S. kidney cancer groups to develop patient materials and digital resources for TLX250-CDx.

Our support extends to Early Access Programs, enabling compassionate use of TLX250-CDx and TLX101-CDx, while our grant program helps patient groups deliver vital education and support services. Additionally, our employees demonstrated their personal commitment through participation in fundraising events, including the Prostate Cancer Foundation of Australia's 'The Long Run' and the ZERO Prostate Cancer Run/Walk series in the U.S., complemented by corporate matching donations.

Access to medicine

At Telix, we improve quality of life through targeted radiation in cancer care, while addressing global disparities in healthcare access. Through partnerships with industry and patient advocacy groups, we support healthcare system development from clinical trials to compassionate use programs. Our patient-centric approach drives innovation in radiopharmaceuticals that are both advanced and practical for diverse healthcare settings.

Increasing prostate cancer awareness

When Dr. Eddie Wright Senior (pictured above) found out he had prostate cancer in 2012 he was hit with a whirlwind of emotions. These emotions soon made way for a stern resolve to beat the disease and understand what his treatment options were. After a series of biopsies identified the disease was still at an early stage, he met his physician who explained his options.

"I found out about active surveillance, which means to basically watch and wait. I think that was one of the most empowering moments on my journey.”

Throughout his prostate cancer journey, Eddie often found it challenging to find clear answers to questions he had about his diagnosis and treatment. As an African American man, he had also experienced how a lack of disease awareness was having a fatal impact in his own community and recognized there was a critical unmet need to educate men of color about prostate cancer and the importance of early detection. This critical need for disease education in his community inspired Eddie to start his own patient advocacy organization, the We Can Win Foundation.

His message to men is simple. “Go to the doctor and get checked out,” he says. “Prostate cancer is 99% curable. Those are very good statistics, but the key is early detection and screening. It's lifesaving to have your PSA test done and it’s only a three second blood test.”

Used with permission.

Promoting access to healthcare

Telix maintains an active role in supporting policy and legislative measures that foster innovation and enhance patient access to nuclear medicine. Our commitment to improving healthcare systems is demonstrated through our strategic involvement in several key coalitions. As a member of Nuclear Medicines Europe, we advocate on critical issues relating to EU Pharmaceutical Legislation. We are also proud to be one of 123 organizations, alongside industry partners, patient organizations, and medical societies, working collaboratively on the FIND Act in the United States. In Australia, we contribute meaningfully to the Federal Health Technology Assessment Review through both written submissions and direct participation in in-person consultations. These engagements reflect our dedication to advancing global healthcare accessibility and innovation in nuclear medicine.

People

• Employee health and wellbeing

• Diversity, equity and inclusion

• Employee engagement, satisfaction and development

Everyone counts

Our success starts with our people. We are committed to providing a safe, healthy and inclusive workplace for our employees and contractors and have a comprehensive Health, Safety, Wellbeing and Environment (HSWE) strategy.

HSWE leading and lagging statistics are reported to the GET, PCNRC, and Board. Statistics include incidents, accidents, near misses, training, wellbeing surveys, utilization of the Employee Assistance Program, anonymous reports, hazardous environmental working practices and/or working practices that may impact the environment (considered from the context of employee wellbeing).

Our wellbeing program aims to advance the conversation on psychosocial health and support employees where and when they need it. Through the Employee Assistance Program, employees and their families can access early intervention and clinical resources, such as free, independent, confidential support from trained professionals and self-assessment tools across a range of wellness areas.

We monitor and address employee wellbeing through regular surveys and initiatives to drive wellness, encourage work-life balance, and offer direct support for employees. We provide employees with up to four paid wellness days every calendar year (in addition to statutory leave requirements).

Creating a safe workplace and culture that foster diversity, equity, inclusion, belonging and wellbeing drives a healthy, innovative and high-performing workforce. Cultivating a diverse and inclusive workforce, and fostering an environment that empowers wellbeing, helps us attract and retain top talent. Our programs and practices include:

• hybrid work and flexible working

• global paid parental leave policy and entitlement

• Respect in the Workplace training for all employees

• mental health awareness surveys and initiatives, and

• engagement surveys.

Developing our future leaders

We have a broad portfolio of internal and external learning and development opportunities available to employees at all levels. We provide internal development through lunch-time webinars and seminars by subject matter experts, access to tens of thousands of self-paced online learning modules through the Learning Management System, and an opt-in ‘Learning Ladies Network’ available to all Telix learners.

In 2024, we launched Telix’s Rise Leadership Series, targeting leadership development at all levels. The Series has three tiers:

• Basecamp (ongoing) – designed to empower new and aspiring leaders with the confidence and competence needed to begin their leadership journey

• Ascend (9 month program) – targeted at Manager to Director level employees which offers the next level of leadership skill development – focussed on a leadership mindset and building relationships

• Summit (9 month program) – designed for Senior Directors and VP’s seeking to refine their strategic vision and drive organizational excellence – navigating the complex challenges of a modern and innovative workplace.

These programs run cross-regionally and cross-functionally to maximise the opportunity to connect and learn from employees across the Company. In 2024, Telix concluded the first cohort of the Ascend level program, graduating 24 leaders, and commenced the second cohort.

Professional development is a cornerstone of our organization's success. In the past year, we hosted 19 learning sessions featuring both internal specialists and external experts in oncology, radiology, and other relevant fields. By providing our workforce with continuous access to industry leaders and current best practices, we ensure our employees remain at the forefront of their respective disciplines.

Diversity

We are committed to advancing diversity – in all its forms – in the workplace. Telix collects information from employees regarding their age, gender, education level and any other data required for local reporting requirements. In 2024, we also began collecting additional demographic information, requesting employees to voluntarily disclose ethnicity and disability status. These practices have been developed in collaboration with our data privacy officer and are regularly reviewed for compliance.

Gender diversity has been a focus throughout our history and employees identifying as women represent 51% of our global workforce. The Board and the GET monitor gender balance in the workforce, with a particular focus on increasing representation of employees identifying as women in senior management. Our gender representation progress through the 2024 financial year is as follows:

• we have met the gender representation goal set by the ASX Corporate Governance Council, of at least 30% of each gender on the Board, with NEDs identifying as women represented at 40%,

• employees identifying as women represent 29% of our senior positions, comprised of 0% of GET and 46% of senior management (Senior Vice President and above), and

• employees identifying as women represent 39% of our Band 3 employees.

See our Corporate Governance Statement for more information available at https://ir.telixpharma.com/governance/documents-charters

Principles

• Business ethics and integrity

• Transparency and reporting

• Supply chain responsibility

• Labour practices and human rights

We act with determination and integrity

We have established policies and procedures, including our Code of Conduct, that articulate our principles and values and provide a framework for ethical conduct. Our Code of Conduct establishes our expectation that management, employees, and agents of Telix act in accordance with all applicable laws and Telix policies and procedures, as well as the highest standards of ethics. The Code of Conduct emphasizes a strong culture of integrity and ethical conduct in association with independent Anti-Bribery and Anti-Corruption and Whistleblower Protection Policies.

Supply chain responsibility and transparency

We expect our employees and relevant business partners to adhere to our values and commitments, wherever they operate. We strive to have a transparent supply chain and to report in a way that complies with applicable modern slavery and human rights laws where we operate. More details can be found in the Modern Slavery Statement on our website.

Labour practices

We respect human rights and are committed to creating a safe workplace with a culture that fosters diversity, equity, inclusion, belonging and wellbeing. We are committed to operating our business with integrity and accountability, including respecting worker rights, complying with employment and human rights laws, and working to prevent any child labour, modern slavery or human trafficking from occurring in any part of our business operations or supply chain.

Our philosophy is based on and informed by the United Nations’ (UN) Universal Declaration of Human Rights, the UN Guiding Principles on Business and Human Rights, and the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work. During 2024, we updated the Company’s Modern Slavery Statement for the 2023 financial year, which can be found on our website.

In Australia, Telix is subject to the requirements of the Payment Times Reporting Scheme which requires us to publicly report on payment terms and practices for our Australian small business suppliers. During 2024, we received a total of 432 invoices from 38 small suppliers and based on the invoice value, paid a total of 89% within 60 days of receiving the invoice, with 49% being paid within 30 days.

Ethical and appropriate research conduct

We are involved in testing potential new medicines in animals and humans. This is an essential requirement of international medicine development and regulatory approval processes. Telix has and enforces an ethical use of animals policy that requires all studies undertaken involving animals or humans are developed in association with medical, scientific and regulatory advisors. These studies reference national and international ethical and scientific codes, including Australia’s National Health and Medical Research Council and the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use. Studies are only undertaken when there are no alternatives, represent the only feasible option to advance investigational agents, and only commence after necessary ethics approvals have been received from the institution or clinical site at which studies are to be carried out.

Performance

• Data privacy and cybersecurity

• Board composition and governance

• Executive compensation and benefits

Privacy and information security

We are committed to protecting the privacy of all individuals with whom we engage. Telix’s global Privacy Policy describes how we collect, use, disclose, protect and store personal information collected, and what choices and rights individuals have with respect to that information. We do not generally collect ‘sensitive information’ (defined as including, for example, information about racial or ethnic origin, political opinions, religious beliefs or affiliations, membership of trade unions or associations, and sexual preferences or practices), other than health information in very limited circumstances in relation to a clinical trial, or reasonably necessary to ensure the health and safety of personnel at Telix premises around the world.

Board skillset and shareholder alignment

The Board is committed to ensuring that it comprises individuals who collectively have the appropriate skills and experience to develop and support its responsibilities and Company objectives. See our Corporate Governance Statement available at www.telixpharma.com/investor-centre/corporate-governance for further information on the Board’s composition, role and responsibilities.

We promote Director and employee ownership of shares to foster shared ownership and commitment to company, stakeholder, partner and patient outcomes. All Directors own shares in Telix, and the Company utilizes an Employee Incentive Plan to encourage and enable share ownership by all employees across the organization.

Performance-driven executive remuneration

See Operating and financial review section of this Report for a snapshot of financial and operational performance. Additional details on business performance can be found in the Financial report section of this Report.

Planet

• Climate strategy

Climate-related disclosures

As part of our commitment to transparency and sustainable business practices, we have aligned our climate-related disclosures with leading international standards. Our 2024 reporting framework incorporates guidance from the Australian Sustainability Reporting Standard AASB S2 and the International Sustainability Standards Board's inaugural standards IFRS S1 and IFRS S2. We continue to evolve our disclosure methodology in accordance with emerging frameworks, including the Corporate Sustainability Reporting Directive adopted by the EU Parliament in November 2022.

Our comprehensive disclosure framework encompasses several critical areas. We report on our governance structure for managing climate-related risks and opportunities, examining both current and anticipated effects on our strategy, business model, and value chain. This includes consideration of potential impacts on cash flows, access to finance, and cost of capital across various time horizons. We also detail our processes for identifying, assessing, and managing climate-related risks, supported by specific metrics and targets used to evaluate and manage these factors.

Climate impact and risk assessment

Climate scenario analysis forms an integral part of our strategic planning and risk management approach. The Board and management team recognize that understanding potential impacts of current and future climate scenarios, coupled with proactive mitigation strategies and targeted investments, is essential for maintaining our long-term sustainability. This understanding particularly supports our mission to develop and commercialize theranostics for patients living with cancer and rare diseases.

Throughout 2024, we strengthened our environmental risk assessment capabilities through comprehensive cross-functional evaluations. Our teams conducted detailed assessments of how extreme weather and climate-related events could affect various aspects of our operations. This analysis spanned multiple business units, including manufacturing, logistics and supply chain, people and culture, finance, asset and program development, research and innovation, and workplace health and safety. Looking forward, we are developing more sophisticated strategies to quantify the financial implications of extreme weather events, such as supply chain interruptions. This enhanced understanding will enable us to mature our mitigation and intervention plans. These financial impacts will undergo continuous assessment, with material findings incorporated into our disclosure reporting. A key priority for 2025 is the implementation of a robust methodology to fully integrate climate-related considerations into our business planning processes.

Our approach to climate risk assessment operates across three distinct time horizons. Short-term considerations (0-2 years) align with our annual budgeting and operational planning cycles. Medium-term analysis (2-5 years) focuses on achieving interim sustainability goals and targets. Long-term planning (5+ years) encompasses the complete lifecycle of our assets, from initial concept through to full commercialization.

Through our ongoing assessment process, we have identified that climate-related risks and opportunities primarily concentrate on two critical areas: asset development and supply chain resilience. The global impact of both acute and chronic physical risks, combined with transition risks related to regulatory and commercial changes, is expected to have the most significant influence on our ability to achieve strategic objectives over the long term. This understanding drives our commitment to developing comprehensive strategies that address both environmental impact and business sustainability.

Scenario analysis and future planning

To strengthen our climate resilience strategy, we have developed detailed qualitative scenario analyses based on two potential future states: a 1.5°C increase in global average temperature above pre-industrial levels by 2040, and a more severe scenario of 2.5°C or higher by 2065. These analyses inform our understanding of potential impacts across our global operations and supply chain.

As we look toward 2025, our strategic priorities encompass several key initiatives. We are developing sophisticated methodologies to quantify the financial impact of extreme weather events on our operations. This includes implementing energy efficiency initiatives and renewable energy projects where practicable, while incorporating both qualitative and quantitative physical climate scenarios into our supply chain, built asset, and operational decisions.

Metrics and progress

The year 2024 marked substantial progress in our capabilities to capture and report absolute gross greenhouse gas emissions. Following the Greenhouse Gas Protocol, we have successfully implemented systems and processes to track both Scope 1 and Scope 2 emissions, using market-based and location-based methods. Our internal systems have met all targeted benchmarks, positioning us to leverage this comprehensive data in 2025 to establish our baseline carbon footprint and develop science-based measurable targets.

This progress enables us to implement an internal carbon pricing mechanism, providing a framework to assess the financial implications of changes in investment, production, and consumption patterns. We continue to evaluate potential technological advancements and future emissions-abatement costs as part of our commitment to long-term environmental sustainability and business resilience.