2023 Global Impact Report
Advancing sustainable healthcare by focusing on our
products, patients, people and the environment.

1

TELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& GovernanceWelcome2

Welcome3

Teleflex at A Glance

7

Corporate Social Responsibility

16

Ethics & Governance25

Planet & Environment

34

People41

Community & Sustainable Healthcare

57

Appendix

77

TELEFLEX 2023 GLOBAL IMPACT REPORT

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& GovernanceWelcome to the Teleflex
2023 Global Impact Report.
Here you will find information
on how Teleflex is advancing
sustainable healthcare byfocusing on our products,
patients, people and theenvironment.

3

Welcome3

About this Report

4

CEO Message

5

Corporate Social Responsibility Chair Message

6

TELEFLEX 2023 GLOBAL IMPACT REPORT

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

About this Report
The Teleflex Incorporated fourth annual Global Impact Report details

Unless otherwise noted, this report provides information for the year

our Corporate Social Responsibility (CSR) program and encompasses

ended December 31, 2023 and includes information from our owned andour current progress and future aspirations as a company. This report

operated facilities globally. While we have internal processes in place toalso showcases practical ways in which we seek to address evolving

ensure that our reporting is accurate and as robust as possible, the data

Environmental, Social and Governance (ESG) standards to identify andin this report has not been externally assured. Teleflex is considering

quantify the measures of our sustainability and societal impact.

external assurance in the future.

This report has been prepared in accordance with the Global Reporting

We value feedback from all of our stakeholders. You can contact us

Initiative (GRI) 2021 Standards, the Sustainability Accounting Standards

regarding this report or our CSR Program at

Board’s (SASB) industry-specific standards for medical equipment, andCSR@teleflex.com.

the guidelines of the Taskforce on Climate-Related Financial Disclosures(TCFD). Tables providing relevant information and mapping of applicable
reporting standards to relevant information included elsewhere in thisreport are included at the end of this report.

4

TELEFLEX 2023 GLOBAL IMPACT REPORT

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

CEO Message
I am pleased to present the Teleflex 2023 Global Impact Report,■

Improved our ESG ratings: We improved our ratings in threewhich provides an update on our Corporate Social Responsibilityof the industry’s recognized reporting agencies, earning us(CSR) progress. In 2023, we continued to implement new projects

an AA rating for MSCI; a 3, 1, and 6 respectively on the ISS ESG
QualityScore for each relative topic area; and an ESG Risk Ratingand execute on existing initiatives to further our CSR efforts, asof 24.6 from Morningstar Sustainalytics.

we remained focused on our products, patients, people and theenvironment.

■

We have 7 manufacturing sites equipped with solar photovoltaic(PV) installations. During 2023, those sites generated overAs an organization, we have a 3-year Growth Strategy to drive longterm durable growth and we will achieve this growth by staying focusedon four strategic priorities: We will drive sustainable constant currency
revenue growth, achieve margin and earnings expansion, optimize our
product portfolio, and advance corporate social responsibility andan inclusive culture.
The integration of CSR into our 3-year Growth Strategy reaffirms ourcommitment to sustainability, corporate responsibility and inclusivity.
While this report shares many examples of our progress, I would like tohighlight a few key initiatives. In 2023, Teleflex:■

Committed to reaching net-zero greenhouse gas emissions
across its value chain by 2050: The Science Based Targets
initiative (SBTi) has validated our commitment for both nearterm and long-term emissions reduction targets for scope

Generated Renewable Energy at our Manufacturing Sites.

7.5 GWh (gigawatt hours) of renewable electricity.
■

Continued our focus on advancing independent research:
In 2023, we issued 12 directed grants totaling nearly $4.8 million
and 20 Investigator Initiated Study (IIS) grants worth over
$3.7 million for a total of $8.5 million in clinical research grants.

By strengthening our sustainability efforts as a company, we canbecome a better partner to all of our key stakeholders and a better
steward of the environment.
Around the globe, over 14,500 Teleflex employees are united in theunderstanding that what we do every day makes a difference andtogether we can achieve our purpose to improve the health and qualityof people’s lives.
Thank you,

Liam Kelly
Chairman, President and CEO

1, 2, and 3 emissions.

Liam Kelly
Chairman, President and CEO

5

TELEFLEX 2023 GLOBAL IMPACT REPORTAppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Corporate Social Responsibility Chair Message
I am very honored to be the new Chair of our CSR Steering

global risk that we must manage closely, and so we conducted our first-

Committee and excited to continue the growth of our CSR

ever climate risk assessment with a third-party consulting agency.

program. I am responsible for Teleflex’s overall CSR programand performance. I know that the efforts we make in our CSR

We also made leaps in our ESG ratings in 2023 with a large

program are important to our organization and success will

improvement in our ISS ESG QualityScore, Sustainalytics, EcoVadis

require all of our employees to be CSR champions to ensure thatratings, and our MSCI AA ESG rating. We are very satisfied with our CSR

we are moving our initiatives forward. I am fortunate to haveprogress and look forward to our continued journey.

amazing colleagues and leaders globally who work diligently oneach CSR pillar and are passionate about our CSR program.

CSR is also an ongoing opportunity to attract and retain great talent,
engage with our stockholders, and improve our relationships with

Our fourth annual report provides the most comprehensive review thus

our customers and patients. We believe that our CSR journey can be a

far of the great work we have done globally to improve our corporate

competitive advantage for Teleflex in all of these areas.

social responsibility. I am extremely proud of the significant progress
our team has made regarding CSR. In 2023, we continued to formallyengage more employees in our CSR program, continued to expand ourSincerely,sustainable healthcare work, and grew our advocacy efforts to ensure
more patients have access to essential healthcare. In 2022, we sharedthat we had committed to setting Science Based Targets for our climatechange goals, and in 2023 we have created and received validation of
our near-term and long-term Net Zero Science Based Targets. We knowthat climate change is more than just a regulatory hurdle, but rather a

Cam Hicks
Corporate VP & Chief Human Resources Officer

Cam Hicks
Corporate VP & Chief Human
Resources Officer

6

TELEFLEX 2023 GLOBAL IMPACT REPORTAppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& GovernanceTeleflex at a Glance

7

Our Core Values

8

The Teleflex Purpose

9

Snapshot10

Map of our Global Sites

11

Our Products

12

Our Products Impact

15

TELEFLEX 2023 GLOBAL IMPACT REPORT

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Teleflex at a Glance
Teleflex is a global provider of medical technologies

expanding our presence in the medical device industry,that are designed to enhance clinical benefits, improve

while divesting all our other businesses, which served thepatient and provider safety, and reduce total proceduralaerospace, automotive, industrial, and marine markets.

costs. We primarily design, develop, manufacture, andFollowing the divestitures of our marine business and cargo

supply single-use medical devices used by hospitals andcontainer and systems businesses in 2011, we became

healthcare providers for diagnostic and therapeutic

exclusively a medical device company. Since then, we haveprocedures. We are home to industry-leading brands

continued to expand our business through a combination ofwith solutions in the fields of vascular access,internal research and development, external partnerships,

interventional cardiology and radiology, anesthesia,

and strategic acquisitions.

emergency medicine, surgical, and urology. We market
and sell our products to hospitals and healthcare
providers worldwide through a combination of ourdirect sales force and distributors.

Our Core Values define our company, shaping our corporate

Throughout our history, we have continually focused

way we interact with our stakeholders. Our Core Values

on providing innovative, technology-driven, specialtyengineered products that help our customers meet theirbusiness requirements. Beginning in 2007, we significantly
changed the composition of our portfolio of businesses,

8

Our Core Values

TELEFLEX 2023 GLOBAL IMPACT REPORT

culture, guiding our business practices, and directing therevolve entirely around people - from our patients andhealthcare professionals to our employees and stockholders,to our suppliers and distributors, to the countless individuals
who make up the communities we serve around the world.

Building Trust
Establishing trust is an important andcontinuous process that has many different
levels and meanings. Trust defines ourrelationships as individuals, teams, andas a company. Our employees trust
us to give them the tools that theyneed to succeed, we trust them
to be accountable, and they
trust one another to create apositive work environment.

PeoplePeople are at the center ofeverything we do, and as aresult, they are at the heart of ourCore Values. Our commitment topeople encompasses being mindful ofothers and prioritizing respect in every
interaction.

Entrepreneurial Spirit
Teleflex is a highly entrepreneurial workplace,and much of our company’s growth has comefrom this trait. We continuously encourage ourpeople to find new and innovative ways todemonstrate their entrepreneurial
spirit and add value to their jobs.

Make it Fun
We are committed tohelping our employees to findfulfillment and enjoyment in theirjobs by achieving new things, taking
pride in their work, and taking timeout to celebrate their successes.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

The Teleflex Purpose

English: Improve the health and quality of people’s lives.
Español (Spanish): Mejorar la salud y la calidad de vida de las personas.
Português (Portuguese): Melhorar a saúde e a qualidade de vida das pessoas.
Deutsch (German): Die Gesundheit und Lebensqualität der Menschen verbessern.
Français (French): Améliorer la santé et la qualité de vie des gens.
Italiano (Italian): Migliorare lo stato di salute e la qualità di vita delle persone.
Cestina (Czech): Pomáhat lidem ke zdravějšímu a spokojenějšímu životu.
Nederlands (Dutch): De gezondheid en kwaliteit van mensenlevens verbeteren.
中國的 (Chinese): 提高人民的健康和生活水平。
日本語 (Japanese): 人々の健康と生活の質を改善します。

9

TELEFLEX 2023 GLOBAL IMPACT REPORTAppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Snapshot

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix2023 Revenues:

Headquartered in Wayne, Pennsylvania, U.S. with operations in 35 countries
and serving healthcare providers in more than 150 countries

By the Numbers:

14,500 employees

Americas:

Revenues
by Reporting
Segment

2023 Consolidated Revenue:

Revenues
by Global
Product Category$2.974billionRevenues
by End Market

You can find more information about Teleflex in our Annual Report.

10

TELEFLEX 2023 GLOBAL IMPACT REPORT$1,715.4 million

Asia:$346.9 million

EMEA:$586.2 million

OEM:$326.0 million

Vascular:$708.0 million

Interventional:$511.4 million

Interventional Urology:$319.8 million

Anesthesia:$390.0 million

Surgical:$427.4 million

OEM:$326.0 million

Other:$291.9 million

Hospitals/Healthcare Providers:

87%

Medical Device Manufacturers:

11%

Home Care:2%

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Map of our Global Sites1

  
Maple Grove
Plymouth Jaffrey
Reading
Wyomissing
Cincinnati
Asheboro

Chelmsford

Mansfield
Wallingford
Coventry
Wayne
Morrisville

NETHERLANDS
VianenGERMANY
Bad Liebenzell
Fellbach
KernenTrentonOlive Branch

CANADACZECH REPUBLIC
Hradec Králové
Žďár nad Sázavou

UK
Beaconsfield
AthloneLimerick

USA

IRELAND
VaredoITALYPleasantonSanta Barbara

Chihuahua
Mexico City
Nuevo Laredo
TecateMadridSPAIN

CHINA
BeijingShanghai JAPANTokyo

AUSTRIA
ViennaAthensGREECELe Faget
FRANCE

INDIA
Bengaluru
Chandigarh
Puducherry

Seoul
SOUTH KOREA
TaipeiTAIWANSINGAPORE
Singapore

MEXICOSOUTH AFRICA
Johannesburg

Kamunting
Kulim
MALAYSIA
AUSTRALIA
SydneyLocations with 25 or more employees as of December 31, 2023.

1

11

TELEFLEX 2023 GLOBAL IMPACT REPORTAppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Our Products

Vascular AccessInterventional

Anesthesia

Our Vascular Access product category offers devices that facilitate a

Our Interventional product category offers devices that facilitate a

Our Anesthesia product category is comprised of airway, pain

variety of critical care therapies and other applications with a focus onvariety of applications to diagnose and deliver treatment of coronary

management and hemostatic product lines that support hospital,

helping reduce vascular-related complications. These products primarily

and peripheral vascular disease. These products primarily consist of a

emergency medicine and military channels.

consist of our Arrow™ branded catheters, catheter navigation and tip

variety of coronary catheters, structural heart support devices, peripheral

positioning systems and our intraosseous, or in the bone, access systems.

intervention products and mechanical circulatory support platform used

Our catheters are used in a wide range of procedures, including
the administration of intravenous therapies, the measurement ofblood pressure and the withdrawal of blood samples through asingle puncture site. Many of our catheters provide antimicrobial andantithrombogenic protection technology that has been shown to
reduce the risk of catheter related bloodstream infections and microbialcolonization and thrombus accumulation on catheter surfaces.
Our intraosseous access systems are designed for the delivery of medications
and fluids when intravenous access is difficult to obtain in emergent, urgent
or medically necessary cases. Our products offer a method for vascularaccess that can be administered quickly and effectively in the hospital andpre-hospital environments and include the EZ-IO™ Intraosseous VascularAccess System and Arrow™ FAST1™ Sternal Intraosseous Infusion System.

12

TELEFLEX 2023 GLOBAL IMPACT REPORTby interventional cardiologists, interventional radiologists and vascularsurgeons. Clinical benefits of our products include increased vein andartery access, post-procedure closure, and increased support during
complex medical procedures. Our primary product offerings consist of aportfolio of Arrow™ branded intra-aortic balloon pumps and catheters,
GuideLiner™, Turnpike™ and TrapLiner™ catheters, the MANTA™ Vascular
Closure device and Arrow™ OnControl™ powered bone biopsy system.

Our airway management products and related devices are designed toenable use of standard and advanced anesthesia techniques in bothpre-hospital emergency and hospital settings. Our key products include
laryngoscopes, supraglottic airways, endotracheal tubes and atomization
devices, which are branded under our LMA™, Rusch™ and MAD™ trade names.
Our pain management product line includes epidurals, catheters and disposable
pain pumps for regional anesthesia, designed to improve patients’ postoperative pain experience, which are branded under our Arrow™ trade name.
Our hemostatic products accelerate the body's natural clotting cascade
and are used in trauma situations where bleeding is difficult to control.
The portfolio consists of external hemostats used by first responders,interventional products used in the catheter lab, and trauma products usedby trauma surgeons, which are branded under our QuikClot™ trade name.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Community &Sustainable Healthcare

Appendix

SurgicalInterventional Urology

Respiratory

Our Surgical product category consists of single-use and reusable

Our Interventional Urology product category includes the UroLift™

Our Respiratory products are used in a variety of care settings anddevices designed for use in a variety of surgical procedures. These

System, a minimally invasive technology for treating lower urinary tract

primarily consist of humidification and oxygen therapy products. This

products primarily consist of metal and polymer ligating clips, fascial

symptoms due to benign prostatic hyperplasia, or BPH. The UroLift™

product category previously included aerosol therapy, spirometry 6 andclosure surgical systems used in laparoscopic surgical procedures,

System involves the placement of permanent implants, typically throughventilation management products, as well as certain other oxygen therapy

percutaneous surgical systems, a powered bariatric stapler, and othera transurethral outpatient procedure, that hold the prostate lobes

products, all of which were included in the Respiratory business divestiture.

surgical instruments used in Ear, Nose and Throat and Cardio-Vascularapart to relieve compression on the urethra without cutting, heating or

and Thoracic procedures. Our significant surgical brands include Weck™,

removing prostate tissue. In 2023, we expanded our product portfolio

MiniLap™, Pleur-Evac™, Deknatel™, KMedic™, Pilling™ and Titan SGS™.

with the acquisition of Palette Life Sciences AB (“Palette”), which adds a
portfolio of hyaluronic acid gel-based products primarily utilized in thetreatment of urological diseases, including Barrigel, a rectal spacing
product used in connection with radiation therapy treatment of prostatecancer. Our Interventional Urology product portfolio is most heavily
weighted in our Americas segment.

13

PeopleTELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

UrologyOEM (Original equipment manufacturer)

Our Urology product portfolio provides bladder management for

Our OEM segment designs, manufactures and supplies devices andpatients in the hospital and individuals in the home care markets.

instruments for other medical device manufacturers. Our OEM division,

The product portfolio consists principally of a wide range of catheterswhich includes the TFX Medical OEM, TFX OEM, Deknatel™ and HPC(including Foley and intermittent), urine collectors, catheterization

Medical brands, provides custom extrusions, micro-diameter film-castaccessories and products for operative endourology, which aretubing, diagnostic and interventional catheters, balloons and balloon

marketed under the Teleflex

TMand Rusch™ brand names. Our Urology

product portfolio is most heavily weighted in our EMEA segment.

catheters, film-insulated fine wire, coated mandrel wire, conductors,
sheath/dilator introducers, specialized sutures and performance fibers,
bioabsorbable sutures, yarns and resins.

14

TELEFLEX 2023 GLOBAL IMPACT REPORT

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Our Products Impact
Making a Difference Teleflex products are used globally every day:

53,0005,000

12,000

4,000

300

7,000

In over 53,000 surgical procedures

To care for more than 12,000 patients in the
Intensive Care Unit from neonates to adults

To treat nearly 300 men with benign prostatic
hyperplasia (BPH) and prostate cancer

Note: Statistics included in the graphic above were calculated based on 2023 global sales data, management assumptions and estimates.
15

TELEFLEX 2023 GLOBAL IMPACT REPORTBy Interventional Cardiologists, Radiologists, and Vascular
Surgeons in over 5,000 patients who require various
percutaneous diagnostics interventions

By emergency responders to treat 4,000 patients inthe field, including more than 1,000 cardiac arrests

By Interventional Cardiologists to treat over
7,000 Interventional Cardiology procedures

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& GovernanceCorporate Social Responsibility

16

CSR Strategy and Approach18

Corporate Social Responsibility Governance19

ESG Ratings

20

Meet our Corporate Social Responsibility Leaders

21

CSR Materiality Assessment

22

Stakeholder Engagement

23

CSR Highlights from 2023

24

TELEFLEX 2023 GLOBAL IMPACT REPORT

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Corporate Social Responsibility (CSR) is
how a business holds itself accountablein areas such as environmental
stewardship, ethics, employee
engagement, community involvement,
and economic responsibility. Successful
CSR programs are instrumental inboosting brand perception and aretaking a more prevalent place incustomer buying habits, investor interest,
and talent management. You can learn
more about our CSR program here.
When Teleflex developed our 2023-2025 3-year Growth Strategy,
it was important that CSR was one of the four main corporate objectives
to deliver long-term durable growth. The integration of CSR into our
3-year Growth Strategy demonstrates our commitment and efforts inworking towards a more sustainable and inclusive society. We don’t justview CSR as the right thing to do, we also view it as the right thing to
do for business. CSR is necessary for companies to continue to conductbusiness and to keep their “social license to operate.” Our employees,
customers, patients, and stockholders continue to support us in our
CSR journey, keeping us motivated to innovate and forge ahead.

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TELEFLEX 2023 GLOBAL IMPACT REPORT

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

CSR Strategy and Approach
At Teleflex, our Core Values put people at the center■

Ethics& Governancedevelopment programsof all that we do. In consulting and engaging ourpeople, we defined a CSR strategy and structureContinued expansion of our learning and■Focused on our sustainable healthcare program
to expand its impactthat reflects the specific topics and priorities of CSR
stakeholders across our organization.

■

CSR in Teleflex is structured based on four strategic pillars,

Improved in all major ESG ratings

Planet &Environment■

Corporate Governance■

GHG Emission Reduction

In 2022, we initiated the process for developing our■

Public Policy■

Sustainable Procurement

each responsible for key focus areas for our people, business,

CSR Roadmap. This roadmap incorporates programs,■■

and stakeholders. Each pillar focuses on a set of specificinitiatives, and activities we plan to work towards in ourCompliance, Integrity and Ethics

Logistics and Distribution

topics and priorities. We developed these pillars based on

CSR journey. This roadmap is reviewed throughout the■Enterprise Risk Management■

Responsible Consumption

a number of internal and external factors and throughyear to ensure each pillar is on the right path and is■

Sales & Marketing Practices

input from various functions within the organization.

adjusted as needed. This roadmap is not just for the year■

Information Security andData Privacy

ahead but for years out with some items all the way out
In 2023, these pillars have been updated to reflect

to 2030. In 2023, we continued building this roadmap

the ongoing evolution of our business and strategicout in more detail and use this as our north star.

priorities. As such, our fourth and final pillar has been
updated to Community & Sustainable Healthcare, in

In 2024, we have, or are planning to add, threerecognition of the important role Community plays in our

additional resources to the Teleflex CSR team. We hired

JOIN Act with Purpose initiative, the Teleflex Foundation,a Sustainability Analyst who is a key member of the team

Clinical Research and Medical Education Grants, and our

supporting the management of corporate sustainability

ongoing commitment to our local communities.

initiatives from our CSR pillars, data analysis, and ESG■

reporting. We also hired a Manager, ESG Reporting
We continue to mature in our CSR efforts and below are a few

who will support our mandatory ESG reporting such

key highlights for 2023:

as the new E.U. Corporate Sustainability Reporting■

Increased diversity on our Board of Directors■

Announced near-term and long-term Net Zerotargets for climate action which were validated by
the Science-Based Targets Initiative■

Conducted our first climate change risk andopportunity assessment

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TELEFLEX 2023 GLOBAL IMPACT REPORT

Community &Sustainable Healthcare

PeopleEmployee Engagement
and Communication■

Philanthropy■

Community Engagement■

Learning and Development■■

Benefits and Family Support

Grants■requirements. In addition, we plan to hire a Sustainable■

Diversity, Equity and Inclusion

Product Training and Education■

Procurement Analyst to support Global Procurement in■

Employee Recognition

Sustainable Products■

managing sustainability risks and prepare data for all■

Employee Health and Safety

Healthcare Access and Equity■

Product Safety and Quality

Directive (CSRD) requirements and any other mandatory

external regulatory and internal reporting requirements.
They will also manage data integrity within our thirdparty sustainability software platforms.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Corporate Social Responsibility Governance
Our CSR Steering Committee is made up of

about the progress and status of our CSR program. The

executive and senior-level leaders within the

Chair also provides an update to Executive Management2

company and provides oversight and management

on a periodic basis during their larger leadershipof Teleflex’s CSR program. We created a CSR

meetings. The Senior Manager and CSR Chair provide

Working group, which is a subset of the Steering

reports on our CSR program to the Nominating andCommittee adding other internal functions that

Governance Committee of the Teleflex Board of Directors

are critical to moving our agenda forward.

on a quarterly basis and to the full Board of Directors at

Nominating and Governance Committee of the Teleflex Board of Directors

Chairman, President and CEO

least once a year.
This group meets regularly to discuss action items andmore detailed program development and execution.

The members of the Steering Committee consist of

Our Pillar Leads are senior-level leaders who aresenior leaders across most company functions, including:responsible for the day-to-day improvements andmanagement for each pillar and our Pillar Sponsor is■Compliance

an executive-level member who provides oversight and■Clinical and Medical Affairs

strategic guidance. Our Senior Manager, Sustainability■

Global Manufacturing and Supply Chain

Strategy and Reporting manages our CSR program from■

Commercial

a day-to-day standpoint and is responsible for the larger■

R&D

program process.

■Investor Relations■

Global Brand, Digital and Communications

The Senior Manager meets with the Pillar Leads on a■

Human Resourcesmonthly, if not more frequent, basis to align on program

■

Legal

and pillar strategy and progress. The Senior Manager■

Financereports directly to the Chair of the Steering Committee■

Sustainability

who reports into our CEO and provides monthly updates

Executive Management Team is defined as a smaller subset of the Senior Management Team2

19

TELEFLEX 2023 GLOBAL IMPACT REPORT

Chair of CSR Steering Committee
Senior Manager, Sustainability
Strategy and Reporting

CSR Steering Committee

Ethics& Governance
PillarPlanet& Environment
PillarPeoplePillarCommunity& Sustainable
Healthcare Pillar

Sponsor
Lead
Subcommittee

Sponsor
Lead
Subcommittee

Sponsor
Lead
Subcommittee

Sponsor
Lead
Subcommittee

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

ESG Ratings
One of the ways that Teleflex can demonstrate

MSCI ESG Rating3

ISS ESG QualityScore4

Sustainalytics5

external ESG ratings. These organizations review

We are proud to share that in 2023, Teleflex received

We have obtained a 3, 1, and 6 ratings on the ISS

Teleflex received an ESG Risk Rating of 24.6 fromand rate Teleflex based on our level and quality ofa rating of AA (on a scale of AAA-CCC) in the MSCIESG QualityScore for the environmental, social, andMorningstar Sustainalytics and was assessed to be atreporting and disclosure as it relates to ESG topics.

ESG Ratings assessment. This shows tremendous

governance categories respectively. In 2023, we havemedium risk of experiencing material financial impacts

improvement from BB in 2020 and puts us in the top

seen a 3-point improvement in our Governance Score

from ESG factors. The ESG Risk Rating has a score

38% of all companies in the medical equipment andand maintained our E&S scores. This scoring system

range from 0 to 40+, with 0 representing the lowest

supplies sub industry.

is based on 1-10 (1 being lower governance risk and

ESG risk. This is an improvement from 29.4 in 2022 andhigher governance risk = 10 as well as higher E&S

puts Teleflex in the 19th percentile of medical device

disclosure = 1 and lower E&S disclosure = 10).

companies (the lower percentile the better).6

our advancements in our CSR program is through

3

MSCI

AA

ESG RATINGS
CCC

B

BB

BBB

A

AA

AAA

The use by Teleflex of any MSCI ESG Research LLC or its affiliates (“MSCI”) data, and the use of MSCI logos, trademarks, service marks or index names herein, do not constitute3

a sponsorship, endorsement, recommendation, or promotion of Teleflex by MSCI. MSCI services and data are the property of MSCI or its information providers, and areprovided ‘as-is’ and without warranty. MSCI names and logos are trademarks or service marks of MSCI.
These scores are as of January 31, 2024 and may have changed. To learn more about the ISS ESG ratings please visit https://www.issgovernance.com/esg/ratings/

4

Copyright ©2023 Morningstar Sustainalytics. All rights reserved. This publication contains information developed by Sustainalytics (www.sustainalytics.com). Such information5

and data are proprietary of Sustainalytics and/or its third party suppliers (Third Party Data) and are provided for informational purposes only. They do not constitute an
endorsement of any product or project, nor an investment advice and are not warranted to be complete, timely, accurate or suitable for a particular purpose. Their use issubject to conditions available at https://www.sustainalytics.com/legal-disclaimers.
This rating is as of January 31, 2024 and in no event the report shall be construed as investment advice or expert opinion as defined by the applicable legislation

6

20

TELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Meet our Corporate Social Responsibility Leaders

What do you do in your role at Teleflex?

What do you do in your role at Teleflex?

I work directly with the Chair of our CSR Steering

I manage our environmental sustainability efforts

Committee to manage our CSR program, support

as the Pillar Lead for Planet & Environment. I also

our pillars, and develop our long-term CSR

support the wider sustainability agenda throughstrategy. I also lead the development of our Global

the CSR committee and various working groups.

Impact Report and ensure alignment with industry
standards and reporting frameworks. Additionally,

What win from 2023 are you most proud of?

I assist in providing information and education to

I am extremely proud of the leadership andour employees, investors, customers, patients, andcollective efforts of Teleflex that resulted in us

other key stakeholders about CSR matters.

having validated near- and long-term Net Zero
Science-Based Targets. I am also grateful for

Derek Noah
Senior Manager,
Sustainability Strategy
and Reporting

Why did you join Teleflex in this role?
This is not just a job for me. To me, this is a purposein life – to push the boundaries and help to makethe world a better place for people and the planet. I
have been lucky to have found an organization that
truly believes in CSR and making the commitmentsthat are needed to move things forward. With over 9
billion people in the world, it is not good enough tosit on the sidelines, action is needed.

21

TELEFLEX 2023 GLOBAL IMPACT REPORTDavid O’Flynn
Sustainability Director

the many business leaders that over the courseof 2023 have increased their commitment tosustainability in support of these targets.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

We shared this materiality assessment with the CSR

with Nasdaq Corporate Solutions, LLC in 2022. To

Steering Committee and presented it to Executive

ensure we are focusing our efforts and reporting on

Management within Teleflex. We used the results of thewhat are the most important and relevant topics

materiality assessment to inform any changes, updates,

for Teleflex, we had all of our key stakeholders top

or adjustments to our CSR strategy. We have also usedof mind and used various strategies to learn what

the results to advise any new areas of disclosure in our

specific issues or topics each of these stakeholders

Global Impact Report or other avenues of CSR reporting.

held as most important.

We plan to conduct a materiality assessment periodicallyto ensure we are continuing to update our top key

The assessment included, but was not limited to, a review

topics based on evolving stakeholder feedback andof our top investor policies, voting patterns, and holdings

priorities. Our next assessment will begin in 2024, andfocused on ESG; analysis of three major ESG rating

we will expand the scope of the assessment to include

agencies; review of multiple major sustainability reporting“double materiality,” which considers both impact andframeworks; panel interviews with 20 internal employees

financial materiality in accordance with the new global

and executives; internal employee surveys sent to 80

sustainability reporting frameworks and requirements.

employees; and a peer benchmarking exercise.
A key finding was that our internal stakeholders foundPriority topics across internal & external stakeholders:social and governance topics more important compared■

Product Quality & Safety

to environmental topics, whereas external stakeholders■

Business Ethics

found all three topic areas roughly equally as important.

■

Product Lifecycle Management

We would also like to note that even though GHG■

Access to Healthcare

emissions and climate change strategy was not above■

Ethical Marketingthe line on our materiality matrix, at Teleflex, we still find■Supply Chain Management

this to be an extremely important topic for us to focus on■

Bribery & Corruption

and thus you will see throughout the report our work and■

Health & Safety

progress on climate change action, which is demonstrated■

Compliance Procedures

Product Quality& Safety

Product Lifecycle
Management

Business Ethics

Access to
Healthcare

Shareholder...
Climate Change
Strategy

Executive
Remuneration

Health & Safety

Bribery &Corruption

Environmental
Management

Board Diversity

Energy Use &Management

Board Oversightof ESG
Water Use &Management

Supply Chain
Management

EthicalMarketing

GHG Emissions

External Stakeholder Perspective(Degree of stakeholder concern)

We conducted a third-party materiality assessment

Increasing
Importance

CSR Materiality Assessment

Engagement& Satisfaction
Board
Independance
Human Capital
Development

Waste
Management

Whistleblower
ProgramCompliance
Procedures
Diversity,
Equity& Inclusion

Human CapitalManagement

Data Privacy& Cybersecurity

by our recent announcement on our climate action targets.

Internal Business Perspective(Impact on Business)

22

TELEFLEX 2023 GLOBAL IMPACT REPORT

Increasing
ImportanceWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Community &Sustainable Healthcare

Stakeholder Engagement

Example methods of engagement with select stakeholders groups:

It is important for Teleflex to interact with all the stakeholders

Stakeholder Group Methods

that our company may impact or who may impact us. It isnecessary for us to be proactive in these activities so that
we can promptly address any concerns or issues. As a global

Stockholders and Analysts

company, our stakeholders are global in nature and can range
from local, regional, and global organizations or groups. We
use various methods of communication and engagement with
our key stakeholders, which provides both one- and two-way
communication channels.
Employees■

Routine attendance at various investor conferences hosted by investment firms■

Established proactive outreach strategy to stockholders■

Inbound request for information which are answered by our VP, Investor Relations■

Publications such as our Annual report, proxy statement, and other financial filings■

Annual General Meeting■

Analyst and investor days hosted by Teleflex

Appendix■

Townhalls (in person and virtual): corporate-wide, regional, and business unit or functional area

Key Stakeholders:■Annual employee engagement survey■

Employees■

Onsite screens and monitors■

Governments and Policymakers■

Email communications (company newsletters and various updates from senior management)■Group Purchasing Organization (GPOs) and Integrated Delivery■

Company trainings

Network (IDNs)■

Publications such as our Annual Report and Global Impact Report■

Attending organizational meetings■

Healthcare Professionals and Healthcare Organizations■

Industry Associations and Nongovernmental Organizations (NGOs)■

Local Communities■

Participation through direct engagement on a workstream within the organization■

Patient and Advocacy Groups■

Attending conferences, webinars, or other events■

Regulatory and Certified Bodies■

Cross-industry collaboration■

Stockholders■

Suppliers■

Senior leaders conduct in-person meetings with U.S. Senators and Representatives on an■

Wholesalers and Distributors

Industry Associations

Governments

ongoing basis

Healthcare Professionals

23

PeopleTELEFLEX 2023 GLOBAL IMPACT REPORT■

Providing public comments to rules, legislation, or changes to law as needed■

Sales representatives and sales team■

Customer service representatives■

Medical education■

Tradeshows and other product demosWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

CSR Highlights from 2023

of new U.S. hires came via
employee referral

Pro
v

al
dic

24

s

uc

nt

ed

$700,000+a ti o n g ra

TELEFLEX 2023 GLOBAL IMPACT REPORT

250,000+

healthcare providers
educated on safe and effective
use of our productsof our Board members
are women

Zero

Sustainability Medical Advisory Boardis launched in 2023

in me
d
e
id

100%
of U.S. employees
returned to work afterparental leave

ea

s

Giv

33%

nt

of our global workforce
is female

22%

l
ica

of our U.S. employees
are non-white

59%

8.5
$
millionre s

35%

in clinnerc h g r a

Dollars spent in
direct political donations

Nearly97%Completion rate of
Global Code of Ethics Training

50%of new U.S. hires
were non-whiteWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Ethics & Governance
Executive Sponsor: Howard Cyr - Corporate Vice President, Chief Compliance Officer
Pillar Lead: Roberta Griggio - Deputy Compliance Officer, EMEA

25

Corporate Governance27

Public Policy

28

Industry Groups and Trade Associations

28

A Culture of Compliance29Enterprise Risk Management

31

Sales and Marketing Practices

31

Information Security and Data Privacy

32

TELEFLEX 2023 GLOBAL IMPACT REPORT

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

It is of the utmost importance that
Teleflex conducts its business withstrong corporate governance androbust ethics in order to maintain thetrust of our employees, customers,
investors, patients, and society at large.

Ethics& Governance

Planet & Environment

2023

33%

of Board members
who were women

Averagetenure ofBoard members

2023
Completion rateof Global Codeof Ethics Training

TELEFLEX 2023 GLOBAL IMPACT REPORT

Community &Sustainable Healthcare

2023

2023

26

People

6.6
97%

Averageage ofBoard members

2023
Direct political
donations2023
Completion rateof Conflict-ofInterest Training

Appendix

62.8
$0
98%

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Corporate Governance
Our Corporate Governance Principles address the
responsibilities, composition and operation of our Board of
Directors, director selection, independence, conflicts of interest,

The roles and responsibilities of each committee are set forth in eachcontinuous year, at least 20% of the voting power entitled to vote generallycommittee’s charter, which can be found on the investor page of our website.

in the election of directors the right to call a special meeting of stockholders,

Board Refreshment

Board of Directors

Teleflex is currently in the process of a phased-in declassification

Our Board of Directors currently consists of nine total members, eight

year of declassification of the Board at our 2023 Annual Meeting ofof whom are independent with an independent Lead Director. We have

Stockholders and commencing with our 2025 Annual Meeting of

three standing committees, each of which is chaired by an independent

Stockholders, all Teleflex directors will be elected for a one-year term

director. At the end of 2023, 33% of our Board members were women,

expiring at the next Annual Meeting of Stockholders.

and approval of the Compensation Committee of our Board of Directors.

The Nominating and Governance Committee is responsible forindividual performance against several established objectives. Allof the Board over a three-year period. We implemented the firstthe average age of our Board members was 62.8 and the average
tenure of our Board members was 6.6 years.

identifying qualified individuals to be considered for election to our■ Nominating and Governance
Provides oversight of corporate governance generally, oversees ourBoard. Each search is unique, and we look for specific skills andbackgrounds for each new board candidate. Directors are expected

Environmental, Social, and Governance (ESG) strategy and practices,to possess the highest character and integrity, and to have business,reviews size, structure and composition of Board committees, reviews

professional, academic, government or other experience which is

Board compensation and identifies and recommends to therelevant to our business and operations. In addition, we also seek

Board individuals qualified to become directors.

candidates with the potential to contribute to the diversity of the■ Audit

Board, including with respect to gender, race, ethnicity, national origin,

Provides oversight of financial statements, internal controls

and other differentiating characteristics. More selection details andcompliance, compliance with legal and regulatory requirements,

information can be found in our Corporate Governance Principles.

the independent auditor’s qualifications, independence andperformance, the performance of the internal audit function, therisk management process, and the oversight of our reporting on
ESG matters to internal and external stakeholders.
■ Compensation
Assists the Board in its responsibilities relating to thecompensation of the Company’s executives, reviews and makes
recommendations to the Board with respect to compensationplans, and provides compensation committee report required to
be included in the Company’s annual proxy statement.

27

subject to the requirements and procedures set forth in our bylaws.

compensation and equity ownership, and succession planning.

TELEFLEX 2023 GLOBAL IMPACT REPORT

Shareholder Rights
As part of our ongoing stockholder engagement process, in 2022, we engaged
with holders of approximately 50% of our outstanding common stock on
governance matters. During this process, when asked about the advisabilityof providing stockholders the right to call a special meeting of stockholders,
all of the investors with whom management engaged supported such aright. In light of this feedback, in February 2023, the Board amended andrestated our bylaws to allow stockholders holding, for not less than one

Executive Compensation
We feel it is important for Teleflex to align our executives’ interests
with those of our stakeholders. Our executive compensation program
includes both short-term (annual) and long-term goals, which aredesigned by our executive management team under the governanceOur annual incentive plan includes a component of pay that measuresmembers of the Teleflex Executive Management2 team have at least
one ESG-specific objective included in their individual performance
objectives. There are four ESG-specific objectives that members of
the Executive Team can choose from, and these align directly witheach of our four CSR pillars. You can read more about our executive
compensation program in our annual proxy statement.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Public Policy

Industry Groups and Trade Associations

The healthcare industry is very heavily influenced by local,

Industry groups and trade associations provide Teleflex with

regional, and national public policy. We believe it is our obligation

an effective way to engage with peer companies and otheras a corporate citizen to voice our opinions and views as a medicalorganizations in the industry in a precompetitive landscape.

technology expert on public policy that may affect the larger

These groups help Teleflex to remain up to date on any changes,

society and communities. We monitor ongoing regulatory andchallenges, or other note-worth information for medical

legal requirements in the countries in which we operate andtechnology and healthcare. We voice our opinions, pose

when we see fit, take a position on a specific issue. Teleflex mayquestions, and raise concerns through these organizations.

engage in public policy when we think it may directly affect ourbusiness, impact public health, or limit access to healthcare.
Teleflex does not provide any direct political donations or advocacy onbehalf of a specific candidate, campaign, party, or committee, nor do
we provide contributions to any groups such as governors’ associations,political action committees or other section 527 entities. We also do nothave or offer any employee-funded political action committees.

2023 Teleflex Industry Groups and Trade Associations7:■ AdvaMed■ APACMed■ BVMed■ Confindustria Dispositivi Medici■ IBEC Trade Association

We have worked with a third-party adviser to assist in direct lobbying■ Medical Device Manufacturers Association

on several key areas that Teleflex finds most important, such as patient■ MedTech Europe

access. In 2023, Teleflex leaders met with congressional members, staff■ SNITEM

and committee members both directly and as participants in trade■ South African Medical Device Industry Association (SAMED)

associations. We have expanded this work to include environmental
and patient safety initiatives. You can read more about this work in the
Sustainable Healthcare section of this report.

Many of our membership-based organizations have dedicated

In 2023, we received a 44 out of 70 score on the CPA-Zicklin Index ofof the AdvaMed Environmental, Health and Safety Awareness Working

Corporate Political Disclosure and Accountability rating which is theGroup as well as a number of working groups from MedTech Europe.

only measure of electoral spending transparency and accountability

These working groups focus on areas such as circular economy,

among the country’s largest public corporations. This score highlights

chemicals, environment and sustainability, and corporate governance.

committees or groups related to CSR and sustainability. We are a partour 41-point increase since 2020 which now puts us in the 2nd tier ofcompanies and ahead of many of our healthcare industry peers.
Please see our Statement on Engagement on Public Policy Issues
for more information.
Includes industry and trade groups of which Teleflex is a member and for which Teleflex pays at least $25,000 per year in membership dues or fees.

7

28

TELEFLEX 2023 GLOBAL IMPACT REPORT

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

an ethical company. Our Global Compliance Team implements andBusiness Ethics and Compliance Committee Members:

oversees policies and programs related to our legal, compliance■ Chairman, President and Chief Executive Officer (Chair)and ethical obligations.

Community &Sustainable Healthcare

CEO

Our Program is headed by our Chief Compliance Officer (CCO) in■ Corporate VP of Commercial Financeconjunction with our Business Ethics and Compliance Committee (BECC),■ Chief Medical Officer and Corporate VP

CCO reports directly to our CEO with a dotted line to the Chairperson of
the Audit Committee of our Board of Directors – this allows for complete
independence of the Compliance Department. Our Compliance team also
has a dedicated group focused on auditing, monitoring, and investigations.
This structure allows our compliance officers to focus day to day on

BECC■ Chief Human Resources Officer and Corporate VP■ VP of Internal Audit■ Chief Accounting Officer and Corporate VP■ President Global Commercial and Corporate VP

auditing and monitoring and investigations activities. We also retain outside

Teleflex has several policies that guide how we operate and do business.

counsel to periodically review and harmonize policies and to ensure our

These policies set the foundation for our culture of ethical behavior

policies are up to date based on local, regional, and national requirements.

and good corporate conduct and are accessible for all employees andrelevant for everyday work. To learn about Teleflex policies, you can findthis information in the appendix of this report under Teleflex Policies.

Roberta Griggio
Deputy Compliance Officer, EMEA

29

TELEFLEX 2023 GLOBAL IMPACT REPORTCCO■ General Counsel and Corporate VP

business counseling as well as helping to ensure consistency in our“Successful and sustainable businesses
are built on strong ethical andgovernance systems. It is through our
purpose and strategy that we address
ESG issues, fully integrating them into
our systems and processes.”Audit Committeeof the Boardof Directors■ Chief Compliance Officer and Corporate VP■ Chief Financial Officer and Executive VP

which consists of members of the Executive Management team. Our

AppendixCompliance Management Structure

A Culture of Compliance
Our Global Compliance Program is a key component of running

PeopleAlong with our enterprise-wide policies, each region/country andspecific business units have their own set of Integrity Policies andProcedures (IPPs) which are readily available on our intranet to ouremployees in the languages in which Teleflex operates. These separate
IPPs provide more specific guidelines on topics such as business meals,
educational grants, HCP consultant engagement, market research andproduct samples.

Compliance Officer,
IU & Americas

Compliance Officer,
North America

Compliance
Officer, APAC

DeputyCompliance Officer,
EMEA

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixTraining and Communication
Teleflex utilizes various formats, tools, and methods of communication

We use interactive training modules for our Integrity Policies andto train and communicate our policies and procedures to our employees

Procedures (IPP), and these modules were developed in collaborationand to certain Third-Party Representatives. These training tools include livewith a third-party training vendor, and the content is tailored to eachinteractive group training, one-on-one training, interactive online modules,

learner’s job responsibilities and demonstrated understanding of theand videos which are available in multiple languages. We also utilizematerial. Recognizing that learners have varying levels of knowledge,

email communication and our internal employee newsletter to provide

the training is delivered in a personalized and purposeful manner,

relevant updates or reminders about specific content. Teleflex is proactive

optimizing the learning experience for each individual. As of December

in identifying any trends where training may be helpful in providing our2023, we had achieved a 96% completion rate.

employees with more clarity or guidance to mitigate any compliance risks.
We conduct annual training on our Code of Ethics, and we track
employee completion rates for both new and current employees. Our
training modules highlighted the changes and updates we made to
our Code of Ethics in 2023. We achieved a 97% completion rate for our2023 Global Code of Ethics Training. While 100% completion may not be
obtainable due to the nature of employee turnover, family or personalleave, and other reasons, we are very proud of our high completion rateand continue to remain focused on achieving high completion rates eachyear and getting as close to 100% as possible.

Auditing and Monitoring
We have an auditing and monitoring program in place at Teleflex to ensurecompliance with all Teleflex policies and ethics. Our auditing and monitoring
efforts include activities such as employee expense audits focused ontransactions with HCPs, in-person distributor compliance reviews, third-party
distributor audits and continuing usage of a leading third-party due diligencesoftware platform. Teleflex’s Compliance Department provides the BECC withquarterly reports on its auditing and monitoring activities and findings.

Reporting and Investigations

Teleflex also provides specific training for various other policies andprograms including at our regional and country kick-off meetings, aswell as periodic trainings for our Integrity Policies and Procedures andother relevant topics such as identifying and preventing financial crimes,
sexual harassment, and data protection.

Our policy on Reporting Non-Compliance and Enforcement demonstrates
our commitment to doing business with integrity. In this policy, we
encourage all our employees and third-party representatives to reportany concerns about potential misconduct and violations of the law andour policies. People can utilize various outlets to report concerns or seek
guidance from their direct manager, HR, Legal, Compliance, or utilize the2023
GLOBAL CODE
OF ETHICS
TRAININGCOMPLETIONRATE ACHIEVED

97%

Teleflex Ethics Line in which anyone can report issues anonymously.
Teleflex encourages people to freely voice their concerns and maintains
a strict policy of non-retaliation. The Ethics Line is managed by anindependent third party, and all reports are investigated thoroughly, andcorrective actions are implemented, if needed. Our CCO provides boththe BECC and the Audit Committee of our Board of Directors with reports
regarding Ethics Line activities on not less than a quarterly basis.

30

TELEFLEX 2023 GLOBAL IMPACT REPORT

Corporate Compliance andEthics Week
We held our annual Corporate
Compliance and Ethics Week in
November, which included
communications each day of theweek about different parts of ourcompliance and ethics programs.
We sent employees policy documents,
guides, and other links to help
understand our compliance programs.
We also hosted a meet and greet
event at our HQ and regional offices
with Compliance leadership.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixEnterprise Risk Management

Crisis Management TeamSales and Marketing Practices

Teleflex utilizes enterprise risk management (ERM) to deploy

Our Global Crisis Management Team (GCMT) provides leadership andBeing in the medical technology industry, we consider ethicala systematic approach to identify, assess, prioritize, andoversight with respect to global crisis management at Teleflex. The

and responsible sales and marketing of our products to be a top

manage the various risks faced by the Company which can have

GCMT follows a playbook which outlines Teleflex’s crisis management

priority. When our sales or marketing teams are creating new

significant financial, regulatory, and reputational implications.

approach and outlines a high-level process for the management ofcontent or materials, they are entrusted to highlight the features,

ERM in this context involves risk identification, risk assessment,

crisis incidents. The playbook outlines several crisis scenarios andbenefits, quality, and value of our products clearly and truthfully

and risk mitigation.

the approach, actions, and communications required. The Global

to the healthcare community.

Crisis Management Team may engage with local site management

Enterprise Risk Assessment
As a part of our larger Enterprise Risk Management process at Teleflex,
we conduct an annual Enterprise Risk Assessment (ERA) where key risks
are identified, compiled, and categorized into a report that is presented

and/or local crisis management teams as applicable and dependent
on the crisis scenario. The GCMT managed our global approach to
the COVID-19 pandemic and our response. The team worked withlocal crisis management teams on site to roll out site-specific rules,
recommendations, and actions.

to Executive Management and the Board of Directors. The top risks andassociated mitigation efforts that were identified are then monitored by
Executive Management throughout the year. In 2023, 157 employees
and executives identified and ranked the top risks based on their

We strictly prohibit the promotion of a product for off-label use, as well assoliciting requests for information on off-label use. Teleflex has a global
off-label use response program designed to mitigate the risk of off-label
promotion and to handle off-label use inquiries in accordance with current

The GCMT is composed of:

FDA and other global regulatory agency requirements, without inhibiting■ Global Crisis Lead – Corporate VP, Strategic Projects

off-label use response activities are managed by our medical and scientificroles and/or areas of expertise and were asked to describe existing or■ Executive VP and Chief Financial Officer

planned mitigation efforts for these specific risks. We then conducted■ Corporate VP, Manufacturing and Supply Chaininterviews with Executive and Senior Management to further discuss the■ Corporate VP, General Counsel

identified risks and determine next steps.

■ Corporate VP and Chief Compliance Officer■ Corporate VP, Quality Assurance/Regulatory Affairs

lawful scientific exchange. Importantly, in adherence to FDA guidance, ourpersonnel, independent from our sales and marketing departments.

As part of our off-label use response program, unsolicited off-label
use inquiries and subsequent responses are reviewed and tracked in a
database maintained by the response program coordinator and Clinical andSince 2022, Teleflex has included a dedicated section of the ERA focused■ Corporate VP and Chief Human Resources Officer

on corporate social responsibility risks, reiterating to our employees that

■ Corporate VP and Chief Medical Officer

we take CSR seriously. The topics included areas such as climate change,■ Corporate VP and President, Global Commercial

DEI, product sustainability, and impending CSR regulations. In 2023, weagency guidance. Per FDA guidance, this policy requires these responses■ VP, Global Brand, Digital and Communications

to be truthful, balanced, non-misleading, and provide independent,

took a more holistic approach to the questions we asked and the ways
we posed the questions. In our first year of the CSR section in the ERA,
we were focused on getting a baseline. In 2023, we added more pointed
and direct questions on specific topics we were more interested in
knowing about. We will continue to evolve this section of the ERA as wegrow in our CSR efforts.

31

Prohibition of Off-Label Use Promotion

TELEFLEX 2023 GLOBAL IMPACT REPORT

Medical Affairs (CMA) personnel. Responses to these inquiries are handledby trained CMA representatives and follow FDA or other global regulatory

non-promotional scientific or medical information that is responsive tothe specific off-label use request. In addition, the CMA representativeis required to provide a private response, sent only to the individual
requesting the information, and must include appropriate statements
and disclosures, as well as a copy of the product’s current labeling.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Planet & Environment

Employee Training

Information Security and Data Privacy

Teleflex new hires and current employees receive annual training on

Teleflex relies on our information systems to process, transmit,

Conflict of Interest and must fill out a conflict of interest form to discloseand store electronic information in our day-to-day operations.

any important relationships that may exist that Teleflex should know about.

Disruption to critical information systems or material breaches inAt the end of December 2023, we achieved a completion rate of 98%.

the security of our systems may adversely affect our business andRelevant employees also receive training on off-label promotion,
recognizing off-label use inquiries, and the potential consequences
of off-label promotion. Training is tracked by the response program
coordinator and CMA personnel, who receive additional in-depth
training on Teleflex’s procedure for responding to unsolicited off-label
use inquiries. Failure to maintain current training certification or any
violations of the off-label use promotion policy may result in disciplinary
action per Teleflex Human Resources policy.

CONFLICTOF INTEREST
TRAININGCOMPLETIONRATE ACHIEVED

98%

Sales and Marketing Policies
We have several policies to ensure our marketing and sales processes
and procedures are best practice and in compliance with all applicablelegal and regulatory standards. The listing of several of these policies
can be found in the Policy Appendix.

Community &Sustainable Healthcare

Appendix

In July 2023, the Securities and Exchange Commission (SEC) adopted
a final rule requiring public companies to provide enhanced andstandardized disclosures regarding cybersecurity risk management,
strategy, governance, and incidents. The new rule requires companies

that of our external business partners.

to include disclosure in their annual report on Form 10-K describing theThis is why we have developed a global information security andto report material cybersecurity incidents through current reports ondata privacy program, under the management of our Vice Presidentof Information Security and Privacy reporting into our Chief Information
Officer (CIO). The program is focused on ensuring the confidentiality,
integrity and availability of Teleflex’s information assets and complianceorganization’s cybersecurity program. The rule also requires companies
Form 8-K. We have included the required disclosures in our Form 10-K
for the year ended December 31, 2023, and we are implementing
revisions to our security incident response procedures to align with the
new 8-K requirements.

with data privacy requirements. Our program is aligned to industry
Technology (NIST), ISO/IEC 27001 and the Center for Internet Security(CIS) Critical Controls.
Our Global IT leadership team meets on a weekly basis, which includes a
standing agenda item to review new trends and risks relative to security
as needed. Our CIO and Vice President of Information Security andPrivacy provide updates on the security posture of the organization to
the Audit Committee of our Board of Directors on an annual basis, if
not more often based on the need. We work with a third-party firm toperform an annual external security assessment of select information
security controls from the perspective of an attacker. We have a master
Global IT and Cybersecurity Policy with several additional internal
policies that govern specific topics including mobile computing, accessmanagement, disaster recovery, and vulnerability management which

Our various business units and other functional departments work together

are foundation to an effective cybersecurity program. Our Global IT

very closely when reviewing, revising, and approving our marketing materials

leadership team continues to monitor information security and data

before they are available. Our sales and marketing practices are continually

privacy risks as well as regulatory requirements to ensure we have theevolving based on best practice and ever-changing business standards. We

appropriate risk mitigation measures in place to meet the expectations

do not see this as just a legal or compliance requirement but rather howof our internal and external business partners.

we operate as a healthcare company with high ethical standards.

TELEFLEX 2023 GLOBAL IMPACT REPORT

Peoplestandards, including the National Institute of Standards and

2023

32

Ethics& Governance“An Information Security and Privacy
Program focused on continuous
improvements based on risk isimperative to our success. This allows
us to build trust with our stakeholders
and demonstrates our commitment tobeing a good corporate citizen.”
Chuck Fliehman
VP, Information Security and Privacy

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Protect Our Systems and Our Response
Teleflex has implemented a number of initiatives to protect our systems anddata, while supporting our most important asset - our employees - whenworking either at a Teleflex location or remotely. We have implemented
controls to protect our systems and data when Teleflex devices are usedoutside of a Teleflex facility or employees are working remotely. Our 24/7
Security Operations Center (SOC) monitors and alerts us based on abnormal
system activity or user behavior which may be indicative of an attack. We
continue to refine our security incident response procedures and perform
various types of simulations in preparations of a cyberattack. We also have an
Acceptable Use and Responsibilities Policy which outlines the requirements,
prohibitive activities, and company practices that apply to the use of Teleflex’s
Systems, Information Assets, and Third-party systems supporting Teleflex
business activities by employees and authorized agents of Teleflex.
In the last three years, we have experienced one immaterial data breach
relating to non-sensitive information impacting approximately 130 data
subjects with no loss/damage associated with the breach. All reporting andnotification requirements were adhered to in responding to the breach,and remediation activities to minimize the likelihood of future occurrences
have been completed.

Training, Education, and Simulations
Our information security and data privacy program can have all of thetechnical components, software, and systems, but if our employees are
not fully educated then we still face a significant risk and threat. Security
awareness training is provided to all employees multiple times throughout
the year along with periodic security update communications and targetedtraining for select groups based on job responsibility. Recent training has
included an emphasis on social engineering as this has been one of the
primary sources of recent attacks. Phishing simulations are an importantelement of an effective information security program. We perform phishing33

training on our Global IT Knowledge Base which is hosted on our

have policies and procedures in place to review the internal controls

intranet. Each year, we highlight cybersecurity and data privacy throughassociated with proposed new software or hardware solutions and third-

our Cybersecurity Awareness Month in which employees receive a series

party managed technology as part of our vendor selection process. Weof communications on the latest threats and actions they should take toevaluate solutions and providers from a security and privacy perspective

reduce the likely of a security incident.

to ensure the proper controls are in place to comply with privacy
requirements and promote the confidentiality, integrity and availably ofThird-Party Risk

simulations throughout the year to better understand areas for increased

Like other organizations, we face growing risks from third-party systems,

training and awareness. We also provide online resources and additionaland managing these risks is a critical component of our program. We

TELEFLEX 2023 GLOBAL IMPACT REPORT

Teleflex systems and data.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment
Executive Sponsor: James Winters - Corporate Vice President, Manufacturing & Supply Chain
Pillar Lead: David O’Flynn - Sustainability Director

34

Environmental Management and Governance

36

Data Management36

Responsible Production

36

Climate Action

38

Energy39

Sustainable Procurement

40

TELEFLEX 2023 GLOBAL IMPACT REPORT

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

As a healthcare company, we arefocused on having a positive impact
on both human health and theenvironment. Our responsibility starts
before our products are in the handsof clinicians and patients. People’s
health will be better if we have ahealthy planet. This requires businesses
such as Teleflex to reduce emissions
and to use resources responsibly.
You can read about our commitments in our Environmental Statement.

35

TELEFLEX 2023 GLOBAL IMPACT REPORT

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Environmental Management andGovernanceAt the end of 2023, we had 3 sites that were ISO 14001

Our Planet & Environment pillar is structured similar to our otherimage is of our Czech Republic sites being recognized forpillars and is led by our Sustainability Director, and sponsored byreceiving both ISO 14001 & 45001 certification.

certified, and we will look to add more in the future. This

our Corporate VP, Manufacturing and Supply Chain. The pillar has a
subcommittee with leadership from our corporate functions suchas logistics, procurement, HR and finance. The subcommittee meets
monthly to plan and provide updates on project deliverables, andactivities are tracked centrally on our project management platform.
Additionally, leaders from many of our major manufacturing andoperations locations meet monthly to help drive sustainability on site.

Collaboration Among Facility Professionals
With a variety of manufacturing, research and design, office, andlogistical sites throughout the world, sharing of knowledge has
allowed us to learn from each other and adopt best practices. With
the creation of a Virtual Facilities Team, which has been organized by
our Sr. Director of Technical Services, the sharing of ideas from site tosite gives us a vehicle for continual improvement. Subjects such as theuse of automated monitoring techniques, equipment procurement,
maintenance procedures and utility optimization will lead the facility
professionals at our various locations to learn from each other thus
improving site performance and minimizing waste.

Data Management
At Teleflex, we use a software provider to help manage our water, waste,energy, and scope 1 and 2 greenhouse gas emissions data across ourbusiness globally. As part of our data governance process, we continue
to analyze and refine historical data inputs as well as look at the usageof this software to increase the capability, completeness and accuracy ofour data analytics, reporting and disclosure.

36

TELEFLEX 2023 GLOBAL IMPACT REPORT

Responsible Consumption
Water
Water is essential for all life, human and planetary health. While Teleflex
may not be a large water consumer, we do use water in our manufacturing
process and in our offices. Many of our manufacturing sites measure andmonitor the water quality on site and manage any wastewater we may bereleasing from our processes. This could include parameters such as pH,
nitrogen, phosphorus, and suspended solids. We have installed low-flowwater fixtures and motion sensor faucets on site to help conserve water use.
At some sites, we have water recycling systems to reduce our usage, and
we also have implemented rainwater harvesting at several sites. Last year,
across the highest water use site, we invested in replacing some of the oldunderground water main piping with a new main piping above ground, toreduce the risk of future leaks and to aid monitoring.

PeopleCommunity &Sustainable Healthcare

Appendix

Water Efficiency
At our Kulim, Malaysia manufacturing location,
we implemented several improvements todecrease our water usage on site. After
conducting a thorough assessment, the facility
was able to lower water pressure settings toensure they were appropriate for generalareas and facilitated higher pressure whererequired for specific equipment. In addition,
we installed automatic sensor faucets andtoilet flushing technology to be more waterefficient. The site also implemented a regularmonitoring program to detect and address
water leaks. These measures helped us toreduce the facility’s daily water use by 21%.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Waste

Blade Recycling

Emissions and Pollution

Reducing our waste is a business and environmental goal. Teleflex has

The facilities team at our Annacotty, Ireland site realized that we had a

Teleflex manufacturing sites are subject to our Global Environmental,

made significant improvements over the years to reduce material loss
during the production process and increase engagement with ourwaste collection partners. Our reuse program includes initiatives suchas solvent distillation, and our recycling programs include initiatives

large number of cutting blades that were being incorrectly categorized
as hazardous waste. As non-hazardous waste, these were sent forrecycling which will not only save tens of thousands of dollars eachyear but will also divert almost 3,000 kg of blades from disposal.

Health and Safety Management System requirements and are subject
to regulatory requirements relating to emissions. These Management
System requirements include identification of all environmental
emissions or pollutants (e.g. ground/water dischargers and air

focused on paper, metals and plastic. This also includes education andemissions) with implementation of risk controls. Also, via our Performance

resources at our sites for employees, such as the program at our Kulim,

Evaluation Program, each site is required to have ongoing Monitoring,

Malaysia location which focused on reducing food waste.

Reuse
Program

Solvent Distillation

Recycling
Program

Plastic, Paper, Metals

Reducing
Food Waste
Compostingof left-over food

Solvent Recycling
An important solvent utilized at our Trenton, Georgia, U.S. site was inshort supply, and an employee recommended a solvent recycling unit hehad prior experience with to solve the issue. The recycling unit not only
alleviated supply concerns and reduced cost associated with production
setups, but also reduced our waste generation. The employee was awarded
an IMPACT Award for demonstrating behaviors in line with our Core Values.

Inspections and Internal Audits of how those risk controls perform. For
air emissions, this can include various layers of scrubbing and otherair quality improvement arrangements for emissions such as NOx,
SOx, particulate matter, VOCs, or other such emissions with on-sitemonitoring and measurement via air quality assessment programs.
Defined mechanisms are in place to capture and address any potential
non-conformities via global tracking systems, remediating concerns as
quickly as feasible. Lastly, all such sites are also subject to our Global
Conformity Assurance Plan (CAP) Audit Program driving audits by third

Wastewater Management
Our Kamunting, Malaysia facility undertook extensive studies todetermine if hazardous wastewater could be effectively treated onsite to allow for its disposal as non-hazardous. A study was initiatedwith a third-party accredited laboratory by the Malaysia Departmentof Environment to carry out the analysis. The study confirmed theability of the wastewater to be treated internally. A consultant was
hired to further study and re-engineer the current wastewater
treatment plant to suit the treatment of the additional wastewater
without altering the existing manufacturing process. This resulted
in the addition of a mini clarifier, filter press unit, and water tanks.
An in-house laboratory was also built to monitor the plant’s daily
performance, and effluent is tested to ensure it meets the local
standard prior to discharge. This has resulted in a 30-40% reductionin hazardous waste disposed during 2023.

37

TELEFLEX 2023 GLOBAL IMPACT REPORT

parties to help ensure compliance with local and regional requirements.
We plan to report on our air emissions in future reports.

Logistics and Distribution
Logistics and distribution are key components in our value chain, andare also one of our larger sources of carbon emissions. We are engaging
with our key carriers to better understand their decarbonization plans
and to push for increased ambition. For our sea and air freight, we now
capture over 75% of primary carbon emissions data. During 2024 andbeyond, we will be targeting further reduction in carbon footprint witha focus on route planning, freight consolidation, mode optimization andincreasing the weight attributed to sustainability for carrier selection.
Progress will be reported annually as part of our commitment under
Science-Based Targets.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Climate Action

Community &Sustainable Healthcare

Appendix

Climate Action GovernanceTeleflex sees climate change as a global challenge and believes it willof our annual enterprise risk assessment for CSR with a focus on climate

The Nominating and Governance Committee of the Board of Directors

continue to grow as a risk for society and businesses. We have taken achange. We want to know how employees and leaders assess climate

has oversight on all ESG and CSR matters which includes oversight onnumber of actions over the past few years to improve our climate action

risks and our climate action strategy from a topline perspective. You can

our climate action program. In the previous quarterly briefings to theprogram, including setting Science-Based Targets.

read more about the enterprise risk assessment in the Enterprise Risk

Committee, we have included updates on our climate action program

Management section of this report.

including our emission data reporting, emission reduction targets andClimate Action Strategy

climate risk assessment. The Committee will continue to review and
Localized climate-related risks are identified regionally or by sites and canprovide oversight with respect to our plans for achieving Net Zero and

We are developing a strategy for climate action at Teleflex which will

be addressed through Business Continuity Plans (BCPs). Our BCPs aremanaging climate change risks.

both target a carbon footprint reduction and also prepare Teleflex for

managed via our Global Supply Chain team and are formal documents

a world experiencing greater climate change. We have implemented

and plans maintained with respect to each of our manufacturing sites

Our senior leadership is involved directly in our climate action

several projects that have helped reduce our greenhouse gases, and we

which outlines the procedures for responding to disruptive incidents asgovernance internally at Teleflex. Based on our overall CSR governancecontinue to evaluate additional options to continue further reductions.

well as how to continue (or recover) its activities within a predetermined

structure, climate change is managed through our CSR Steering

timeframe. These BCPs are not meant to manage climate-related risks

Committee, which is made up of senior leaders within the organization

We are developing a plan as it relates to clean energy which may include

only but they can include risks such as severe weather and flooding andand is chaired by our Corporate VP & Chief Human Resources Officer.

actions such as additional on-site renewables, renewable energy power

are determined and created by each site.

Our climate action strategy is managed under the Planet & Environment

purchase agreements (PPAs), and securing energy attribute certificatespillar of our CSR program which is directly led and managed by oursuch as renewable energy certificates. We continue to review options and

Our Global Crisis Management Team (GCMT) and crisis management

Sustainability Director with sponsorship and oversight from ourimplement actions to reduce the climate and ozone risk from refrigerant

playbook are also a key component of our management of climate-

Corporate VP, Manufacturing and Supply Chain. As needed, climate

gases leaking into the atmosphere such as replacing and upgrading

related incidents. Similar to our BCPs, the crisis management processchange-related risks and opportunities will be brought to the CSR

HVAC units as we did in three of our manufacturing sites in 2023.

is meant to handle multiple types of crises, of which, severe weather or

Steering Committee for larger discussion.

natural disasters are a component. The GCMT will engage with local sitemanagement and/or a local crisis management team, as applicable.

Greenhouse Gas Emissions

enabled our organization to strategically identify and execute improvements

In 2023, we kicked off our first climate risk assessment with an independent

We collect and organize our scope 1 and 2 greenhouse gas emissions

which will help reduce the risk of future impacts to our business.

provider and was completed in early 2024. This assessment included adata in our sustainability software solution and have engaged an external

number of different engagements internally with employees and seniorconsulting agency to perform a scope 3 inventory calculation. We utilize

leadership through surveys, educational workshops, and informational

the Greenhouse Gas Protocol as the standard for greenhouse accounting

interviews. The outside firm reviewed internal documentation of ourand reporting. We plan to share our emissions data in our 2024 CDP

processes and provided Teleflex with recommendations furthering our

submission later this year.

Teleflex, in partnership with its insurance provider, has engaged in climate
resilience efforts at our various sites. Utilizing their engineering resources has

Climate Risk Management
We have developed several processes internally at Teleflex to help
identify and manage climate-related risks. One of the ways is throughour enterprise risk assessment. Since 2022, we have a dedicated section

climate-related risk process and integrating mitigation and adaptationplans into our corporate strategy. More detail on this process and the risks
can be found in the TCFD Index of this report.

38

PeopleTELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Emissions Reduction Targets
We believe the Science-Based Targets Initiative (SBTi) framework provides

April 2022

April 2023

November 2023

December 2023

March 2024

a clearly defined framework to help us decarbonize our business as well as

Committed to setting both

Submitted targets forTargets wereTargets published

Teleflex external

near-term reduction andvalidation with SBTi

validated by SBTion SBTi website

announcement

reduce climate change-related risks. In developing our emission reduction
targets, we worked with a leading third-party consulting agency to ensure
they are in line with the SBTi framework.

long-term net zero targets
in line with SBTi

Teleflex has committed to a near-term climate change target of 54.6%
absolute reduction of scope 1 and 2 emissions by 2032 (from a 2019baseline). We have also committed to a near-term target of 32.5% absolute
reduction of scope 3 emissions from purchased goods and services,
upstream transportation and distribution, waste generated in operations
and business travel by 2032 (from a 2019 baseline). Additionally, Teleflex
has set a long-term net zero emissions target to be achieved by 2050 for
scopes 1, 2, and 3 (from a 2019 baseline).

8

Near term:				 by 2032

Scope ➊ & ➋absolute
reduction

8

39

54.6%

Based on a 2019 baseline

TELEFLEX 2023 GLOBAL IMPACT REPORT

8Near term:				 by 2032

Scope ➌
absolute
reduction

32.5%

8

Long-term:			

Scopes ➊, ➋& ➌ absolute
reductionby 2050Net ZeroWelcome

Teleflex at a Glance

Corporate Social
Responsibility

EnergyElectricity and gas usage are the largest contributor to our direct
greenhouse gas emissions and thus are a big focus for us.

Ethics& Governance

Planet & Environment

Combating Climate Change
Through Energy Efficiency

Community &Sustainable Healthcare

Appendix

Sustainable Procurement
With Teleflex committing to Science-Based Targets, this brought
into sharp focus the importance of gaining strong support fromIn 2023, our manufacturing facilities in Zdar and Hradec,

our supply chain and the need to have good quality primaryElectricity

Czech Republic; Chihuahua, Mexico; and Kulim, Malaysia

environmental data to meet our emission reduction targets.

Electricity is the largest energy source that we use in our direct

significant savings in electricity consumption. Improvements

have implemented several improvements that have provided

operations and thus is key in reducing our total greenhouse gas

at these locations include:

emissions at Teleflex. We are working to both reduce unnecessary usage■

or wasted electricity and increase efficiency in our processes. In our
numerous projects such as LED lighting retrofits, motion sensors, highefficiency HVAC systems, and better management practices.

schedule■

unnecessary energy usage while maintaining adequate
indoor air quality and ventilation standards■

now have a total of approximately 5 MW (megawatt) of capacity and duringconditioning or lighting■

across our business. We are in the process of developing a more detailed
renewable electricity strategy with a leading consulting agency and plan toshare more information on those plans in our 2024 report.

Continuing our Leadership in Renewable Energy
In 2023, we commenced the installation of a new solar photovoltaic
system at our Zdar, Czech Republic site. The new 1,642 panel system
will have a total capacity of 756 kW and will produce an average of 709
MWh of electricity annually, covering approximately 13% of the site’s
total electricity consumption.

Added window tinting to reduce heat gain from sunlightand keep indoor spaces cooler, thereby reducing the2023, we generated over 7.5 GWh (gigawatt hours) of renewable electricity.
We continue to investigate and invest in viable renewable electricity projects

Reorganized physical production process, resulting in a
reduction of approximately 7,700m2 of space requiring air

business. We now have on-site solar photovoltaic (PV) installations at 7 of ourmanufacturing sites. We installed our first set of solar panels in 2015 andChanged fan speeds of exhaust and air handlingunits to match the actual ventilation, which prevents

Renewable Electricity
We know that renewable electricity is a key component in decarbonizing our

Adjusted chiller settings, including chilled watertemperature, flow rate, compressor speed, and systemmanufacturing and office locations, we have and will continue to look atneed for air conditioning■

Conducted regular tests on the compressed air systems
to ensure leaks are found and fixed quickly■

Replaced old ventilation motors with EC motors, saving
200 MWh of electricity per year.

TELEFLEX 2023 GLOBAL IMPACT REPORT

During 2023, we executed an online sustainability survey with our top 100 raw
material suppliers to understand where they were on their carbon reduction
journey and the maturity of their programs. We received a 60% response rate
to the survey and gathered valuable information on their current sustainability
status along with the direction they will take over the next 3 years. We
were encouraged by the number of our suppliers that outlined that they
have, or are in the process of, implementing a CSR program.
To further support our ambitions, in the second half of 2023, we evaluatedseveral sustainability software platforms with the intent to help us better
track, manage and report sustainability data relating to the performance of
our supply chain. This will allow us to set sustainability goals and build anaction plan to drive continuous improvement across our supply chain. In the
fourth quarter of 2023, we selected a preferred third-party software provider.
We plan to implement the sustainability software and build our top 100 raw
material suppliers into the platform in the first half of 2024. This engagement
will be a critical input to the development of our Sustainable Procurement
Program for Teleflex and will provide valuable information aroundenvironmental sustainability, social impact, and ethics of our supply chain.
During 2023, we also built sustainability capability across our
procurement function. We undertook a briefing where we detailed theGas
Natural gas and liquefied petroleum gas (LPG) are the second largest
source of energy that we use in our direct operations. As a part of ourclimate action strategy, we continue to look at and implement projects
that will reduce our reliance on gas, and we work to maximize our gas
efficiency where we have yet to eliminate its use.

40

Peoplesustainability requirements expected from our supply chain and provided
the information and material needed to allow our commodity managers
to build this into the Supplier Business Review process. Our plan is tocontinue our supply chain engagement on our sustainability expectations
during 2024 as we build out our Sustainable Procurement Strategy.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& GovernancePeopleExecutive Sponsor: Colin Curran - VP, HR Global Operations
Pillar Lead: Maria Quaid - Senior Director, HR, Global Commercial

41

Talent Recruitment

43

Exceptional Employee Experience (E³)

45

Learning and Development

47

Benefits

49

Family Support

49

Diversity, Equity & Inclusion

50

Employee Recognition

54

Employee Health and Safety

55

TELEFLEX 2023 GLOBAL IMPACT REPORT

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

People is a major component of ourCore Values and we put people at thecenter of everything we do. Careers
can go far at Teleflex. We support
career growth through development
programs that help our employees
sharpen their skills and knowledge.
Competitive salaries and benefits,challenging work, and talented coworkers make Teleflex an excellent
place to have a career. We are
growing because of our people,
whose talent, character and initiative
make Teleflex a special place to work.

42

TELEFLEX 2023 GLOBAL IMPACT REPORT

Ethics& Governance

Planet & Environment2023
New hiresatisfaction rate

2023
Global new hires
were female

2023

100%
55%

6.9 years

Average global
workforcetenurePeopleCommunity &Sustainable Healthcare

2023

24%

Open roles
filled internally2023
Senior management
were female2023
Return to work
after parental
leave in U.S.

Appendix

25%

100%

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Community &Sustainable Healthcare

Appendix

Talent Recruitment

Recruitment and Onboarding

As we continue to grow as an organization and we hire in our

Our talent recruitment team has several tools, resources, and avenues

Hiring Manager satisfaction surveys, 97% in 202310, which reinforce themany regions around the world, we put a focus on showing

to reach potential candidates as we look to fill open roles within Teleflex.

strength of our hiring processes, and the strength of the talent we hire.

candidates why Teleflex is such a special place. Teleflex

We use job posting websites like LinkedIn, Glassdoor, Indeed and

We are extremely proud of this feat and believe it shows that employees

employees are trusted partners of medical clinicians and the

MedReps as well as university job boards, independent recruiters, andwho join the organization are happy with the hiring process and felt thatpatients they serve, and we highlight this to new candidates.

internal referrals. When possible, we also take advantage of local career

the description, details, and information provided about the role werefairs at universities and colleges.

accurate and truthful.

We have developed a world-class recruitment process and continue to operate

Glassdoor Ratings9

ourselves on an honest, open, and transparent recruiting, interviewing, andTeleflex has a 4 out of 5-star rating from
Glassdoor which is above the industry
average of 3.7 stars. Our current ratings
also reflect that 76% of reviewers would
recommend Teleflex to a friend and that87% of reviewers have indicated theirapproval of our CEO. We are proud
to have consistently high ratings on
Glassdoor with over 860 reviews.

hiring process. Throughout all stages in the process, we communicate all
timelines, expectations, and compensation ranges in a clear manner to all
candidates. Our compensation offering is aligned with competitive market
pay levels and we evaluate these levels through external analysis on a periodic
basis. We structure our compensation to include a role appropriate mix

4.0
76%

9



Recommended
to a friend

87%

Approveof CEOThe Glassdoor ratings reflect the data as of December 2023 and may change in the future.

10This data includes all U.S. exempt employees and portions of Latin America.

TELEFLEX 2023 GLOBAL IMPACT REPORT

Teleflex Awarded Best
Workplaces in China
We’re proud to announce that Teleflex China was named
one of the “Best Workplaces™ in Greater China 2023” by
Great Place to Work®. Of the more than 280 companies inof base salary, short-term cash incentives and long-term incentives.

the Greater China region surveyed, only 54 were awarded as

At Teleflex, we are always working to ensure that our recruiting andreceive this recognition, which was made possible through theonboarding process are as good as they can be. As a part of that process,we ask new hires to participate in a survey about the hiring process andonboarding. In 2023, we had an 87% response rate and a 100% satisfaction
rate in the Americas.10 Since 2018, we have had an overall 97% orhigher satisfaction rate. We have similarly consistent high scores in our

43

People2023: 87% Response rate in the Americas

100%

SATISFACTIONRATE“Best Workplaces™ in Greater China 2023.” We are grateful tosupport of our APAC and China leadership teams and all of
our employees in China who have helped build our culture.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Inclusive Recruiting
Our employees are proud to work at Teleflex and we have a history of strong

Throughout the eight-week session, interns develop professional

As a part of our larger DEI strategy, inclusive recruiting is a high priority

employee referrals for new hires. Our employee referral program has provenskills such as personal branding, networking, presentation techniques,at Teleflex. We have worked with our Global DEI Council to develop an

to be very successful in hiring good quality and highly trusted employees.

interviewing best practices, cultural sensitivity, and awareness.

approach to our recruiting method and process that we feel provides ourhiring managers with a slate of candidates that reflects the communities

In 2023, 22% of U.S. hires11 for externally filled roles came via an employeereferral and we provided over $360,000 in additional compensation toJunior Achievement Ireland (JAI) works with industry and educationin which we work and serve. We consider diversity to be in all aspects

employees as a referral bonus. The success of this program shows thepartners to inspire young people to realize their potential by valuing

including, but not limited to, gender, ethnic and racial background, age,passion our employees have for the work we do at Teleflex so much sotheir education and developing the skills and attitudes needed to shape

military status, and disabilities.

that they would recommend friends or family to become potential qualified

their own future. Teleflex has partnered with JAI and 17 of our employees

candidates. In 2023, we expanded our employee referral program such thatvolunteered in a pilot program, teaching Junior Achievement programs,

We employ various programs and initiatives to ensure a diverse candidate

every Teleflex location around the world has the opportunity to incorporate

workshops and site visits. In total, 361 students in 7 schools worked withpool, collaborating with a number of Historically Black Colleges andan employee referral bonus into their recruitment plan, encouraging theTeleflex volunteers and benefited from their JAI activities. By doing this,

Universities (HBCUs) in the U.S. Additionally, we partner with several

referral of qualified candidates that meet the criteria of the program.

we not only helped to educate the local youth, but we may see these

Veteran and ex-military organizations, as well as various local community

talented young people join the Teleflex organization down the road.

organizations. Our network extends to a number of community groups

2023: U.S. hires externally filled roles

22%

VIA AN EMPLOYEEREFERRAL

like the Wounded Warrior Project, National Urban League, Dress for
Our office in China has created a trainee program which provides

Success, and other labor associations, enabling us to seek out diverse

graduates with three job rotations in 18 months, including sales,

talent effectively. We also work with talent agencies to source candidates,

marketing and commercial operations. Throughout these job rotations

and we have worked with a number of external recruiting firms that help

the graduates will develop their commercial competencies, including

ensure we are recruiting with a diverse slate of candidates for hiring

business acumen, sales techniques, product knowledge, and analyticalmanagers to elevate.

skills. This program is a great opportunity for graduates to receive
mentoring from senior leaders at Teleflex which can help them advanceIn our job descriptions we aim to use gender neutral phraseology totheir career development.

make sure we are not discouraging potential candidates from applying.
We have also begun pilot testing a masked resume process in which the

One of the best ways to cultivate good talent is to do so early. We have anumber of programs for early career professionals and young talent which

When a new hire joins the organization in the U.S., our Keep In

name or any other gender or racially identifying information are removed.

help us to begin the recruitment process even earlier. While we do not have

Touch program is kicked off. The program is run through our Human

Another key component of our inclusive recruiting strategy is to focus on

an enterprise-wide internship program, each country and department does

Resources team and provides an avenue for us to ensure that the new

the diversity of our internal interviewers throughout the process. In 2023,

have specific resourcing needs and will hire interns on a periodic basis.

employee is happy and content in the new role. HR checks in with the

78% of our panel-based interviews included a gender-diverse group of

employee on a 3-6-9-month cycle and, if there are any reasons for

employees and we continue to find ways to improve this.

The Teleflex Intern Development Experience (TIDE) is a U.S. program

concerns or discontent, the hope is that we can help to solve the issue

focused on bolstering the unique attributes of Teleflex summer interns

before the employee would decide to leave, encouraging retention fromaiming to provide them with career growth opportunities and thethe start of their careers at Teleflex. All regions and countries have theirpotential for permanent employment with Teleflex post-graduation.

own specific program to check-in with new hires as they onboard within

11

44

Does not include hourly employees

TELEFLEX 2023 GLOBAL IMPACT REPORT

the company to ensure they are happy and to address any concerns.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Exceptional Employee Experience (E³)
Team Building Events

It is important to provide a positive experience for all employees
throughout the entire employment process, from candidate
selection to employment and through to becoming an alumnus

SurveysOpen Daysof Teleflex. We have developed a high-touch approach to ouremployee management programs, which can be demonstrated

Newsletters

Posters

by our high average employee tenure at Teleflex. At the end of2023, the average tenure of our workforce was 6.9 years, and 11.8
years for senior management.12 This really speaks to the culture
at Teleflex and the engaged work our employees do.

Internal
Communications

Roll up banners

2023: Average tenure of our workforce

6.9 11.8
YEARS

YEARS
SENIOR MGT

Effective
Communication
Methods

YammerTownhalls(Internal and External)

In-person
meetings

WebsiteWhen our workforce is engaged and happy to be at Teleflex it helps
build on our existing culture and plays a key role in delivering our longterm growth strategy and customer focus. We perform an annual Global
Employee Experience Survey across multiple areas of the business to

Lunch
and Learns

On-site Screenslearn and understand the employee experience more broadly. Our 2023
survey was launched to over 6,400 employees, and we had an over 85%
participation rate (up 3% from 2022). We had a strong score amongst
the 2023 surveys with an employee satisfaction (eSat) score of 73 and 75(based on our two different survey cohort), which is just shy of the top
25% of Glint benchmarks and is an important metric many companies
use to measure the employee experience. We received over 9,400
comments from nearly 3,000 different employees through the survey
12Senior management positions are determined by employee job level (E-level) and generally represent
employees at Vice President and above.

45

TELEFLEX 2023 GLOBAL IMPACT REPORT

On site Notice Boards

EmailLine Side Boards

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

process, and all the feedback received will empower managers andleadership to understand, discuss, and address feedback transparently.
Teleflex uses an internal social networking site hosted by a leading software
provider to increase employee engagement and communication acrossthe organization. This platform allows our employees to communicate with
one another in an informal manner and share company or department
updates. The site provides a way for our Employee Resource Groups tocommunicate about different events or activities going on.
Each of our sites and offices are also empowered to organize and host
events for employees to socialize and take a moment away from theirwork. These events can range from volunteer events, lunch and learns,
ice cream socials, and holiday parties. We encourage local leaders toorganize such events to continue fostering our employee-centric culturethat makes Teleflex unique.
All Teleflex, employees have the right to collectively bargain and the freedom
to freely associate. As a global company, we have employees that are in aunion contract or in collective bargaining arrangements. As of the end of2023, 6% of our employees globally were in such arrangements. We havevery effective and productive relationships with the representatives of these
employee groups where they exist in Teleflex.
In the event an employee does decide it is time for them to leave Teleflex
and move on to other opportunities, we conduct an exit interview process tounderstand any reasons that may have led them to leave the organization.
We use the responses from this process and address these concerns.

46

TELEFLEX 2023 GLOBAL IMPACT REPORT

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Learning and Development

Employee Reviews

At Teleflex, we are dedicated to providing employees

Our employees and managers meet on a regular basis to check-in andopportunities for growth, development and succession to realize

ensure expectations of one another are understood and to work throughtheir potential that exists in the organization and to building a

any learning opportunities. These check-ins, which are a global andhigh-performance culture that supports our Core Values.

enterprise-wide required process, also provide time for employees toreview progress on their self-identified career and development objectives

2023: Open roles were filled

24%

WITH INTERNALCANDIDATES(Career Pathway) on a quarterly basis, at minimum. Our managers
review the progress the employee has made on the development
plans and provide the necessary support and resources to enable thestrategic growth goals of the individual and the company. There areresources available for both employees and managers to support in theperformance review and individual development plan processes.

PeopleCommunity &Sustainable Healthcare

Appendix

Development Programs
We want to not just retain great talent but ensure there is a clear andtransparent path towards upward mobility, leadership growth, andhorizontal movement within the organization. We are happy to sharethat 24% of open roles in 2023 were filled with internal candidates andmany of these being a promotion in title or role. This not only provides
a great opportunity for current employees to grow and develop in theircareers, but also allows Teleflex to hire within, reduce hiring costs andhire an individual we already know and trust.
Our Talent Development and HR teams have worked hard to develop the“LEAD Behavioral Competencies” model, which has been rolled out toseveral groups over 2023 with the remainder to be completed in 2024.
This will become the lens through which we assess and develop managers
and leaders across Teleflex and will have several supporting elements to it.

On-Demand Education

Leading into the Future

We offer educational and training programs and support resources to ouremployees primarily through our Teleflex Academy and Connect Learning
platforms. These platforms utilize our Core Curriculum programs to■

Demonstrate sense of purpose and inspires■

Communicates effectively

provide ample learning opportunities in each of our regions throughout■

Takes accountability■

Builds and sustains relationships

the calendar year. We offer both virtual and in person programming,■

Demonstrates critical judgment■

Plans and organizes■

Creates value for the customer■

Develops people■

Demonstrates continuous improvement■

Builds high performance people and teams■

Creates a culture of inclusion and involvement■

Develops growth mindset

as well as in multiple languages to ensure all regions can utilize thesetools. We have also expanded our digital library for ‘learning on-the-go’.
Programs within our Core Curriculum and our own Facilitator Training
Course have received valuable external accreditation and certification.
In 2022, we kicked off our partnership with LinkedIn Learning, whichallows our employees to access over 16,000 courses covering a wide rangeof technical, business, software, and creative topics. LinkedIn Learning is afantastic resource for our employees and managers and offers everyone
the opportunity to learn at their own pace in multiple languages, making
the platform perfect for all of our sites around the world.

47

TELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Nomination-Only Development
Programs
Teleflex Emerging Talent Program (TET)
Participants are better prepared to take on or perform intheir individual contributor role and prepare for managerial
competencies. They identify what personal success means;learn about their working and communication style; becomeaware of their engagement gap/develop an engagement plan;build their personal brand; and discuss/explore critical thinking
and problem solving. This is a hybrid program covering 8
modules via eLearning and live instructor-led training

Teleflex Essentials of Management Program (TEM)
The TEM program is an experiential learning program
designed to develop new and existing managers and allow
them to learn and grow within their roles. It addresses themost important aspects of managing people and perspectives
across all levels, learning to inspire and influence and leading
teams through conflict in a positive manner. This is a hybrid
program covering eLearning and live instructor-led training.

Teleflex Leadership Development Program (TLD)
Our TLD program has been designed to bring our future leaders
to the next level. Focusing on understanding their own leadershipstyle, how they impact those around them and taking control of
their business relationships are essential to successful leadership.
Leadership requires a variety of skill sets across a spectrum ofneeds, the TLD program will take them through dealing withchallenging situations, the health and well-being of their people
and understanding the leaders they have around them in thebusiness. This program is by invitation only and is offered to key
talent within Teleflex who are ready for the next level.

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TELEFLEX 2023 GLOBAL IMPACT REPORT

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Tuition Support
Through our “Good to Great Coaching” program, we provide one-on-

While Teleflex offers a wide range of training, education, andone coaching to leaders throughout Teleflex. By creating a culture ofdevelopment opportunities, we know that there is still a role for externalcoaching we can support the individual and larger team at the same timeschools, training, and universities. We offer fulltime U.S. employees

by empowering all to be at their best in any situation. We have grown our

financial assistance through reimbursement of fees for tuition,

list of certified International Coaching Federation (ICF) coaches across thelaboratory, registration, and other mandatory fees and expenses fororganization, allowing us to expand this opportunity to more employees

courses and programs that expand or continue education related to an

who embrace the Core Values of Teleflex.

employee’s role. Where available, our regions have a variety of programswith local rules and criteria that apply.

We also offer a mentoring program as another way to develop and foster
talent. Our mentoring program focuses on helping employees manage

In the U.S., we also have partnerships with two leading universities

five key aspects of professional development: skills development, problem

to allow employees to attend online courses and participate in online

solving, goal setting, career planning, and networking. Our program

programs at discounted rates of up to 52% off. These universities offer

is set up to be a 6-12 month engagement in which the Mentee andcertificate, undergraduate, and graduate level programs for employees.

Mentor meet at minimum once a month and set up clear action plans for

New employees can also apply for a grant to subsidize the costs throughaddressing key development areas.

one of the universities.

In 2023, we commenced a new partnership with Guider, enhancing our Global
Coaching and Mentoring program through software and process upgrades
for a better experience and level of effectiveness. Guider allows us to better
facilitate the matching process, schedule sessions and track progress,
resulting in an enhanced learning and user experience of our employees andreducing potential restrictions while satisfying our requirements.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Benefits

Family Support

We believe our compensation and benefits offering is aligned toCreating and growing a family can be one of the most significant

competitive market pay levels. We offer these benefits packages

milestones in one’s life, and we want to ensure that we support

to ensure we are taking care of our employees, not just from athat milestone as much as we can. In the U.S., we offer ourcompensation standpoint but also on a personal level.

full-time employees a Parental Leave Policy, which provides

We offer all our eligible employees a comprehensive suite of healthcare
benefits, as well as retirement plans for all employees. In the U.S., we also
have specific policies addressing paid time off, flexible work arrangements,

birthing and non-birthing parents up to six weeks of paid time off
following the birth of a child as well as up to six additional weeks
of unpaid parental leave.

employee assistance, parental leave, and family benefits. We also offer

We are happy to share that in the U.S., 100% of employees who took

employees several additional benefits around employee discounts orparental leave in 2023 returned to work. Globally, we provide parental leavespecial rates for services such as pet and auto insurance, legalin accordance with all local regulations and based on regional differences.

assistance, identity theft protection, and consumer discounts programs.
Our Global regions have policies addressing paid time off, flexible work

Employees that have adopted children can utilize the same level ofarrangements, employee assistance, parental leave, and family benefits.

leave as those with biological children. And we also offer an adoption

You can learn more about our U.S. benefits here.

reimbursement program for up to two adoptions per employee to help

Healthcare Benefits
One of the benefits we focus on the most at Teleflex for our employees ishealthcare insurance and support. In each region and country, we offer
healthcare benefits based on local regulations and market practices. We
offer a benefits concierge service and access to telemedicine virtual care for
our U.S. employees. In addition, employees can customize their healthcare
plans through voluntary supplemental health benefits such as critical
illness, hospital indemnity and group accident insurance coverages.
A travel benefit is available for our full-time U.S. employees whichallows reimbursement for reasonable travel expenses for specialized
services, such as bariatric surgery, organ transplants and abortions,
if those services are not available in their local community or region.
Developments in the U.S. have underscored the importance of ensuring
equitable access to healthcare, across the spectrum of critical services.

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TELEFLEX 2023 GLOBAL IMPACT REPORT

offset some of the costs involved in the adoption process.
For those employees who may need some additional support in theirfertility journey, Teleflex provides an additional level of benefits throughour partner, Progyny. Progyny offers specialized resources and financial
support for those seeking fertility treatments such as intrauterine
insemination (IUI) and in-vitro fertilization (IVF) and works to ensure thatyou will not run out of coverage mid-term or have high-cost claims.

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Diversity, Equity & Inclusion
Rooted in our Core Values, Diversity, Equity & Inclusion (DEI) plays an

4.

Ensure the rich, diversity of Teleflex talent is valued andessential role in how we fulfill our purpose of improving the healthintentionally woven into the fabric of how we make decisions andand quality of people’s lives – and this doesn’t stop with our products.

operate as a company.

Teleflex has always been committed to advancing DEI in all its forms across

Teleflex is evaluated by the Human Rights

our workforce and maintaining a positive and inclusive work environment.

Campaign’s Corporate Equality Index, a national

The rich diversity of Teleflex talent is valued and intentionally woven into

benchmarking tool on corporate policies, practices

the fabric of how we make decisions and operate as a company. Throughand benefits pertinent to lesbian, gay, bisexual,

embedding the principles of DEI into our activities, decisions, governance,transgender and queer employees. The Corporate

innovations, and culture, we contribute to the achievement of accessible,

Equality Index focuses on key criteria of workforce protections,

equitable and sustainable healthcare solutions for all.

inclusive benefits, supporting an inclusive culture and corporatesocial responsibility and responsible citizenship. Receiving a scoreof 90 out of a possible 100 for the second year in a row, this benchmark"To provide oversight, counsel andvisibility to the importance, initiatives
and progress related to Diversity,
Equity & Inclusion in Teleflex."

represents one of the many ways in which Teleflex is committed toadvancing DEI across our organization.
We make every effort to be inclusive of all suppliers regardless of raceor ethnicity. Our Supplier Diversity & Small Business Statement

Inclusive Employer Award
Teleflex was selected to receive theInclusive Employer Award at The Arc MidSouth’s 28th Annual Awards & Benefit Gala.
This Award honors an employer with an
exceptional record of providing inclusive
community employment opportunities
and accommodations for people withdisabilities. The Arc Mid-South is a non
profit serving people with intellectual anddevelopmental disabilities and is a local
chapter of The Arc.

outlines our practices on working with diverse suppliers, both large andsmall, to provide goods and services to Teleflex as part of our corporate

Teleflex Global DEI Objectives
1.

Ensure Teleflex Core Values are lived throughout the company…
every day, at every level.

2.

3.

50

By indicator of diversity, the percentage of Teleflex employees by

procurement process. We ensure that qualified, competitive diverse

We conducted a deep dive into the employee experience of DEI

suppliers are given fair opportunity and consideration to participate inat Teleflex in 2022. In partnership with The Humphrey Group, wethe procurement of goods and services.

conducted over 20 in-depth interviews with influential and key leadersEngagement on DEI

throughout the organization. These leaders were given the opportunity
to share their experiences, confidentially. In addition, the Humphrey
Group facilitated employee focus groups across the company to enable

employment category will reflect the talent market(s) in which we

It is important that our employees hear from us about our progress and allstrong feedback. We also sent out an anonymous DEI survey to about

work and compete.

the resources available to them regarding DEI. We do this in various ways

500 employees across the business. The interviews, focus groups, andWe believe in equal pay for equal work. Teleflex is committed to fairincluding through our quarterly Diversity, Equity & Inclusion Newsletter, oursurvey results were used to review trends, sentiments and suggestions

and equitable compensation, taking into consideration the elementsinternal social networking sites, and by disseminating information throughfor next steps in our DEI journey.

that appropriately influence pay (e.g. experience, geographic

senior leaders and managers to their employees. Our regional DEI Councils

location, and individual performance).

also provided updates through their individual newsletters and intranet sites.

TELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Employee Resource Groups (ERGs)
Our Employee Resource Groups (ERG), which were launched in 2016, arean effective way to help all employees feel a genuine sense of equity andbelonging. These voluntary, employee-led groups, foster a diverse andinclusive culture and environment while improving engagement withover 2,000 employees.
■

Women Inspiring Learning and Leadership (WILL)■

African American Professionals Network (AAPN)■PRISM (LGTBQ+)■OXYGEN for Emerging Professionals■

Working Parents Network■

Veteran’s ERG (VERG)

Our ERG community continues to grow, and new Employee Resource
Groups are created based on local and region employee needs. We
hold space for professional development and networking opportunities.
In 2023, our ERGs coordinated a range of impactful activities for theirmembers, communities, teams and colleagues around the worldthat focused on initiatives such as supporting working parents andcaregivers, coordinating mentorship and development opportunities,
promoting cultural awareness and understanding, and connecting
employees with shared experiences, interests or backgrounds.

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TELEFLEX 2023 GLOBAL IMPACT REPORT

Ethics& Governance

Planet & Environment

International Woman's Day

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Interview with Rodrigo Gutiérrez López, Driving a Culture of Inclusivity

Diversity, Equity & Inclusion in the corporate setting is often referred

Tell us about yourself and your role in Teleflex?

How are you personally, and as a DEI council member, applying yourto in terms of ethnicity, gender, and age. However, DEI is meant to takeI am a Value Streams Manager located in Chihuahua City, Mexico. In Mexico,

experience to drive meaningful change for others with disabilities?

into consideration all unique attributes and experiences of individuals,

we have four facilities, and I am responsible for manufacturing andIn the U.S., buildings are designed with disabilities in mind, but here inincluding their abilities or disabilities. Disability is an integral element ofoperations at one of the facilities; the Barrancas facility.

Mexico it is not the same. We find many places where you need help indiversity and businesses can benefit from the diverse perspectives andexperiences of being a disability-inclusive workforce.
We recently sat down with Rodrigo Gutierrez, Value Stream Manager in
Mexico and regional DEI council member for Latin America at Teleflex, todiscuss his personal story and learn how Teleflex is building and maintaining
a culture of inclusion to support our employees with disabilities.

I started my career at Teleflex in 2006, one year after finishing school. I
started as a Manufacturing Engineer and have held various roles sincethen in many functions, including manufacturing warehouse and planningmaterials. It is 16 years later, and I still love working for Teleflex because
our products help to improve the health and quality of people’s lives,
which is what they did for me.
When I started at Teleflex, I didn’t have any health issues. However, in 2018,
I had a serious issue with my back and needed a series of four surgeries.
Ironically, when I was in the operating room, I saw that the product kits to be
used were manufactured by Teleflex in Mexico. It was very special to me.
When I was able to, I told my team this story and said that while we havea lot of things to deal with and a lot of decisions to make, please always
think about the decisions you make today, because they can make adifference tomorrow. This could be you or your family.
Did your health affect your ability to work?
When I spoke to my managers, I told them that I can’t walk because of
my surgeries. I said, you don’t need my legs, you need my brain. Ourconversation sparked more discussions within Teleflex, which in turn led
to the facility modifications that would benefit myself and others withRodrigo Gutiérrez López
Manufacturing Manager

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TELEFLEX 2023 GLOBAL IMPACT REPORT

disabilities. It would have been easy for Teleflex to say goodbye. But
instead, they worked with me to accommodate specific needs.

bathrooms or to move from one site to another site. We need to raiseawareness on this topic because people don’t have this awareness. When
you are a person without disabilities, you can create a plan. However,when you are a person with disabilities, you experience on your own if theplaces are good for disabilities or not.
As a DEI council member, my role is to work with people in Barrancas andthe other facilities here in Mexico to raise this awareness and help make themodifications where I can for people of disabilities. We have held several
meetings with human resources and the facilities on this topic, with theplan to fully adapt the facility and open up the possibilities for people withdisabilities within various positions. We are continuing to make additional
investments to support the community and working with human resourceson employment efforts targeted to other individuals with specific needs.
What advice do you have for others that are facing similar challenges?
People say to me, “you are strong. you have a good attitude.” Yes, I do, but
we need to work a lot and make this awareness for people.
I talk with a lot of people about my case and to raise awareness. I tellthem to be happy every day because you don’t know what can happen
tomorrow and your life may be changed forever. So, every day you need
to work, you need to be happy with your family, your life, spouse, friends
because you don’t know what will happen tomorrow.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Community &Sustainable Healthcare

Appendix

DEI GovernanceCompensation Fairness and Equity

DEI Strategy

Our Global DEI Council, which is made up of a dozen executive-level

Fairness and equity in our compensation programs are key components

The role that DEI plays in advancing our culture and growing employee

leaders at Teleflex, works to manage and improve our diversity atof our DEI strategy. We first conducted a compensation study amongst

engagement is vital to the continued success of our organization. As

Teleflex and is chaired by our U.S./Canada Regional Chair, Shanté

our workforce in 2021 and conducted our second analysis in 2023. The

a result, Teleflex identified the need to determine a strategic direction

Demary. We have four Regional DEI Councils, which are led by respective

goal of the analysis is to determine whether we provide our employees

for DEI and, in consultation with our DEI Councils and employees, weregional leaders from the Global DEI Council. With roughly 60 memberswith fair and equitable compensation. We have reviewed our global

defined a Global DEI Strategy for Teleflex. To develop this strategy wefrom around the world, our Regional DEI Councils in APAC, EMEA, LATAM

compensation programs with respect to gender, race and ethnicity;

conducted leadership interviews, many focus groups, hundreds ofand the U.S. and Canada are representative of employees from all levels,

however, due to data and privacy legislation, our analysis with respect tosurveys, and several workshops.

functions, and regions of Teleflex, acting as a hub of activity to promote

race and ethnicity was limited to the U.S.

the importance of DEI in Teleflex within their region.

This Global DEI Strategy focuses on three key pillars of Communication,

US/CA Regional Lead (Chair)

LATAM Lead

APAC Lead

EMEA Lead

Inclusive Leadership Training
In partnership with The Humphrey Group, a leading communicationand training firm who are experts in the DEI space, we developed andimplemented our Global Inclusive Leadership program with our senior
management. We initially launched the program in 2020 and have since
expanded the implementation of our Inclusive Leadership Program
to include all managers globally. We have also created our Inclusive
Mindset program for all our non-manager employees, and we added
an Unconscious Bias educational video to our Learning Management
System (Connect Learning Platform).

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PeopleTELEFLEX 2023 GLOBAL IMPACT REPORT

We worked with external advisors to conduct the analysis, and job-

Education and Employee Resource Groups (ERGs) and seeks to bringrelated factors were considered. We are proud to report that noa consistent approach to how we embed the principles of DEI in oursystemic issues in fairness of our compensation programs wascommunications, provide our employees with opportunities to learn

identified. We conduct this type of analysis on a regular basis to ensureand engage with DEI and how we support the growth of our ERGs

we continue to compensate our employees equally based on job-related

across the business.

factors and plan to do another analysis in 2025.

DEI Metrics

In addition, our Global DEI Strategy is supported by a DEI Guidelinesthat supports Teleflex employees in understanding the governance,engagement, communication, education, and applications for DEI in

We measure and track numerous metrics related to diversity, equity,

Teleflex and how through DEI, we can all drive meaningful change

and inclusion at Teleflex. We use these data points to help inform

across the organization.

and adjust our DEI strategy and program. At the end of 2023, 59% of
our global workforce was female and over 34% of our U.S. workforce
were non-white. At the end of 2023, over 25% of our members ofsenior management were women, and the average age of our senior
management team was 52. While we are very proud of our overall
company diversity, we continue to look for ways to further enhanceand improve our diversity. For a full list of all our metrics related to DEI,
please refer to the Data Appendix attached or at the end of report.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Community &Sustainable Healthcare

Appendix

Employee Recognition

AwardsWe want to celebrate and recognize our employees for their

Teleflex honors employees throughout the organization through various

achievements, dedication, innovation, and integrity. We haveawards, which focus on different achievements or criteria. Teleflex also

programs and awards that help to elevate these achievements on

grants global, regional, and business unit awards based on varying

The most prestigious and sought-after award is the Teleflex Chairman’s

an enterprise-level.

criteria such as sales goals or exceeding employee expectations.

Award. This award recognizes employees who make a significant

Smiles Program

Teleflex Chairman’s Awardbusiness impact while exemplifying Teleflex’s Core Value through one or

Impact Award

more of the following areas: innovation, customer focus, productivity, CSR
and inclusive culture, or quality. All full-time and part-time employees and

Our Smiles Program provides all employees globally the opportunities

The purpose of this award is to reward outstanding contributions thatteams globally are eligible, and finalists are determined by a global Award

to offer recognition to peers for outstanding effort in relation to ourhave a significant impact on the business. The award is meant to recognize

Committee and the winner is then ultimately selected by the Teleflex

C.A.R.E. Principles and Teleflex Core Values. The program is rather simple:

full-time or part-time employees that have demonstrated a specific

Chairman. The winners can be seen listed in our Annual Report.

employees can give teammates ‘Smiles’ or nominations which translateachievement above and beyond the requirements and expectations forinto points that can be accumulated and redeemed for either Teleflex

their position and have achieved outstanding results, while having modeled

swag such as bags or jackets or donated to a charitable organization. In

and demonstrated behaviors in line with the Teleflex Core Values.

2023, almost 4,000 employees sent roughly 6,000 fellow colleagues morethan 87,000 Smiles, which is all up significantly from 2022.

C.A.R.E. AwardStar Stories

The C.A.R.E. award rewards full-time or part-time U.S. and Canadian

Teleflex Star Stories are designed to recognize and celebrate thethrough the demonstration of the C.A.R.E. Principles.

contributions of our Global Commercial workforce and highlightthe impact of our people and our products across business units,
departments, and functions. This program provides more visibility into
the great things happening across the different groups within thelarger Global Commercial organization. Any employee can share a Star
Story via a submission form and these stories may be shared internallyto celebrate the impact of our employees based on a number ofdifferent areas: impact of Teleflex products on patient care, employees
demonstrating Core Values, examples of Customer Experience (CX)
excellence, CSR, or DEI.

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PeopleTELEFLEX 2023 GLOBAL IMPACT REPORT

employees who have provided exceptional customer experiences

C.A.R.E. Principles■

Connect Personally – taking the time to understand whatcustomers and colleagues value and their definition of success.

■Anticipate Needs – staying ahead of the curve and always thinking
about where things go next to deliver exceptional experiences.

■

Resolve Quickly – committing to timely replies to questions andconcerns and making people feel heard.

■

Exceed Expectations – making efforts to surprise and delight withevery interaction to earn people’s trust and loyalty.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Employee Health and Safety

Occupational Health and Safety Management

The health, safety, and wellbeing of our employees is an

We have a global occupational health and safety management system,

an employee or on-site contractor at our manufacturing and distribution

imperative for us. Our Global Environmental Health and Safetyaligned to ISO 45001 (OSH Management Systems) with site-specificfacilities in the past three years.13 In 2024, we will strive for continualManagement System is in place to protect our most valuable

Core Management Systems (CMS), which is governed by our Global

improvement on our Zero Harm journey.

assets – our people. Compliance with all applicable occupational

Environmental Health and Safety (EHS) Manual. Our commercial

health and safety legislation is underpinned by our focus andoffices are governed by a simplified occupational health and safetycontinual movement toward our Zero Harm Vision.

management protocol based on the local requirements. Each of ourmanufacturing or operations sites has an EHS advisor. Employee

You can find our Environmental, Health, and Safety policy here.

health and safety at Teleflex is overseen by our Global EHS Director

DART Rate
2019

0.94

alongside regional EHS Managers. Our Global EHS Director reports
through our Global Operations HR organization and all the way to
Our Athlone, Ireland site has become the first Teleflex site tosecure ISO certifications for the full site scope of operations - for its
Core Management System against both ISO 45001 and ISO 14001
standards, and for its Energy Management System against the
ISO 50001 standard. The photo is at the presentation of the global
Zero Harm Award and the framing of the ISO certificates. In thephoto are Jean Mullally (Athlone EHS Advisor/Office Manager),
Brian Greham (Global EHS Director), Brendan Moran (Athlone
Site Lead/Senior Controller) and Aoife Flynn (EHS Coordinator).

senior management.
Employees and any other people at our sites who observe an EHS
related concern can report and escalate those concerns. They can easily
injury or ill health, while being assured protection from any reprisals or
retaliation. Our health and safety training is an essential part of the EHS
program for all employees at Teleflex and is customized for each site’s

periodically for these levels.
We track and monitor several occupational health and safety metrics
across our sites, regionally and globally. One of the topline metrics we
use to measure safety is the internationally comparable DART Rate (daysaway/restricted or transfer), a calculation of the number of work-related
injuries or illnesses per 100 employees. We are extremely proud of ourteams focus on safety and have continually decreased our DART rate four
years running. We have not experienced a work-related fatality by either

TELEFLEX 2023 GLOBAL IMPACT REPORT

2022
0.42

0.39

2023

To learn more about our employee health and safety program click here.

communities. We utilize various types of soundproofing and test

55

0.59

risk profile based on the site-specific hazards, rules, and requirements.

pertinent, to protect them and their hearing health and for our local

DART Rate and fatality figures are across our manufacturing and distribution sites.

2021

remove themselves from work situations that they believe could cause

We track and monitor noise levels for our employees, where

13

2020

0.76

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Health and Wellness
Safety is a key focus for Teleflex, but we cannot discount the needfor health and wellness programs as well. Our health and wellness
programs include working initiatives related to nutrition, building in
adequate physical activity, stress management, heart health and more
to help our employees improve their health and wellbeing.

Instructor-Led Mindfulness and Resilience Training
Throughout the learning year, Teleflex offers regular open enrollment
Mindfulness and Resilience training facilitated by certified internal
facilitators. This instructor-led training allows participants to learn
about Mindfulness, True Life Resilience, and guides through live
practicing of tools and methodology.

Festive Wellness Week
Each year Teleflex hosts a week-long focus on wellbeing and closes theyear with positivity and focus. Each day the Global Talent Development
team hosts live sessions and/or guides employees towards eLearning
resources focusing on a topic related to physical, mental and emotional
wellbeing. Included in the daily communications are short mindfulness
practices that employees can listen to at a time that suits them best.

Wellness Wednesday
The Human Resources team based in the Athlone, Ireland officepartner with external vendors to offer Wellness Wednesday. Eachweek an email communication will be sent out to all Athlone-based
employees with links to live webinars, encouragement towards
focused behaviors, or links to support systems.

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Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& GovernanceCommunity & Sustainable
Healthcare
Executive Sponsor: Michelle Fox - Corporate Vice President & Chief Medical Officer
Pillar Lead: John McDonald - Senior Director, Global Scientific Affairs

57

Community

59

Sustainable Healthcare

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Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

In this pillar of our CSR program,
we are focused on a number of key
areas within Teleflex including our
impact on our community, productsustainability, and healthcare accessand equity. This pillar is focused onthe ‘do no harm’ credo in all of its
meanings, including with patients,
the community, and the planet.

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TELEFLEX 2023 GLOBAL IMPACT REPORT

Ethics& Governance2023
Medicaleducation
grantsPlanet & Environment$730,000

2023
Healthcare
professionals
educated

250,000

PeopleCommunity &Sustainable Healthcare

2023

$8.5m

Research
grants2023

Appendix

launched

Sustainability
Medical Advisory
BoardWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Community
The relationship between Teleflex and its community is
symbiotic. Community is a huge part of who we are at Teleflex,
and we do our best to support and partner with all the different
communities we work in and with.

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

17%

Target: We committed to increasing the dollar amount given in medical
education grants by 17% by the end of 2023 compared to 2022.

9%

Progress: We had a decrease of 9% for 2023. While we did not meetthis goal, we will look to reassess and develop a new target in the future.

Medical Education Grants
We provide monetary and in-kind support for accredited medical
educational programs and events that promote scientific or educational
discourse and are consistent with our mission to improve health outcomes.

“As the Lead for Community andSustainable Healthcare, I am
delighted to be part of the Teleflex
sustainability journey as we advanceour many efforts in this area including
building the foundations forsustainable products, embedding
sustainability within our merger andacquisition process, ensuring
equitable access to our devices,
broadening access to our training andeducation materials.”
John McDonald,
Senior Director, Global Scientific Affairs

Women and Heart Disease Education
The Teleflex Interventional Business Unit provided Cedars Sinai with aallied healthcare professionals regarding gender- and sex-specific differences

medical education grant to support the 17th Annual Women and Ischemic

in cardiovascular disease, the impact these differences had on treatment

Heart Disease Symposium. The Symposium explored sex and gender-specificoptions, and the importance of identifying women at risk for cardiovascularissues in ischemia with no obstructive CAD (INOCA), inclusion of women indisease, by utilizing the most current evidence-based treatment strategies for

cardiovascular disease leadership, management of chest pain and ischemic

optimizing patient-centered care. Grant funds were crucial in organizing andheart disease in women, COVID and Long Hauler Cardiac Conditions including

executing this symposium, serving to off-set various expenses associated withpostural orthostatic tachycardia syndrome (POTS) in women, menopause,

accreditation, venue and technological infrastructure for virtual attendance

and ovarian aging in cardiovascular disease, Cardio-Obstetrics including

options. The financial support from the grant ensured the accessibility of thePreeclampsia, and new approaches and therapies for weight management. The

conference to a wide audience, fostering greater dissemination of knowledge

purpose of this conference was to close the knowledge gaps of physicians andand awareness about gender-specific disparities in cardiovascular health.

Grant requests are reviewed by our regional Grant Panels, which areinclude a needs assessment that clearly defines the unmet educational

comprised of representatives from our Business Units and our Financeneed or gap that the proposed activity will address. In 2023, we provided

and Compliance organizations and are chaired by members of our Clinical73 medical educational grants equaling approximately $730,000.

and Medical Affairs organization. All educational grant requests must

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TELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Supporting DEI with Henry Ford Health
The Teleflex Interventional Business Unit provided Henry Ford Health witha medical education grant to support the 2023 Readying Youth Scientists
for Excellence in Medicine, Health Equity, and Discovery (RYSE MED)
Program. This program boasts the following results:■

Supported 20 metro Detroit high school scholars and 15$3.4m

Target: We committed to increasing the dollar amountallocated for directed grants to $3.4 million in 2023.

$4.8m

Progress: We have increased the directed grants

undergraduate and medical student mentors throughout an
intensive 6-week summer program.
■

Provided over 40 hours of engaging didactic presentations from
Henry Ford Health clinicians and researchers representing over
25 specialties and areas of research expertise.

■

Presented more than 25 hours of youth participatory action
research-based curriculum, giving young people the tools to
conduct research that positively impacts health equity in theirto nearly $4.8million.

communities.
■

Through the RYSE MED health equity project work, provided
an engaging learning environment focused on skill-buildingin health equity, research, advocacy, communication, oralpresentation, leadership, and teamwork.

■

And finally, offered mentoring circles with physicians, nurses,
physician assistants, nurse practitioners, pharmacists,
researchers, optometrists, and near-peers to encourage
long-term relationships that positively influence students'
understanding of their career pathways and how to navigate
them successfully.

The medical education grant provided by Teleflex helped to cover
student scholar and student mentor stipends. Stipends help thoseengaged be able to focus on their experience in the summer without
having to miss sessions due to a work conflict or simply being too
exhausted to concentrate.
1460

Clinical Research Grants

Human and Labor Rights

Teleflex is focused on helping to advance independent research. We

We hold ourselves and our suppliers accountable with globally recognizedprovide research grants and support to healthcare providers inlabor standards established by organizations, such as the International

areas that are complementary to Teleflex’s business and products.

Labor Organization (ILO) and the U.S. Department of Labor among

All incoming requests are reviewed and managed by Global Clinicalothers. Our Labor Standards Assurance Policy provides an outline toOperations, which is a part of Clinical and Medical Affairs. This team

our Labor Standards Assurance System (LSAS) program which is managed

reviews the requests to ensure that all supported studies and researchby our Purchasing Controls Team and assesses our suppliers on a range

are conducted in accordance with the applicable study protocol,of labor and supplier standards. We also work with our suppliers toapplicable institutional policies, generally accepted standards of Good

provide information on any conflict minerals we may use. For additional

Clinical Practice (GCP), and all applicable laws and regulations. In

information, refer to our Conflict Minerals Policy Statement.14

2023, we issued 12 directed grants totaling nearly $4.8 million and 20
Investigator Initiated Study (IIS) grants worth over $3.7 million.

Conflict minerals refer to tin, tantalum, tungsten and gold (commonly referred to as “3TG”), regardless of where they are sourced, processed or sold.

TELEFLEX 2023 GLOBAL IMPACT REPORT

Teleflex is dedicated to upholding human rights for everyone, employee
or not. We treat all our employees with dignity consistent with standards

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

and practices recognized by the international community. We also
expect our suppliers to do the same. We do not condone and will not
accept any form of discrimination, harassment, involuntary labor orchild labor, and require compliance with applicable laws, rules, andregulations around working hours, wages, and benefits. We also fully
support the rights of our employees and employees of our suppliers tocollectively bargain and freely associate.

$4.4m

Target: We committed to increasing the dollar amountallocated for IIS grants to $4.4 million in 2023.

$3.7m

Progress: We have increased IIS grants to$3.7 million which is shy of our target, yet we areproud to have seen a $2 million increase over 2022.

We have received Level 3 accreditation of our Labor Standards program,which complies with the U.K. National Health Service (NHS) Labour
Standards Assurance System (LSAS) program requirements. This is our thirdyear of level 3 accreditation. Our recent LSAS audit resulted in zero findings
and zero recommendations for improvement from our auditor. Within the
LSAS program specifically, we have over 400 suppliers, and to date we havenot identified any suppliers that have had significant labor standard issues.
We utilize a labor standards questionnaire form as part of our vendor
on-boarding process to maintain alignment with the Ethical Trading
Initiative (ETI). We periodically update the form to allow for easier

the philanthropic spirit of Teleflex employees. Roughly 90% of the

IRS 501(c)(3) requirements. We launched a pilot of our Foundation global

completion and interpretation of the questionnaire responses. In

Foundation’s annual budget is allocated for giving and the remaining

expansion in Ireland, allowing us to financially partner with some of the2023, we evaluated third party providers of supplier audits to assist

10% goes towards management of the Foundation’s endowment,

non-U.S. based charities that our Teleflex colleagues passionately andus measure the standards of labor, health and safety, environmental

administrative costs, and tax filing expenses. In addition, in 2021,

locally support. Based on the experience of this pilot, our intention is toperformance, and ethics within our supply chain. In early 2024, we

Teleflex made a commitment to donate over $1 million to the

expand this offering into other global regions in the future.

plan to roll out the software platform across our supply chain, with aFoundation by the end of 2024. We are happy to share that by the

primary focus on our top suppliers and suppliers within the scope ofend of 2023, one year ahead of schedule, Teleflex Incorporated

our Labor Standards program. This data will also be a critical input infulfilled that commitment, which will allow the Foundation to further

the development of our ethical procurement program for Teleflex andexpand its important philanthropic work for years to come. In 2023,

support our ambition to engage with a greater number of suppliers.

the Foundation donated a total of approximately $225,000, which is a

Philanthropy
The Teleflex Foundation was established in 1979 with the sole objective
to positively impact quality of life in the community by harnessing

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TELEFLEX 2023 GLOBAL IMPACT REPORT

10% increase over last year. You can find more information about theFoundation at our website.
Historically, the Foundation has only provided funds to US-based 501(c)(3) tax exempt organizations. In 2022, the Foundation identified ameans by which certain non-U.S. based charities can satisfy the U.S.

Aside from the employee-specific donations, the Teleflex Foundation
makes an annual gift to Americares, a global health-focused relief anddevelopment organization that supports people affected by disaster orpoverty. Teleflex has been working with Americares since 2014.
The Teleflex Foundation encourages employee engagement throughthe following programs which align to our company mission with
employee-driven social responsibility. There are three different ways that
employees can get involved.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Make a Difference (MAD) Grant
The MAD grant program provides grants to healthcare related
charities with which Teleflex employees and their families are involved.
Employees can nominate charities during the open nomination
period each year and the Teleflex Foundation officers review thesenominations and prioritize them in large part based on the levelof employee engagement with the organization (for example, asa volunteer or benefactor). In 2023, 17 eligible healthcare related
charities received MAD Grants.

Matching Gifts
The Foundation encourages charitable giving by Teleflex employees
and demonstrates our interest in supporting their community
investment concerns. The program matches gifts to most qualified
organizations and will match gifts of $50 and above, up to an annual
total of $2,000 per donor. In 2023, over 105 eligible charities received aMatching Gift.

Team Volunteer Program
Employee teams consisting of 5 or more employees who participate
in an event such as walks and marathons, special events and onetime fundraising initiatives can apply for a grant of $1,000 from theFoundation for eligible organizations.

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AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixCommunity Engagement
JOIN Act with Purpose, our employee-led community engagement program was launched in 2014. And since then, it
has had the mission of acting with purpose to advance Teleflex’s commitment to our community. JOIN, Act with Purpose
was created by our employees who are united under the same common goal and sense of purpose in their everyday
jobs and beyond. Our almost 60 JOIN Champions globally are individuals within each of our regional offices and facilities
that are dedicated to leading our local initiatives. These Champions represent coworkers and locations and assist in thecoordination of employee driven initiatives in the community. In 2023, we launched a new event registration systemfor our JOIN events to provide an easier process for employees to register their events and a better way for Teleflex tomonitor and track metrics related to our efforts.
In October 2023, we organized our first global JOIN volunteer month. Employees across Teleflex wereinvited to organize, manage and/or participate in various volunteering events and efforts throughout
the month of October. Employees were encouraged to volunteer in any way they could, including
through small events such as a local beach cleanup, creating a community garden, or similar activities.

VOLUNTEERINGHEALTHLOCAL INITIATIVES

Through our Volunteering pillar, we hope

Our Health pillar focuses on Teleflex’s place

Our Community Support pillar shines a

The Local Initiatives pillar focuses on

to drive our activities to support charitable

as a stakeholder in community healthcare

light on the local communities of our sites

site-specific JOIN activities. Our steeringorganizations close to the hearts of ourto actively support the health and quality ofworldwide. Through global and regional

committee supports our local JOIN

people’s lives. Some initiatives supported

partnerships with local organizations, wechampions in their efforts to organize JOIN

by our Health Pillar are employee mental

work closely to identify community needs

events by providing communication andhealth awareness, blood donations, internaland provide support wherever possible.

reporting tools to ensure there is large

employees in the form of volunteering hours
and charitable donations.

training on healthcare needs and partnering

engagement in JOIN activities throughoutwith our communities in supporting local

all our sites worldwide.

healthcare needs.

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COMMUNITY SUPPORTTELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Hear from a few of our Local JOIN Champions!

“Being a part of JOIN has not only allowed
me to contribute to important causes but
has also provided an opportunity to learn
and grow as an individual. It goes beyond theregular routine, allowing me to connect withmy community and colleagues in meaningful
ways. Through our JOIN activities it has
opened my eyes to diverse perspectives andhas allowed me to give back to thecommunity in meaningful ways. The senseof fulfillment that comes from helping
others and making a positive impact is truly
priceless. It's heartening to see the difference
we can make collectively, and the friendships
formed through shared experiences add anextra layer of joy to the journey!”
Nina Nguyen
HR Representative and U.S. Local Champion

64

TELEFLEX 2023 GLOBAL IMPACT REPORT“Through JOIN activities, we not only helpchange the world for the better, but we also
help where there is a need and in doing so,
we connect with each other. Even thesmallest stories matter and can change theworld for the better. JOIN also provides a lotof freedom to tailor specific activities tolocal needs. Unique human stories are what
drive me on and also motivate me to be
there for others in any situation."“I am proud to be a Teleflex JOINChampion. We are measured in terms ofbusinesses improving conditions for theiremployees, shareholders, communities,
and environment. But moral responsibility
goes further, reflecting on the need forcorporations to address fundamental
ethical issues such as inclusion, dignity,and equality.”

Local Czech Republic Champion Team
(Marie Šimonová, Štěpánka Soukupová,
Klára Večeřová, Adéla Dvořáková)

India Local Champion

Pooja G Rao

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Wings for Life

Planet & Environment

Blankets for a Cause

PeopleCommunity &Sustainable Healthcare

Appendix

Volunteer Week

The Wings for Life World Run is an annual global charity run where

Our Wayne, Pennsylvania, U.S. employees celebrated national volunteer

Our Morrisville [North Carolina, U.S.] site hosted a Volunteer Week withrunners are encouraged to participate wherever they live. The motto forweek by creating dozens of no-sew fleece blankets that were donated toover 300 employees participating throughout the week. Events included:2023 was “running for those who can’t.” There are paraplegic individuals

the local Children’s Hospital of Philadelphia (CHOP) neonatal intensive

throughout the world who use our intermittent catheters and it iscare unit. Our CEO, Liam Kelly, and Chief HR Officer, Cam Hicks got

volunteering at the Raleigh Foodbank, sorting clothing donations at Note

important to our employees around the world to participate in the

involved and made some blankets as well.

event. 24 Teleflex runners from 10 countries took part and supported
raising money.

65

Ethics& Governance

TELEFLEX 2023 GLOBAL IMPACT REPORTin The Pocket, providing meals at the local Ronald McDonald House,spreading joy and happiness at the Woodland Terrace Retirement Home,and many more.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

JOIN Leadership Gives Back

Ethics& Governance

Planet & Environment

Planting Hope for Yangil Tribe

Our JOIN Steering Committee hosted their annual team strategy

Our Philippines employees initiated a project to support the Yangil Tribe,

meeting in Athlone, Ireland, and they made it a priority to add in a

a community deeply affected by the eruption of Mt. Pinatubo. They

volunteer activity. The group partnered with The Athlone Canal Heritage

made a 5K trek to reach the Yangil Tribe village where they witnessedGroup to pick up litter and plant daffodil bulbs alongside an old canalthe Tribe's lack of basic electricity, which served as a stark reminder ofturned park.

the global disparities that exist. By aiding in the reforestation of theirancestral lands, employees contributed to the recovery of a community
buried by volcanic ashes.

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TELEFLEX 2023 GLOBAL IMPACT REPORT

PeopleCommunity &Sustainable Healthcare

Appendix

Cycling For Children ThroughThe Žďár Hills
Our Czech Republic employees participated in the 9th annual charity
event cycling for children through the Žďár hills. The charity bike ride isorganized to support children with cancer through the Krtek Children's
Oncology Foundation. Teleflex sponsored the event and raised almost$18,000 for the organization.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Sustainable Healthcare
We view sustainable healthcare as healthcare that not only■ Medical Director for Sustainability at St. Luke’s Healthcare Systemdelivers quality care to our patients, but also does so with

 Founder and Board VP of the Idaho Clinicians for Climate

a do no harm mentality to the planet. Planetary health andand Healthhuman health are inextricably linked, and it means sustainable
healthcare is a part of our mandate as a healthcare organization.

Sustainability Medical Advisory Board
We are excited to announce the launch of the Teleflex Sustainability
Medical Advisory Board (SMAB), which will help identify opportunities toimprove and evolve our long-term strategy for sustainable healthcare.
The SMAB is comprised of independent experts in sustainability-related
topics. The specialist knowledge of these experts covers a broad rangeof topics such as: shaping and implementing ideas for environmental
and climate protection to entrepreneurial sustainability principles,
new product development and existing product viability, futureoriented business and international trade, sustainable leadership, andsustainability transformation as well as ESG key figures and sustainablefinance. The SMAB had its first meeting in December 2023 and willmeet twice a year with additional meetings or consultations as needed.
The SMAB advises Teleflex on selected issues and critically assesses its
sustainability performance as well as the company’s planned productsustainability activities.
Meet the members of our first Sustainability Medical Advisory Board:■

Lauren Berkow, MD, Anesthesia
 Co-Chair, University of Florida Health Shands
Sustainability Committee
 Member, American Society of Anesthesiologists
Committee on Environmental Health■

Roger Harris, MBBS, Critical Care and Emergency Medicine
 Co-Founder of CODA, CODA Earth67

TELEFLEX 2023 GLOBAL IMPACT REPORT

Ethan Sims, MD, Emergency Medicine■

Jonathan Slutzman, MD, Emergency Medicine
 Medical Director for Environmental Sustainability,
Massachusetts General Hospital Director of the Center for the Environment and Health,Massachusetts General Hospital.

Product Sustainability
At Teleflex, we have a commitment to developing impactful medical
devices for patients, healthcare providers, and caregivers. Our focus
when developing new products is to provide innovative, safe, andProduct Sterilization
Ethylene Oxide (EO) sterilization is a highly effective method used todeliver sterile devices to customers. Teleflex is optimizing its global
sterilization program by transitioning to sustainable EO cycles toreduce the impact of fugitive emissions on the environment. The
new cycles will be designed to utilize less gas while maintaining
acceptable sterility assurance levels and not affecting the safety oreffectiveness of our sterile products. Teleflex will continue to partnerwith its sterilization providers to drive continuous improvements
while remaining compliant to current and future regulations. We will
begin transitioning to the new cycles in 2025.

Product Packaging

effective products that enhance clinical value by helping to improve

Medical device packaging is developed with careful considerations

patient and healthcare professional safety, enhance patient outcomes,

regarding patient safety, protection of the devices, the clinical use

and enable less invasive procedures.

and the environment. Packaging often has several levels of materials
including the primary package which can provide a sterile barrier, aTeleflex has developed a product sustainability strategy with a focus onsecondary level such as the shelf carton, and a third level that would

the following areas: sterilization, product packaging, and materials. Our

be comprised of the shipping box or pallet used. When we consider

product sustainability work is managed directly in our Community &any sustainable packaging changes, we evaluate how those changes

Sustainable Healthcare Pillar but is also supported by our Sustainability

may impact the complexity of the packaging and safety of our patients.

Director who leads our Planet & Environment Pillar. In addition, as part

Sustainability is one of the many areas that is now considered in our newof the strategy, Teleflex is launching a training platform focused on

product development process, including packaging.

promoting awareness of the diverse list of sustainability considerations
that can be seamlessly integrated into the design of our productWe continue to focus on reducing the amount of material used in our

portfolios. This program will offer insights into our ongoing efforts to

product packaging and in our products themselves. Over the past few

make a positive sustainability impact, how Teleflex is responding to theyears, we have reduced material usage through targeted initiatives,

evolving regulatory standards, and concrete examples of actionable

such as changing from high impact polystyrene trays to a flexible

steps that every team member can take to contribute to a moreform fill seal package, moving to pre-filled syringe selection integrated

sustainable planet.

packaging, reducing the corrugate size used for breathing circuits, andWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Community &Sustainable Healthcare

Appendix

reducing the size of polybags used to package certain products. Most

versions of this with upwards of 22 different languages available

toxicology program within the Biocompatibility function including

packaging materials at Teleflex are widely recyclable in nature, including

across over 800 products. We continue to look at the viability andseveral toxicology professionals and a Board-Certified Toxicologist

HDPE hoops and clips, PE trays, Polystyrene trays, Tyvek (PE derivative),

regulatory implications of adding more electronic IFUs into our(DABT). This program aligns with our dedication and commitment

corrugated paperboard, and shelf cartons (paperboard). We continue

portfolio and will not remove paper IFUs entirely until the regulation

to ensuring that our devices are rigorously assessed from a patient

to look for ways to increase the recyclability of our packaging while

permits. For all of our electronic IFUs, you can visit our website here.

safety perspective as well as supporting our R&D function on design
inputs related to material safety and manufacturing processes.

maintaining the quality and safety of our products for our patients.
Material selection is often based on a full product lifecycle viewpoint that
includes many critical factors such as: sterilization, distribution, device

Product Materials
At Teleflex, we understand the potential impact that hazardous

Sustainable Corporate Development

chemicals and materials used in our products and manufacturing

Teleflex has grown over its decades-long history through new products, newprocesses can have on both the environment and human health. We

geographical markets, and through acquisition. The Teleflex Global Corporate

legal and regulatory requirements as well as localized end user practices.

are committed to minimizing this impact through supplier and material

Development and Strategy team explores partnerships, acquisitions, andmanagement, reduction and replacement efforts, and compliance withjoint ventures consistent with our global leadership in healthcare. As Teleflex

For example, several of our Anesthesia and Urology products that are

global safety standards where applicable and practicable.

evaluates these opportunities, we carefully consider whether the opportunity

protection, clinical performance and understanding the methods of disposal
and recycling for the end user. Other key factors will include meeting any key

manufactured in Europe have shelf cartons that use post-consumer

fits with our growth initiatives. We also see acquisitions as a key component
We have conducted thorough assessments to identify hazardous

to our health equity strategy as we are able to take technology and bring it tomaterials in our product lines and manufacturing processes. As partmarkets and patients who otherwise would not have had access without ourof the EU MDR state-of-the-art remediation efforts, over 1,900 SKUs

extensive global footprint. As a part of our sustainable healthcare journey, we

underwent design changes to replace materials of concern under

have started to build CSR specific considerations into our due diligence process

approximately 87 metric tonnes of PCR material just for our shelf cartons.

the governance of the Registration, Evaluation, Authorization andfor any new potential deal. We will pilot our first CSR scorecard for our next

Restriction of Chemicals (REACH) and Classification, Labeling, andcorporate development deal. Additionally, we are working on better considering

We also have made plastic packaging a large focus for Teleflex andPackaging (CLP) regulations. We have made several material changes

CSR into the integration process for all new acquisitions. Doing so will allow usin this process and implemented innovative design changes that haveto better bring these new organizations into the larger Teleflex CSR program.

recycled (PCR) material, which also reduce the use of ink and colorants.
Within our Surgical business, our products that are manufactured
in Mexico are shipped to our customers around the world and use ahigh level of PCR content in the product shelf cartons. In total, we use

continue to balance using plastics that can meet our high-quality
standards and performance requirements, while maintaining recyclability
and reducing disposal concerns. We continue to look at switching from

replaced or minimized the need for such materials.
In 2023, we acquired privately-held Palette Life Sciences AB. The
We comply with all relevant local and global regulations, including

acquisition expands the Teleflex Interventional Urology portfolio,

from PVC film to PE, which is more commonly recyclable.

REACH and CLP Annex VI, ensuring our products meet the applicablewhich includes the UroLift™ System, to include Non-Animal Stabilized

standards for safety and environmental impact. We extend our

Hyaluronic Acid (NASHA) spacer and tissue bulking products that improve

In some instances, physical instructions for use (IFU) reduction could

sustainability principles to our supply chain, vetting suppliers to meetpatient outcomes in urology and urogynecology disorders, colorectal

our standards for hazardous material management.

conditions, and radiation oncology procedures. A key product of Paletteless favorable plastics to plastics that are more recyclable, such as moving

lead to a packaging size reduction as well. As per the European Union
Medical Device Regulation 2017/745 (MDR), we have products withpaper-form IFU packets, many of our products do have electronic
1568

PeopleLife Sciences is Barrigel™, a NASHA spacer designed to reduce radiation
Additionally, in 2023, Teleflex established a foundational internal

Mariados NF, Orio PF, Schiffman Z, et al. Hyaluronic acid spacer for hypofractionated prostate radiation therapy: a randomized clinical trial. JAMA Oncol. 2023; e1-e8

TELEFLEX 2023 GLOBAL IMPACT REPORT

delivered to the rectum during prostate cancer radiation therapy, while

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

increasing tumor control and patient quality of life.15 Barrigel™ is easily

21

Where we started...
53

sculpted, highly visible on transrectal ultrasound (TRUS), biodegradable,50

reversible, and offers one-step assembly in all sites of service.

Engagement with Customers
We support our customers in multiple ways through products, education,
research and advances in technology. We connect personally with customers

Where we are...
60

Where we‘re going...

Community &Sustainable Healthcare

Appendix

Healthcare professionals can obtain continuing education contact
hours (CEUs) through several of our courses and programs. We havepartnerships with California Board of Registered Nursing, and theContinuing Respiratory Education (CRCE) system of the American

50

NPS

Association of Respiratory Care (AARC), and American Associationof Critical Care Nurses for CEU accreditation.
Throughout 2023, between both our in-person and virtual platforms, weto understand their perspectives. We anticipate their needs based on the

educated more than 250,000 healthcare professionals, up roughly 40% frominsights we develop and respond quickly with thoughtfulness and innovation.

2022, in 140 countries, on the safe and effective use of our products. We also

We exceed expectations by delivering exceptional experiences. Our

provided healthcare professionals over 40,000 continuing education credits.

commitment to the customer experience (CX) is not limited by our job titles.
Every employee at Teleflex can and does have an impact on the customer.
In the U.S., we use the Net Promoter Score (NPS) to measure the effectivenessof our Customer Experience efforts. NPS is a recognized customer
loyalty score that assesses customers’ willingness to recommend a product,
service, or brand. Since establishing a baseline measurement in 2017, wehave increased our NPS by 29 points to 50. We strive to expand our program
across other regions, and our goal is to achieve and maintain a score of 60+.
Each year we celebrate our customers by having a week dedicated tolearning about them, the patients they serve, and how our employees
impact their work. CX Week 2023 marked our 6th anniversary of thisimportant forum, which is recorded and made available to all employees.
It is only through our customers – healthcare providers from aroundthe world – that we impact patient outcomes and improve lives. During
CX Week 2023, we also included sessions where employees could learn
more about the importance of Corporate Social Responsibility, and theefforts being taken to positively impact customers.

69

Where we were...

PeopleProduct Training and Education

2021:

130,000

The Clinical and Medical Affairs team within Teleflex is dedicated to2022:

185,000

empowering our end users to develop the knowledge and skills necessary to

2023:

250,000

consistently utilize our devices safely and effectively in the procedures they
undertake every day. We utilize our partnerships with medical organizations
and academic institutions to aid in our efforts to evolve our training
programs. We offer cadaveric and high-fidelity simulation programs forprocedural education. In order to achieve this, extensive training content
has been developed and is available to allow the team to deliver educationand training in a varied number of formats, including e-learning, speakerprograms, webinars, practical skills workshops, in-booth education or, often,
a combination of these different approaches depending on the learning
need and educational opportunity. Comprehensive online learning is also
made available through Teleflex Academy our online learning platform.
Our programs are created from the collaboration of international
practitioners who are involved in the research, writing, reviewing, andprocess development of course work. These healthcare professionals have

CSR has emerged as a key driver in CX, and research conducted by our CX

significant experience with clinical research and training. They possessteam within the EMEA region in 2023 revealed that commitment to CSR

practical, insightful, and evidence-based understanding of the intricacies of

could have a direct positive impact on both customer satisfaction and loyalty.

medical devices and are motivated to share their knowledge with others.

TELEFLEX 2023 GLOBAL IMPACT REPORT

Educational Access and Equity
All healthcare professionals and customers should have accessto training and education of our products regardless of their size,
setting, or location. Teleflex Clinical and Medical Affairs (CMA) havecontinued expanded geographic availability of key educational
offerings by adding virtual options where possible through our online
and virtual training opportunities.
It is well understood that course attendees usually learn more effectively
when taught in their own language, and therefore it is essential, when
considering health equity within the medical device industry, that we
strive to have our procedural education provisions in languages otherthan English within all the training modalities we offer. Our Teleflex
Academy training content is available in multiple languages, and weWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

develop the materials with the various regional and cultural differences

the ethical treatment of animals used in laboratory and educational settingsof identified risks and detecting emerging risks on the basis of factual

where these products are used. These efforts have ensured relevant

to advance patient safety and well-being, as well as compliance with allevidence. Teleflex is leveraging this real-world evidence and ensuring it iscontent is widely available to clinicians using Teleflex products,

applicable laws and regulations. We are committed to the principles of:available to the healthcare community e.g. Teleflex is sharing this clinicalexpanding our ability to support the safe and effective use of our
products. CMA plans to continue its efforts to expand in this area,■

ensure equitable access to educational programs.
With the Vascular CMA EMEA team, we now have clinical representationin each of our direct countries allowing all procedural education to bedelivered by a CMA instructor who can teach in the local language.

Replacement - using alternative non-animal systems in place of live
animal utilization whenever possible

making content accessible in more languages and geographies to■■data amongst the healthcare community through presentations at clinicaleducation conferences or publication in peer-reviewed journals.

Reduction - using the minimum number of animals possible toTeleflex is committed to making our device Summary of Safety andachieve maximum information without compromising animal welfare

Clinical Performance (SSCPs) available on EUDAMED (once active) for

Refinement - continually modifying procedures to limit the

our Class III and implantable CE marked products. Doing this provides

discomfort and distress to animals

public access to the summary of clinical data and other information
about the safety and clinical performance of the medical device. The

Alongside this, most of our clinical presentations used for virtual or in

Teleflex’s proactive post-market clinical follow up program collects clinical

SSCP is an important source of information for intended users – both

person training are translated to each of these languages. In the past 2

performance and safety data (patient outcomes) over the lifetime of thehealthcare professionals and patients. It is one of several means

years, we have also extended this initiative to content on Teleflex Academy

device, with the aim of confirming the safety and performance throughout

intended to fulfill the objectives of the Medical Device Regulation (MDR)

and have translated several courses, and intend to focus on enhancing

the expected lifetime of the device, ensuring the continued acceptability

to enhance transparency and provide adequate access to information.

utilization of these, and reviewing outstanding translation needs in 2024.

Clinical Research
Clinical research is paramount to providing healthcare professionals and the
medical community with evidence that outlines our products’ clinical benefits.
We conduct clinical research to help develop new products and expand
existing products using the principles of Good Clinical Practice and adhering

19%

Target: We commit to increasing the number of healthcare
professionals trained each year by 19% by the end of 2023
compared to 2022.

40%

Progress: We have increased the number of healthcare

to all local and regional regulatory requirements. Our clinical research ismanaged by Global Clinical Operations in conjunction with regional Clinical andMedical Affairs team members and any clinical research initiated by Teleflex isreviewed by an institutional review board or ethics committee. Any Teleflex
initiated research can be found on ClinicalTrials.gov and any patients that areinterested in volunteering for a trial can find more information there as well.
Teleflex has developed an internal global work instruction which outlines theprocess for the use of animals in connection with laboratory research and/or training in support of Teleflex products. We are committed to ensuring

70

Appendix

TELEFLEX 2023 GLOBAL IMPACT REPORT

professionals trained by roughly 40%.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

Diversity in Clinical Research

the health equity work within the Community & Sustainable Healthcare

Diversity, Equity & Inclusion is not just a focus for Teleflex employees

cohesion between the two groups.

pillar of our CSR program. Doing this has helped to ensure there isbut as a medical technology manufacturer, we have an obligation
to create products that are useful and safe for all genders, races,
ethnicities, and backgrounds. We know that minorities and otherdiverse groups have been underrepresented in clinical trials in the pastin all healthcare, but we have the power and influence to change that.
We first need to look at where the product will be going to market anddetermine the local demographics of those locations to ensure we canrepresent the diversity of that population. Considering diversity in theclinical trial population will help to ensure that the products are being
developed to meet the needs of the specific population and not basedorganization that aims to raise the standard of care and createa sustainable medical program in the country of Nigeria. VOOMFoundation organizes medical missions to Nigeria with all-volunteer
medical teams from the U.S. which provide education and training whileserving indigent patients. With almost 50% of Nigeria’s population living

coronary syndrome in 2021 and received surgery in May 2023 free ofhumanitarian product donation program is one of the key components

charge thanks to VOOM Foundation and their open-heart program!

is chaired by our Chief Medical Officer and comprised of representatives
from several of our non-commercial functions, including Clinical andMedical Affairs, General Compliance, Trade Compliance and Regulatory. In
2023, Teleflex donated a total product value of nearly $150,000 worth of
Humanitarian Donation support which is a significant increase from 2022. All
humanitarian product donation requests can be made through our website.
Over the past year we have combined the health pillar of the JOIN
program, our employee-driven community engagement initiative, with71

employees the opportunity to voluntarily register for the worldwide

from VOOM Foundation, a non-profit medical humanitarian

We want our products to be available for as many patients as possible. Our

are reviewed by our Humanitarian Product Donation Working Group, which

TELEFLEX 2023 GLOBAL IMPACT REPORTIn an effort to support the health and wellbeing of the communities

In 2023, Teleflex received a humanitarian product donation request

Interventional Business Units for VOOM’s May and October 2023 open-

structure and guidance when we developed the program. Inbound requests

Gift of Life Initiative

Gift of Life to bring awareness to blood cancers, immune system

Healthcare Access and Equity

Organization (WHO) Guidelines on Medical Device Donations to help provide

Appendix

VOOM Foundation Product Donationin poverty, in-kind product donations are essential to support VOOM’s

after a natural disaster or other global crisis. We used the World HealthCommunity &Sustainable Healthcare

Teleflex serves, Clinical and Medical Affairs (CMA) partnered withon a population that is unrepresentative of that market.

to this work. Our humanitarian donation program aids patients in need

Peopleefforts. Teleflex donated products from our AEM, Surgical, Vascular, andheart surgery education missions. Anthony was diagnosed with acutedisorders, and some inherited conditions and to give Teleflex
bone marrow registry. Gift of Life is a non-governmental organizationthat facilitates bone marrow and blood stem cell transplants forpeople suffering from life threatening illnesses. 85 Teleflex employees
were swabbed and joined the bone marrow registry. Gift of Life has
a synergy with Teleflex given our OnControl product, which helps toperform bone marrow biopsies.

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Stop the Bleed

Success in this area will impact the ability for all patients, regardless

Lower socioeconomic areas often face higher rates of violence, accidents,

identifying other patient advocacy groups to partner with to support

and trauma. Teaching individuals how to control bleeding in these

their work and allow for more access to Teleflex products.

of socioeconomic status, to access care. We are also working with andsituations can help save lives before medical professionals arrive byempowering community members to take action when needed which

A key area of focus is on increasing patient medical policy coverage

can lead to a greater sense of control and self-reliance, which is especiallyin a variety of nations related to our products. One example of thisimportant in areas where emergency response times may be longer.

work is the reimbursement partnership with the American Urological

The STOP THE BLEED (“STB”) program is one of the United States’ largest

Association (AUA) on diversity, equity and inclusion (DEI) initiatives.

public health campaigns. Its aim is to better prepare the public to saveThrough our involvement in the Medical Device Manufacturers

lives by raising awareness of basic actions to stop life-threatening bleeding

Association and MassMedic we are also helping to raise awareness offollowing everyday emergencies and man-made and natural disasters.

this specific issue with medical device manufacturers. We are happy
to share that our Chief Medical Officer, Michelle Fox, not only serves

Incorporated in the training is Teleflex’s QuikClot™ Hemostatic Dressing,as a board member but also as the second vice chair of MassMedic.

which is an innovative product that helps in controlling bleeding.

On March 8, 2023, International Women’s Day, Michelle joined other

Additionally, a new STB training module was developed by the STB

Mass Medic Board members on a “fly in” to serve as champions of the

Coalition in cooperation with the Department of Defense (DOD) which

MedTech industry across federal, state, and local government, advocating

specifically shows use of QuikClot™ as the choice hemostatic dressing

to promote patient care policies and the significance of equity clinicalin their training video. In May of 2023, 54 Morrisville Teleflex employees

trials research. We also use our voice for surgical sterilization issues andand in October of 2023, 34 North America Distribution Center Teleflex

will continue to help solve the concerns within the medical device supply

employees were trained by Teleflex AEM Clinical Affairs Managers on how

Photo: L: Amber Anderson, R: Kat Renteria AEM Clinical Affairs Manager, Pictured withchain. For 2024, we will explore the expansion of women’s health issues

false legs that were used at the NADC so employees could learn how to STB.

on the recently announced White House initiative.

Teleflex can contribute to the overall public health in these communities

to 800 people in 2024 and as more staff become approved trainers, we

We conduct direct lobbying related to the Centers for Medicare andby improving well-being and safety to the community members by

can expect to see an increase going into 2025.

Medicaid Services (CMS) changes and have mostly focused on providing

to stop the bleed through 3 basic techniques – applying direct pressure,packing a wound, and using a tourniquet. By teaching this course,

bridging the gap in healthcare disparities and promoting health equity
regardless of socioeconomic status.

72

increased access to our UroLift™ product. In 2023, our focus was
Our patient access initiative is led by our VP of Reimbursement andrelated to Medicare reimbursement rates, legislation, and interest in

Healthcare Policy who manages our Market Access team. They work

removing administrative burdens related to prior authorization. In 2024,

We also have several AEM Clinical and Medical Affairs Managers who are

to secure reimbursement and coverage for all Teleflex products to

we plan to continue our efforts and focus on CMS reimbursement,

Stop the Bleed Trainers and cover most territories of the United States.

ensure broader patient access and reduce overall healthcare costswith emphasis on potential reform for the Physician Fee Schedule,

These individuals will connect with their communities by hosting classes

for patients. In 2023, we expanded our focus globally to secure publicpreservation of the office site of service and coverage for new andthrough school programs and community events. This will help Clinicaland government coverage for a range of Teleflex products. There areinnovative products.

and Medical Affairs managers in other countries support this initiative.

numerous applications and registrations active worldwide to expand

With the current approved training staff, Teleflex aims to provide training

access to Teleflex’s large portfolio of products around the world.

TELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Product Quality and Safety
Our patients and healthcare professionals rely on Teleflex to provide

Suppliers to Teleflex are required to demonstrate and provide evidence

safe, effective and dependable products. We have built a culturethat they meet certain criteria including product quality, defect-freefocused on making high quality products through Lean Manufacturing,products, and maintaining a quality system of their own. Supplier

including continuous improvement Kaizen events, clear and relevant

management and supplier development are something we take very

systematic processes and training to give manufacturing teams a better

seriously within Teleflex and rolls into our supplier audit and supplier

understanding about the importance and use of each component or

quality program. Our Supply Chain and Quality leaders meet monthly for

device to help them ensure quality manufacturing practices.

a supplier quality review down to the individual supplier level. The teamreviews and signs off on any action plans and corrective action plans for

Our message of quality is delivered throughout
our quality pillars:

those suppliers that require improvement. More information on these
expectations can be found on our website.
Employees are trained on our Labour Standards Assurance System

Teleflex Quality Pillars

We WillHigh Quality

Provide safe and effective
products that perform to customer
requirements

Compliant Medical Devices

Establish and maintain an effective
quality system that complies withdomestic and international standards
and regulatory requirements which
will result in compliant medical devices

Supply products in a timely fashion
Outstanding Customer Service and respond to customer requests todrive customer loyalty

Support Healthcare Providers

Support the needs of healthcare
providers and the patients they serve(LSAS) program, and we communicate our expectations with our
suppliers. When suppliers are initially onboarded with Teleflex, they are
required to complete a labor standards questionnaire and the responses
and supporting evidence are added to our vendor files for future reference.
We have an approved audit schedule for our suppliers with the frequency
of audit driven by supplier risk. This risk is assigned based on a set ofcriteria as detailed within our documented procedure
Teleflex has established a Product Safety Review Board (PRSB). Thisboard provides a committee level review of evaluations where a Field
Safety Corrective Action (FSCA) is potentially warranted. Health Hazard
Evaluations address known or potential product safety concerns andcompliance related issues. While these decisions have historically
been made by, and are procedurally finalized by QA Leadership, thecommittee provides the opportunity for a cross-functional review. CMA
serves as an equitable partner in decision-making for safety concerns
in the field. Additionally, the PSRB is intended to ensure key functional

Enhance Patient Outcomes73

Design, manufacture and distributeproducts that enhance patient
outcomes

TELEFLEX 2023 GLOBAL IMPACT REPORT

areas are aligned on the corrective action strategy, risks and effectivity
plan associated with the strategy, and resources required for associatedactions, such as rework, scrap, and CAPA.

“As a physician in the emergency
department, I require my medical
devices to function safely and effectively
to provide the best patient care. At
Teleflex, I work to ensure that that isexactly what happens for our clinicians.
Teleflex’s devotion to quality is a
primary focus for all of our products andis a source of pride for our employees.
I find my job fulfilling knowing I am partof a comprehensive team that isimperative for improved patient care.”
Christopher Ross, MD FRCPC FACEP FAAEM,
Global Medical Safety Director

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Company Awards & Thanks
To All Who Supported

74

Company Awards

75

Thanks To All Who Supported

76

TELEFLEX 2023 GLOBAL IMPACT REPORT

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Company Awards

75■

2023 Best Place to Work Winner (MedReps)■

NSAI Excellence Through People Certified (2021) Platinum Level■

Forbes Best Employers For Diversity 2022■

Human Rights Campaign 2023 Corporate Equality Index■

Forbes 2021 America’s Best Midsize Employers■

Forbes Best-In-State Employees (2020)■

Great Place To Work (India) Feb 2024 - Feb 2025■

Great Place To Work (China) Jun 2023 – Jun 2024■

Great Place To Work (Malaysia) Jun 2023 – Jun 2024■

Great Place To Work (Australia) Jun 2023 – Jun 2024

TELEFLEX 2023 GLOBAL IMPACT REPORT

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixThanks To All Who Supported
MY

Ahsokomar Ramasamy, Regional EHS Director, Malaysia

US

Fran Kiedeisch, Director, Technical Services, U.S.

MY

Matthias Rohde, Facilities Director, Malaysia

US

Alexis Alvarez, Senior Program Manager, Global Strategic R&D, U.S.

US

Greg Millican, EH&S Manager, U.S.

USMatt Boretti, Director, Strategic Program, Customer Experience, U.S.

US

Alyssa Bae, Manager, External Reporting, U.S.

US

Greg Stotts, President and General Manager OEM, U.S.

UK

Matt James, President EMEA and Global Urology Care, U.K.

US

Amee Chokshi, Learning Management Manager, U.S.

US

Howard Cyr, Corporate VP, Chief Compliance Officer, U.S.

USMatt Tomkin, Corporate VP, Business Development, U.S.

US

Arkell Butler, Global Sterility Assurance Manager, U.S.

US

Jake Newman, President, Americas, U.S.

US

Michelle Fox, Corporate VP and Chief Medical Officer, U.S.

MY

Asweny AP Kolanthaivelu, EHS Engineer, Malaysia

US

James Ferguson, President and GM, Surgical, U.S.

US

Nicole Keck, Senior Analyst, People Analytics, U.S.

US

Brandon Hohl, Director, Finance, U.S.

IE

James Winters, Corporate VP, Manufacturing and Supply Chain, IrelandMY

Norsurianti Karim, EHS Manager, Malaysia

IE

Brendan Delaney, Director of Purchasing Controls, IrelandMY

Jasfina Binti Ismail, EHS Engineer, Malaysia

IN

P Baburaj, Assistant Manager, Engineering, India

IE

Brian Greham, Global Director EHS, Ireland

US

Jay White, Corporate VP and President, Global Commercial, U.S.

US

Patrick Gotebeski, Internal Audit Manager, U.S.

US

Cameron Hicks, Corporate VP and Chief Human Resource Officer, U.S.

IN

Jitesh Kumar, Senior Engineering Manager, India

CZ

Petr Seifert, Facilities Manager, Czech Republic

US

Christopher Rosss, Global Medical Safety Director, U.S.

IE

Joe Moran, IT & Facilities Manager, Ireland

US

Priscila Nelson, Senior EHS Advisor, U.S.

US

Chuck Fliehman, VP, Business Practices, Information Security, Privacy

MX

Joel Ibarra, Regional EH&S Manager, Mexico

MY

Rashdannaim Bin Ismail, Senior Facilities Manager, Malaysia

and Compliance, U.S.

USJohn Deren, Corporate VP, and Chief Accounting Officer, U.S.

US

Renee Twardzik, Senior Manager - Global Corporate Communications, U.S.

IE

Colin Curran, VP Human Resources, Global Operations, Ireland

IE

John McDonald, Senior Director, Clinical and Medical Affairs, Ireland

IT

Roberta Griggio, Deputy Compliance Officer, EMEA, Italy

US

Daniel Logue, Corporate VP, General Counsel and Secretary, U.S.

USJohn Mooney, Internal Audit Manager, U.S.

US

Roger Graham, President and GM, Interventional, U.S.

UK

Daniel Price, Corporate VP, Commercial Finance, U.K.

US

JP Delaney, Sr Manager, Global Packaging, U.S.

US

Ron Aplin, VP, Global Quality Engineering, RAQA, U.S.

US

Danielle O’Brien, VP Finance - Assistant Corporate Controller, U.S.

IE

Karen Boylan, Corporate VP, Strategic Projects, Ireland

USSam Miriello, Senior Regional EHS Manager U.S. and EMEA

IEDavid O’Flynn, Sustainability Director, Ireland

US

Kelly Walsh, Sr Accountant, Accounting and Reporting, U.S.

US

Sara Eslinger, Senior Director, Product Quality Assurance, U.S.

US

Deborah McCarthy-Platz, EHS and Facilities Engineer, U.S.

US

Kevin Robinson, President and GM, Anesthesia and Emergency Medicine, U.S.

US

Saron Djeregna, Global Manager, Risk Management, Training and Transparency, U.S.

US

Derek Noah, Senior Manager, Sustainability Strategy and Reporting, U.S.

MX

Lucia Amezcua, Sustainability Analyst, Mexico

ZA

Shameema Mohamed, Compliance Manager, Critical Care & Indirect, South Africa

US

Diana Clifford, VP, Total Rewards, U.S.

US

Lauren Madalian, Group Compliance Administrator, U.S.

US

Shanté Demary, Director of Strategic Pricing and Contract Management, U.S.

IE

Dominik Reterski, Corporate VP, QA/RA, Ireland

US

Lawrence Keusch, VP, Investor Relations and Strategy Development, U.S.

US

Sharon Haughney, Director, Talent Acquisition-The Americas, U.S.

US

Eliza Filipancic, Project Specialist, Clinical and Medical Affairs, U.S.

US

Liam Kelly, Chairman, President and CEO, U.S.

US

Stephen Young, Senior EHS Engineer, U.S.

NL

Emma Pollard, Senior Director Global Talent Development, Netherlands

US

Lisa Kudlacz, President and GM, Vascular, U.S.

US

Thomas Powell, Executive VP and Chief Financial Officer, U.S.

IE

Emmet Dalton, VP, Global Brand, Digital, and Communications, Ireland

US

Mara Dauterman, Senior Manager, Global Biocompatibility and Microbiology, U.S.

USTim Duffy, VP, and Chief Information Officer, U.S.

US

Eric Halsey, Senior Global Marketing Manager, Surgical, U.S.

IE

Maria Quaid, Senior Director, HR, Ireland

US

Tosin Lediju, EHS Engineer, U.S.

US

Eric Kopelson, Director, Corporate Development, U.S.

USMarie Hendrixson, VP, Internal Audit, U.S.

US

Whitney Reynolds, VP Global Customer Experience, U.S.

US

Erica Battin, Global HR Business Partner, U.S.

US

Martha Smigel, EHS Engineer, U.S.

SG

Evelyn Sin, VP, HR - APAC and EMEA, Singapore

IE

Mary O’Malley, Creative Director International, Marketing Communications
International, Ireland

76

TELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Data Appendix

77

Ethics & Governance78

People79

Community & Sustainable Healthcare

88

TELEFLEX 2023 GLOBAL IMPACT REPORT

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Data Appendix
Ethics & Governance
Board of Directors by Gender

Board of Directors by Ethnicity

Board of Directors Average Tenure

Board of Directors Average Age

2021

2021

2021

2021

2022

2023

67%

67% Male

100%

89%

78% White

22%

33%

33% Female

0%

11%

22% Non-white

2021

2022

2023

96%
97%

This breach was determined to be immaterial and did not result in any monetary damages or losses.

TELEFLEX 2023 GLOBAL IMPACT REPORT

2022
8.0

Known information security or data security breaches

97%

78

2023

78%

Completion Rate of Code of Ethics Training

16

2022

2021

2022

2023
116

2023
7.6

6.6 Years

65.0

2022
64.1

2023
62.8 Years

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleTalent Recruitment

Employee Engagement

2022

2022

2023
27%

22% % of U.S. hires for externally
filled roles came via an
employee referral

87%

87% New hire response rate

100%

100% New hire survey
satisfaction rate
$360,000 Employee referral bonus sum$460,00079

TELEFLEX 2023 GLOBAL IMPACT REPORT

2023
83%

77

% of open roles filled withinternal candidates

2022
85% Employee experiencesurvey response rate
75 Employee experience survey
satisfaction score (eSat)

2023
24%

24% Total

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

PeopleGlobal New Hires - Gender80

Global New Hires - Age Band

Global New Hires - Region

U.S. New Hires - Ethnicity

2021

2022

2023

2021

2022

2023

2021

2022

2023

2021

2022

2023

2,305
57.2%

3,304
58.4%

2,104 Female
55.2%

2,143
53.1%

3,271
57.9%

1,909 <30
50.1%

961
23.8%

2,010
35.6%

286 Asia-Pacific
7.5%

1
0.1%

3
0.3%

4 American Indian
0.4% /Alaskan Native

1,727
42.8%

2,345
41.5%

1,703 Male
44.7%

1,137
28.2%

1,336
23.6%

1,059 30-39
27.8%

355
8.8%

543
9.6%

259 Europe, Middle
6.8% East and Africa

97
10.8%

127
12.6%

121 Asian
11.6%

1
0.0%

5
0.1%

5 Unknown/
0.1% Undeclared

501
12.4%

706
12.5%

579 40-49
15.2%

1,838
45.6%

2,087
36.9%

2,221 Latin
58.3% America

97
24.7%

231
22.9%

253 Black
24.3%

4,033

5,654

3,812 Grand Total

252
6.3%

341
6.0%

265 50+
6.9%

879
21.8%

1,014
17.9%

1,046 North
27.4% America

13
1.5%

25
2.5%

85 Choose not
8.1% to answer

4,033

5,654

3,812 Grand Total

4,033

5,654

3,812 Grand Total

1
0.1%

2
0.2%

2 Hawaiian/Other
0.2% Pacific Island

65
7.2%

97
9.6%

89 Hispanic
8.5%

22
2.4%

22
2.2%

28 Two or
2.7% More Races

479
53.2%

501
49.7%

461 White
44.2%

900

1008

1,043 Grand Total

TELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

PeopleGlobal Tenure - Workforce

81

Global Tenure - Senior Management12

Global Workforce - Turnover Rate

Global Senior Management12- Turnover Rate

2021

2022

2023

2021

2022

2023

2021

2022

2023

2021

2022

2023

2,706
18.8%

3,543
22.9%

2,034 <1
14.2%

7
7.2%

4
4.4%

2 <1
2.4%

8.2%

9.5%

15.2% Involuntary

9.5%

6.6%

12.1% Involuntary

2,766
19.2%

2,808
18.2%

4,003 1-2
28.0%

7
7.2%

11
12.1%

9 1-2
11.0%

20.0%

21.7%

20.5% Voluntary

14.7%

8.8%

6.0% Voluntary

28.2%

31.2%

35.7% Total

24.2%

15.4%

18.1% Total

3,328
23.2%

3,349
21.6%

2,772 3-5
19.3%

15
15.5%

12
13.2%

14 3-5
17.1%

2,284
15.9%

2,454
15.9%

2,517 6-11
17.6%

24
24.7%

21
23.1%

16 6-11
19.5%

1,024
7.1%

1,034
6.7%

873 11-14
6.1%

20
20.6%

20
22.0%

21 11-14
25.6%

2,267
15.8%

2,281
14.7%

2,117 15+
14.8%

24
24.8%

23
25.2%

20 15+
24.4%

14,375
7.1

15,4696.8

14,316 Grand Total
6.9 Average Tenure

97

91

10.8

10.8

TELEFLEX 2023 GLOBAL IMPACT REPORT

82 Grand Total
11.8 Grand Total

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeoplePeople82

Training hours in 2023 for full-time
non-manufacturing employees(via Connect Learning Platform)

Training hours in 2023 for full-time
non-manufacturing employees(via Connect Learning Platform)

2022

2022

2023

2023

% returned to work after parental
leave (U.S. only)

2021

2022

2023

7.2

7.9 Male

8.6

6.5 Senior Management8

97%

98%

100% Male

8.0

8.7 Female

10.0

13.1 Manager

98%

97%

100% Female

3.8

5.6 Other

6.8

7.8 Individual Contributor

98%

98%

100% Total

6.4

4.5 Support Staff

TELEFLEX 2023 GLOBAL IMPACT REPORT

Community &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

PeopleU.S. Parental Leave 2023
Eligible for Parental Leave83# of Employees that used
Paid Parental Leave17

Unpaid Parental Leave Used18

Returned to Work

3,899
Total

91
Total

32
Total

91

2,131 Male

56 Male11 Male56 Male1,760 Female

35 Female

21 Female

35 Female

8 Other

0 Other

0 Other

0 Other17

Includes parental leave that was initiated in 2023

18

Unpaid parental leave is used after paid parental leave is exhausted

TELEFLEX 2023 GLOBAL IMPACT REPORT

Total

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

PeopleRegion - Workforce

84

Global Gender - Senior Management8

Global Gender - Workforce

Region - Senior Management8

2021

2022

2023

2021

2022

2023

2021

2022

2023

2021

2022

2023

3,633
25.3%

4,458
28.8%

4,174 Asia-Pacific
29.2%

22
22.7%

23
25.3%

21 Female
25.3%

8,501
59.1%

9,089
58.8%

8,376 Female
58.5%

4
4.1%

3
3.3%

4 Asia-Pacific
4.9%

3,037
21.1%

3,126
20.2%

2,841 Europe, Middle
19.8% East and Africa

75
77.3%

68
74.7%

61 Male
74.7%

5,859
40.8%

6,372
41.2%

5,931 Male
41.4%

21
21.7%

17
18.7%

15 Europe, Middle
18.3% East and Africa

3,947
27.5%

4,042
26.1%

3,281 Latin
22.9% America

97

91

15
0.1%

8
0.0%

9 Other
0.1%

72
74.2%

71
78.0%

63 North
76.8% America

3,758
26.1%

3,843
24.9%

4,020 North
28.1% America

14,375

15,46997

91

14,375

15,46914,316 Grand Total

TELEFLEX 2023 GLOBAL IMPACT REPORT

82 Grand Total

14,316 Grand Total

82 Grand Total

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

PeopleU.S. Ethnicity - Workforce

85

U.S. Ethnicity - Senior Management8

Global Terminations - GenderGlobal Terminations - Age Band

2021

2022

2023

2021

2022

2023

2021

2022

2023

2021

2022

2023

15
0.4%

16
0.4%

18 American Indian
0.5% /Alaskan Native

1
1.4%

1
1.4%

1 American Indian
1.6% /Alaskan Native

6
0.2%

1
0.0%

4 Undeclared/
0.1% Unknown

1,760
43.2%

2,253
46.7%

2,140 <30
42.1%

502
13.5%

514
13.5%

474 Asian
11.9%

3
4.1%

3
4.2%

2 Asian
3.2%

484
13.0%

462
12.1%

478 Black
12.0%

1
1.4%

1
1.4%

3 Choose not
4.7% to answer

2,363
57.9%

2,878
59.7%

2,835 Female
55.7%

1,132
27.8%

1,192
24.7%

1,381 30-39
27.1%

56
1.5%

60
1.6%

185 Choose not
4.6% to answer

2
2.8%

2
2.8%

2 Hispanic
3.2%

1,709
41.9%

1,945
40.3%

2,250 Male
44.2%

659
16.1%

698
14.5%

884 40-49
17.4%

4,078

4,824

5,089 Grand Total

6
0.2%

8
0.2%

5 Hawaiian/Other
0.1% Pacific Island

1
1.4%

1
1.4%

0 Two or
0.0% More Races

527
12.9%

681
14.1%

684 50+
13.4%

273
7.3%

315
8.3%

338 Hispanic
8.5%

64
88.9%

63
88.8%

55 White
87.3%

4,078

4,824

5,089 Grand Total

77
2.1%

75
2.0%

75 Two or
1.9% More Races

72

71

2,311
62.0%

2,356
61.9%

2,409 White
60.5%

3,724

3,806

3,982 Grand Total

TELEFLEX 2023 GLOBAL IMPACT REPORT

63 Grand Total

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

PeopleGlobal Senior Management
Terminations - Age Band86

Global Senior Management
Terminations - GenderGlobal Senior Management8- Age Band

Global Workforce - Age Band

2021

2022

2023

2021

2022

2023

2021

2022

2023

2021

2022

2023

0
0.0%

0
0.0%

0 <30
0.0%

16
69.6%

10
71.4%

13 Male
86.7%

8
8.3%

3
3.3%

2 30-39
2.4%

3,509
24.4%

4,080
26.4%

3,427 <30
24.0%

1
4.4%

0
0.0%

0 30-39
0.0%

7
30.4%

4
28.6%

2 Female
13.3%

38
39.2%

35
38.5%

26 40-49
31.7%

3,943
27.4%

4,203
27.1%

4,054 30-39
28.3%

7
30.4%

3
21.4%

6 40-49
40.0%

0
0.0%

0
0.0%

0 Other
0.0%

51
52.5%

53
58.2%

54 50+
65.9%

3,792
26.4%

3,909
25.3%

3,712 40-49
25.9%

15
65.2%

11
78.6%

9 50+
60.0%

23

14

97
50.3

91
51.2

82 Grand Total
52.1 Average Age

3,131
21.8%

3,277
21.2%

3,123 50+
21.8%

23

14

14,37540.0

15,46939.4

14,316 Grand Total
40.0 Average Age

TELEFLEX 2023 GLOBAL IMPACT REPORT

15 Grand Total

15 Grand Total

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixCommunity & Sustainable Healthcare

PeopleDART Rate

Fatalities

0.94

3
0.76

Medical Education Grants

2019

0

2019

2020

30

2020

2021

0

2021

2022

0

2022

IIS Clinical Research Grants

37# of Grants

73# of Grants

13

20

0.59

0.42

70

0.39 2023

0

2023
2021

87

TELEFLEX 2023 GLOBAL IMPACT REPORT

2022

2023

2022

37

70

73 # of Grants$700,000$800,000$730,000 Total Dollars

2023
13

$1.7 million

20# of Grants$3.7 million

Total Dollars

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Community & Sustainable Healthcare
Directed Clinical Research Grants# of Grants

8

2021$1 million

88

2021
12

# of Grants$4.8 million

Total Dollars

TELEFLEX 2023 GLOBAL IMPACT REPORT

Teleflex Foundation# of Healthcare
Professionals
Educated

12

2022
8

Product Education

130,000

2022
185,000

Total Money
Donated2023
250,000 # HCPs Educated

2021

2022

$195,000

2023$205,000$225,000 Total Money Donated-29

17 Number of MAD Grants-

100

105 Number of Matching Gift

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& GovernanceTeleflex Corporate Policies

Teleflex Corporate Policies

89

TELEFLEX 2023 GLOBAL IMPACT REPORT

90

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Teleflex Corporate Policies
Teleflex has an extensive list of corporate policies that provide a■framework for our global approach to compliance.

Code of Ethics■

 Set of standards and behaviors we require for conducting business Lays out procedures and requirements for resellers to comply with

with integrity and with high ethical and legal standards.
partners to adhere to global compliance guidelines.

of conduct, including those published by AdvaMed (U.S. and China),

the MTAA (Medical Trade Association of Australia).

Acceptable Use and Responsibilities Policy Policy establishes the requirements, prohibitions, and Company■

best practices.
■■■

 Defines what is considered corruption and provides some examplesof possible scenarios of which employees should be aware.

 Relevant employees are trained to promptly refer requests foroff-label information to Teleflex Clinical and Medical Affairs (CMA)
to be handled in accordance with cur-rent FDA and other applicablelegal and regulatory requirements in the jurisdictions in which we
do business.

90

TELEFLEX 2023 GLOBAL IMPACT REPORT The approval process includes different functions within theorganization, including representatives from Marketing, Clinical andMedical Affairs, Regulatory Affairs, and Legal.

EHS Statement Document■of compensation to be paid to a covered recipient in accordance

Global EHS Policy Statementwith public disclosure requirements and Teleflex policies, as well

 Policy that sets worth how we approach our Environmental, Health,as the Sunshine Act, AdvaMed, and other legal, regulatory andethical guidelines.

Global IT and Cybersecurity Policy■

Healthcare Provider Payment Tracking Policy
 Provides guidance to ensure proper disclosure of payments madefor maintaining confidentiality, integrity, and availability of Teleflex

to Healthcare Professionals in accordance with applicable law.

information assets. Control requirements include defined roles,

 In the U.S., we report payments broken down by the state (where

responsibilities, and practices for ensuring that information assets

necessary) and this can be viewed on the U.S. Centers for Medicare

are appropriately secured through the full informationand Medicaid Open Payments website.
 In Europe, we report payments in several countries and in line withmanagement lifecycle from initiation to archival and purge.
■

Healthcare Provider Compensation Determination Policy This policy outlines the method to determine the fair market value

 This policy establishes the requirements and responsibilities

corruption risks.

Information

products and services.

and Safety work within Teleflex

Anti-Corruption Policy

CMA Policy on Responding to Requests Related to Off-Label We work with our suppliers to provide clear and transparent

within Teleflex

 Provides information on how we identify and reduce any potential 		■of various types of marketing communications relating to our

Employee, Health, and Safety program and how it is managed

to protect the Company and its employees, Systems, and 		
Information Assets in compliance with applicable law andConflict Minerals Policy Detailed document which provides additional details about ourAssets, and Third-party systems supporting Teleflex business 		
The requirements and restrictions set forth in this policy is designed

 This policy outlines the requirements and processes for approval

provides more details on this program and our stance.
■

Global Standard Operating Procedure (SOP) on Marketing
Communications

information on any conflict minerals we may use. This policy

practices that apply to the use of Teleflex’s Systems, Information 		
activities by employees and authorized agents of Teleflex. 		

■(most recently updated in 2023)

Below is a list of many (but not all) of our external and internal policies:■

Corruption Policy.

 Reviewed on an annual basis to consider any changes or updates

MedTech Europe, APACMed, SAMED (South African Medical Device),
ABIMED (Brazilian Association of the Health Technology Industry), andother Teleflex policies such as our Code of Ethics and Anti- Available in 17 languages to allow all our employees and business

Teleflex also operates in line with many standardized industry codes

Global Reseller Management

the MedTech Europe Code.

Global Reimbursement and Health Economics Policy

 For all our other regions, we report payments at the level required 		 This policy explains internal processes for providing Healthcareby law.

Professionals and Government Officials with coding, coverage,
payment, reimbursement, and health economics information
related to Teleflex products, as well as Teleflex’s efforts to engage
with payers and GOs relating to obtaining coverage for, and access
to, Teleflex products.

■

Human Capital Development Statement
 Provides a detailed summary about how Teleflex approaches
human capital management and some of the programs we offer

Welcome■

Teleflex at a Glance

Corporate Social
Responsibility

Integrity Code

Ethics& Governance■ A set of policies to ensure Teleflex conducts business ethically when

diversity businesses and small businesses.
■

 Policies include subject matters such as HCP engagement,■

suppliers regarding ethics and social responsibility.
■

Labor Standards Assurance (LSAS) Policy

Representatives19

suppliers to ad-here to related to human and labor rights including

 To support for our Third-Party Representatives to develop theirareas such as fair working practices, whistleblowing, and freedom

own integrity policies, we have made the Teleflex Integrity Policies

of association.

and Procedures available to them to aid in their development.

Reporting Non-Compliance and Enforcement

 In order to centralize and standardize our due diligence, we utilize athird-party management platform to facilitate the due diligence Provides details to Teleflex’s internal processes and lines ofcommunication for reporting suspected noncompliance andof our Third-Party Representatives.

internal processes for imposing disciplinary actions for non-

 Available in nine different languages

compliance of internal policies and IPPs■■

Sales Compensations Terms and Conditions

environmental sustainability and the activities that we conduct tomeet these objectives.

transparent process in which our sales team is compensated, andthe standards set for payout.

■

Social Media Policy

are best in class when it comes to our supply chain andmanufacturing process

to create and use social media in accordance with this policy and■Global Brand guidelines. Teleflex has developed this policy to■91

Travel and Expense Policy This Policy establishes guidelines governing the reimbursement

help protect its reputation and brands, prevent disclosure of itsof travel and other business-related expenses. Individual business

confidential business information, and facilitate compliance withunits may also have requirements on specific travel and businessapplicable laws and regulations.

expenses that are more restrictive.

Statement of Engagement on Public Policy Issues
 Teleflex’s approach and stance on public policy engagement with19

Teleflex Supplier Expectations
 We have a strict set of expectations for our suppliers to ensure we This policy requires all individuals working on behalf of Teleflex
related Teleflex Global Digital Communications standards andTeleflex Environmental Statement This statement outlines our approach and commitment to We have an internal document that outlines the clear and■Third-Party Integrity Code
 Standards of business conduct for all of our Third-Party Outlines the standards in which Teleflex requires its employees and■Supplier Ethics Statement
 High level statement as to the expectations Teleflex has for its

educational and research grants, gift and entertainment, andhumanitarian aid and charitable donations.

Supplier Diversity Statement This statement provides details to how we approach working withit comes to interactions with healthcare professionals (HCP),
patients, governments, and other external professionals.

Planet & Environment■

Quality Standards
 The minimum standards at which suppliers must meet when it

political organizations and with industry groups and tradecomes to the quality of the products or raw materials that areassociations

supplied to Teleflex

Teleflex considers Third-Party Representatives resellers, sales agents, and vendors.

TELEFLEX 2023 GLOBAL IMPACT REPORT

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Reporting and Disclosure
Appendices
Global Reporting Initiative (GRI)94

Sustainability Accounting Standards Board (SASB)

99

Taskforce on Climate-Related Financial Disclosures (TCFD) 102
United Nations Sustainable Development Goals (UN SDGs) 109

92

TELEFLEX 2023 GLOBAL IMPACT REPORT

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Teleflex has aligned the 2023 Global
Impact Report with various
reporting frameworks including the
Global Reporting Initiative (GRI),
Sustainability Accounting Standards
Board (SASB), Taskforce on ClimateRelated Financial Disclosures (TCFD),
and shown our alignment with theUnited Nations Sustainable
Development Goals (UN SDGs).

93

TELEFLEX 2023 GLOBAL IMPACT REPORT

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

AppendixGlobal Reporting Initiative (GRI)
Statement of use

Teleflex has reported in accordance with the GRI Standards for the period January 1, 2023, to December 31, 2023.

GRI 1 used

GRI 2021 Standards

GRI 1: Foundation 2021

Disclosure

Location
General Disclosures

GRI 2: General
Disclosures 2021

94

2-1 Organizational details"Teleflex at a Glance"

2-2 Entities included in the organization’s sustainability reporting"About this Report"

2-3 Reporting period, frequency and contact point"About this Report"

2-4 Restatements of information

None

2-5 External assuranceNone

2-6 Activities, value chain and other business relationships

Annual Report (10K)

2-7 Employees"Diversity, Equity, and Inclusion"

2-8 Workers who are not employees

Omitted – information not available at this time.

2-9 Governance structure and composition

Investor Relations

2-10 Nomination and selection of the highest governance body

Investor Relations

2-11 Chair of the highest governance body

Investor Relations

2-12 Role of the highest governance body in overseeing the management of impacts"Corporate Social Responsibility"

2-13 Delegation of responsibility for managing impacts"Corporate Social Responsibility"

2-14 Role of the highest governance body in sustainability reporting"Corporate Social Responsibility"

2-15 Conflicts of interest

Investor Relations

2-16 Communication of critical concerns

Investor Relations

TELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

GRI 2021 Standards

Ethics& Governance

Planet & Environment

PeopleDisclosure

Community &Sustainable Healthcare

Appendix

Location
General Disclosures

GRI 2: General
Disclosures 2021

2-17 Collective knowledge of the highest governance body

Investor Relations

2-18 Evaluation of the performance of the highest governance body

Investor Relations  

2-19 Remuneration policies

Investor Relations  

2-20 Process to determine remuneration

Investor Relations  

2-21 Annual total compensation ratio

Investor Relations  

2-22 Statement on sustainable development strategy“CEO Message” and “Corporate Social Responsibility Chair Message”

2-23 Policy commitments

Corporate Social Responsibility  

2-24 Embedding policy commitments

Corporate Social Responsibility  

2-25 Processes to remediate negative impacts

Throughout report2-26 Mechanisms for seeking advice and raising concerns

Code of Ethics

2-27 Compliance with laws and regulations

As a public company, we report information regarding material legal proceedings in our Exchange Act
filings. Please see the Company’s relevant Exchange Act filings for additional information.

2-28 Membership associations"Industry Groups and Trade Associations"2-29 Approach to stakeholder engagement"Stakeholder Engagement”

2-30 Collective bargaining agreements

Teleflex Labour Standards Assurance Policy

Material Topics
GRI 3: Material Topics 2021

3-1 Process to determine material topics“Materiality Assessment”

3-2 List of material topics“Corporate Social Responsibility”

Economic Performance
GRI 3: Material Topics 2021
GRI 201: Economic
Performance 201695

TELEFLEX 2023 GLOBAL IMPACT REPORT

3-3 Management of material topics

Annual Report (10K)

201-1 Direct economic value generated and distributed

Annual Report (10K)

201-3 Defined benefit plan obligations and other retirement plans

Annual Report (10K)

201-4 Financial assistance received from government

Annual Report (10K)Welcome

Teleflex at a Glance

Corporate Social
Responsibility

GRI 2021 Standards

Ethics& Governance

Planet & Environment

PeopleDisclosure

Community &Sustainable Healthcare

Appendix

Location
Anti-corruption

GRI 3: Material Topics 2021

GRI 205: Anti-corruption 2016

3-3 Management of material topics“A Culture of Compliance”

205-1 Operations assessed for risks related to corruption“A Culture of Compliance”

205-2 Communication and training about anti-corruption policies and procedures“A Culture of Compliance”

205-3 Confirmed incidents of corruption and actions taken

As a public company, we report information regarding material legal proceedings in our Exchange Act
filings. Please see the Company’s relevant Exchange Act filings for additional information.

Anti-competitive behavior
GRI 3: Material Topics 2021
GRI 206: Anti-competitive Behavior 2016

3-3 Management of material topics“A Culture of Compliance”

206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

As a public company, we report information regarding material legal proceedings in our Exchange Act
filings. Please see the Company’s relevant Exchange Act filings for additional information.

Waste
GRI 3: Material Topics 2021
GRI 306: Waste 2020

3-3 Management of material topics“Waste”

306-1 Waste generation and significant waste-related impacts“Waste” and “Product Sustainability”

306-2 Management of significant waste-related impacts“Waste” and “Product Sustainability”

Employment
GRI 3: Material Topics 2021

GRI 401: Employment 2016

3-3 Management of material topics“People”

401-1 New employee hires and employee turnover”Inclusive Recruiting” and “Exceptional Employee Experience”

401-2 Benefits provided to full-time employees that are not provided to temporary or part-”Benefits”

time employees
401-3 Parental leave

96

TELEFLEX 2023 GLOBAL IMPACT REPORT”Family Support”

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

GRI 2021 Standards

Ethics& Governance

Planet & Environment

PeopleDisclosure

Location
Occupational health and safety

GRI 3: Material Topics 2021

GRI 403: Occupational Health and
Safety 2018

3-3 Management of material topics”Employee Health and Safety”

403-1 Occupational health and safety management system”Employee Health and Safety”

403-2 Hazard identification, risk assessment, and incident investigation”Employee Health and Safety”

403-3 Occupational health services”Employee Health and Safety”

403-4 Worker participation, consultation, and communication on occupational health and safety”Employee Health and Safety”

403-5 Worker training on occupational health and safety”Employee Health and Safety”

403-6 Promotion of worker health”Employee Health and Safety”

403-7 Prevention and mitigation of occupational health and safety impacts directly linked by”Employee Health and Safety”

business relationships
403-8 Workers covered by an occupational health and safety management system”Employee Health and Safety”

Training and education
GRI 3: Material Topics 2021

3-3 Management of material topics”Learning and Development”

GRI 404: Training and
Education 2016404-1 Average hours of training per year per employee”Learning and Development”

404-2 Programs for upgrading employee skills and transition assistance programs”Learning and Development”

Diversity and equal opportunity
GRI 3: Material Topics 2021

3-3 Management of material topics”Diversity, Equity, and Inclusion”

GRI 405: Diversity and Equal
Opportunity 2016405-1 Diversity of governance bodies and employees”DEI Metrics”

Public policy97

GRI 3: Material Topics 2021

3-3 Management of material topics“Public Policy”

GRI 415: Public Policy 2016415-1 Political contributions$0.00 USD in 2023

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Community &Sustainable Healthcare

AppendixWelcome

Teleflex at a Glance

Corporate Social
Responsibility

GRI 2021 Standards

Ethics& Governance

Planet & Environment

PeopleDisclosure

Community &Sustainable Healthcare

Appendix

Location
Customer health and safety

GRI 3: Material Topics 2021

GRI 416: Customer Healthand Safety 2016

3-3 Management of material topics“Product Quality and Safety”

416-1 Assessment of the health and safety impacts of product and service categories

Teleflex reviews its products for health and safety impacts based on our QMS (Quality Management416-2 Incidents of non-compliance concerning the health and safety impacts of products andSystem) and the governing regulations, particularly ISO13485 and 21CFR820, Teleflex does notservicesdifferentiate reviews for improvement or safety impact by product or service category.
Teleflex did not have any incidents of non-compliance that resulted in a warning (i.e. warning letter),fine or penalty in 2023.

Marketing and labeling
GRI 3: Material Topics 2021

GRI 417: Marketing and Labeling 2016

3-3 Management of material topics”Sales and Marketing Practices”

417-2 Incidents of non-compliance concerning product and service information and labeling

As a public company, we report information regarding material legal proceedings in our Exchange Act
filings. Please see the Company’s relevant Exchange Act filings for additional information.

417-3 Incidents of non-compliance concerning marketing communications

As a public company, we report information regarding material legal proceedings in our Exchange Act
filings. Please see the Company’s relevant Exchange Act filings for additional information.

Customer privacy
GRI 3: Material Topics 2021
GRI 418: Customer Privacy 2016

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3-3 Management of material topics”Information Security and Data Privacy”

418-1 Substantiated complaints concerning breaches of customer privacy and losses of”Information Security and Data Privacy”

customer dataWelcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Sustainability Accounting Standards Board (SASB)TOPICSASB Code
HC-MS-240a.1

MetricDisclosure/Explanation

Ratio of weighted average rate of net price increases (for all

Teleflex works with distributors and healthcare providers to agree to a price that is fair. This process

products) to the annual increase in the U.S. Consumer Price Index

differs product to product and country to country. Teleflex does not provide pricing information at thistime. Factors that affect price would typically be the commercial competitive environment, geographicalmarket, volume commitment or duration of contract commitment, and customer segment (e.g. hospital,
distributor, military).

Affordability and Pricing

HC-MS-240a.2

Description of how price information for each product is disclosed toPrices are communicated through distributors or directly with healthcare providers by way of a contract,customers or to their agentstender, price quote, or similar pricing agreement. In these documents, a selling price is provided, which
is either based on the approved list price (current standard selling prices available to all customers) orapproved special price (negotiated price specific to the customer). These documents also include thefulfillment conditions for discounts and/or rebates, if any. As these documents are typically regarded asconfidential information, relevant confidentiality clauses will be included in these purchasing agreements.

HC-MS-250a.1

Number of recalls issued, total units recalled■

2023 Class 1 recalls20: 3z■
HC-MS-250a.2
Product Safety

List of products listed in the FDA’s MedWatch Safety Alerts for Human# of units affected: 51,033,417

For more information regarding recalls please refer to the F.D.A. Medical Device Recall Database

MedWatch: The FDA Safety Information and Adverse Event Reporting Program

Medical Products database
HC-MS-250a.3

Number of fatalities related to products as reported in the FDA

MAUDE - Manufacturer and User Facility Device Experience

Manufacturer and User Facility Device Experience
HC-MS-250a.4

Number of FDA enforcement actions taken in response to violations

Noneof current Good Manufacturing Practices (cGMP), by type

Note: This response is based on considering an “FDA enforcement action” to be the issuance of an FDA warning
letter, which Teleflex did not receive in 2023.

HC-MS-270a.1
Ethical Marketing

HC-MS-270a.2

Total amount of monetary losses as a result of legal proceedings

As a public company, we report information regarding material legal proceedings in our Exchange Act

associated with false marketing claims

filings. Please see the Company’s relevant Exchange Act filings for additional information.

Description of code of ethics governing promotion of off-label“Sales and Marketing Practices”

use of products

20Differences compared with data on FDA websites may be due to timeframe (the date Teleflex takes an action may differ from the date FDA classifies that action), definition of “recall” (FDA data includes actions taken even if the product is not removed orcorrected), and classification by product group vs. product code (FDA counts each impacted product code within a product family as a distinct recall).

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Teleflex at a Glance

TOPIC

Corporate Social
Responsibility

SASB Code
HC-MS-410a.1

Ethics& Governance

Planet & Environment

MetricDiscussion of process to assess and manage environmental and human

PeopleCommunity &Sustainable Healthcare

Appendix

Disclosure/Explanation"Product Sustainability”

health considerations associated with chemicals in products, and meet
Product Design and Lifecycle
Management

demand for sustainable products
HC-MS-410a.2

Total amount of products accepted for take-back and reused,

At Teleflex we have several reusable products. While we take back some products for repair or

recycled, or donated, broken down by: (1) devices and equipment

recycling, we have not yet established a system to quantify the extent of product takeback.

and (2) supplies
HC-MS-430a.1

Percentage of (1) entity's facilities and (2) Tier I suppliers' facilities

In 2023, the Teleflex Global EHS function deployed EHS audits on several selected sites through ourparticipating in third-party audit programs for manufacturing andCompliance Assurance Program delivered by independent third-party auditors.

product quality

For more information regarding our management of suppliers and audits please refer to the below
websites:

Supply Chain Management

HC-MS-430a.2■

https://teleflex.com/global/suppliers/ethics/Teleflex-LSAS-Policy-04-24-01-2020.pdf■

https://teleflex.com/usa/en/suppliers/teleflex-supplier-expectations/■

https://teleflex.com/usa/en/suppliers/teleflex-supplier-expectations/

Description of efforts to maintain traceability within the

We have traceability from raw material to distribution to end customer through various processes anddistribution chain

controls. From the time we purchase raw materials until they are received at our manufacturing sites,
we are able to track those materials through our logistics carrier via a carrier tracking reference and TMS(Transport Management System) reference linked to the shipment. From manufacturing to distribution
centers and from distribution centers to end customers the same process is used. Once the products reachthe end customer, proof of delivery is required to ensure receipt. The entire process is tracked throughour enterprise resource planning (ERP) system with the purchase order number, customer or vendor
information, container reference number, house of bill lading, and any other shipping information.

HC-MS-430a.3

Description of the management of risks associated with the use ofConflict Minerals Policy

critical materials
HC-MS-510a.1
Business Ethics

HC-MS-510a.2

Total amount of monetary losses as a result of legal proceedings

As a public company, we report information regarding material legal proceedings in our Exchange Act

associated with bribery or corruption

filings. Please see the Company’s relevant Exchange Act filings for additional information.

Description of code of ethics governing interactions with

Code of Ethics (page 7) and Teleflex Integrity Codehealthcare professionals

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Teleflex at a Glance

TOPIC

SASB Code
HC-MS-000.A

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

MetricNumber of units sold by product category

Anesthesia

Interventional

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Appendix

Disclosure/Explanation

Interventional Urology

Activity Metric

People82,934,349
354,5225,394,101OEM

140,245,824

Other

4,644,031

Respiratory

35,346,619

Surgical

31,974,900

Urology Care

91,501,650

Vascular Access

21,171,634

Grand Total

413,567,630

Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Taskforce on Climate-Related Financial Disclosures (TCFD)
TOPIC

Description
Disclose the organization’s governance around climate-related

Governancerisks and opportunities. Disclose the actual and potential impactsof climate-related risks and opportunities

Recommended disclosuresa) Describe the board’s oversight of climate-related risks andResponse“Climate Action Governance”

opportunities.
b) Describe management’s role in assessing and managing
climate-related risks and opportunities.

Disclose the actual and potential impacts of climate-related risks
and opportunities on the organization’s businesses, strategy, andfinancial planning where such information is material.

a) Describe the climate-related risks and opportunities theTeleflex recognizes the importance of identifying and assessingorganization has identified over the short, medium, and long term.

the impacts of climate-related risks and opportunities over theb) Describe the impact of climate-related risks and opportunities

short, medium, and long term. We evaluate both transition andon the organization’s businesses, strategy, and financial planning.
c) Describe the resilience of the organization’s strategy, taking

physical climate-related risks to determine the relative importanceof each. Transition risks are associated with the transition to a

into consideration different climate-related scenarios, including low-carbon global economy and include current and emerging
regulatory risks, technology risks, market risks, and reputational
a 2°C or lower scenario.

risks. Physical risks arise from the physical damage due to climatechange – these can be short-term events such as extreme weather
events, or long-term changes in weather patterns and sea levels.
We consider climate-related risks and opportunities over the shortterm (1-3 years), medium-term (3-10 years) and long-term (10+ years)

Strategytime horizons. In conjunction with a third-party, Teleflex conducted
our first Climate Risk Assessment in 2023. This first Assessment
focused on transition risk, involving stakeholder engagement andscenario analysis to identify relevant risks, assess their impact, andevaluate our business resilience related to these risks.
In this initial assessment, three transition risks were found to be
most relevant for Teleflex. These included regulatory risk related toa price on emissions, reputational risk linked to a shift in customer
behavior towards lower carbon options, and market risk linked tothe cost and availability of raw materials. Our exposure to theserisks was further assessed through a scenario analysis exercisethat helped us determine our potential risk exposure under
different scenarios and our preparedness to mitigate these risks.

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Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Taskforce on Climate-Related Financial Disclosures (TCFD)
TOPIC

Description
Disclose the actual and potential impacts of climate-related risks
and opportunities on the organization’s businesses, strategy, andfinancial planning where such information is material.

Recommended disclosuresa) Describe the climate-related risks and opportunities theorganization has identified over the short, medium, and long term.
b) Describe the impact of climate-related risks and opportunities
on the organization’s businesses, strategy, and financial planning.
c) Describe the resilience of the organization’s strategy, taking

Response
To conduct this analysis, we leveraged data from seven climate
scenarios designed by the Network for Greening the Financial
System (NGFS), which were developed by central banks andfinancial institutions from eight major economies and build on IPCC
assessments, socio-economic assumptions and three integrated

into consideration different climate-related scenarios, including assessment models to explore the implications of climate-relatedtransition and physical risks. The following table includes the enda 2°C or lower scenario.
of-century temperature alignments of each scenario, as well as a
description of their main characteristics.
Policy and legal risk: Carbon pricing
Scenario Name

Strategy

Temperature(2100) Description

Net Zero 2050

1.4 °C

Stringent climate policies and technological innovation in near term
drives emissions reductions

Low Demand

1.4 °C

Significant reduction in energy demand and carbon pricing policies
drive low-carbon technologies and reduced economic activity

Below 2°C

1.6 °C

Gradual increase in stringency of climate policies

Delayed Transition

1.6 °C

Annual emissions do not decrease until 2030, after 2030, strong
climate policies result in significant economic impacts

Fragmented World

2.3 °C

Delayed and fragmented climate action results in a high physical andtransition risk scenario

NDCs

2.6 °C

Nationally Determined Contributions (NDCs), including all pledged
targets are met

Current Policies

3+ °C

Only currently implemented policies remain in place, resulting in ahigh physical risk scenario

Each of the seven NGFS scenarios integrates carbon priceassumptions which serves as an indicator for the level ofregulatory risk exposure.

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Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Taskforce on Climate-Related Financial Disclosures (TCFD)
TOPIC

Description
Disclose the actual and potential impacts of climate-related risks
and opportunities on the organization’s businesses, strategy, andfinancial planning where such information is material.

Recommended disclosuresa) Describe the climate-related risks and opportunities the

Response
These carbon prices also represent a proxy for policy ambition andorganization has identified over the short, medium, and long term.

are influenced by the timing of policy implementation, regionalb) Describe the impact of climate-related risks and opportunities

distribution of policy mechanisms, and technology deployment.

on the organization’s businesses, strategy, and financial planning.
c) Describe the resilience of the organization’s strategy, taking

By examining Teleflex’s exposure to carbon pricing and regulatory
risk across seven different scenarios, we can better prepare for the

into consideration different climate-related scenarios, including uncertainty surrounding these risks.
a 2°C or lower scenario.

Our analysis assessed potential impacts for a business-as-usual
growth pathway and a pathway aligned with reducing ouremissions in line with our Science Based Target (SBT). Risk levels
were modeled out to 2050 in line with the target year for our net
zero SBT. The analysis showed that Teleflex will face the most
exposure under a Net Zero 2050 scenario, with the exposure
decreasing if Teleflex follows an emission reduction trajectory in

Strategyline with our SBT. The results highlighted the value of pursuingand achieving emissions reductions as a strategy to reduce carbon
related risk exposure. Investments related to achieving Teleflex’s
SBT may result in avoided cost exposure to future carbon pricing.
Teleflex is committed to supporting a low carbon future andimplementing initiatives in line with achieving emissions reductions
that will improve resilience and competitiveness.
There are several ways Teleflex plans to reduce our carbon
footprint. We are exploring options regarding clean energy,
such as additional on-site renewables, renewable energy powerpurchase agreements (PPAs), and securing energy attributecertificates such as renewable energy certificates. As part ofour commitment to reducing greenhouse gas emissions, weare taking steps across our business to reduce the possibility ofclimate-warming refrigerant gases leaking into the atmosphere.

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Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Taskforce on Climate-Related Financial Disclosures (TCFD)
TOPIC

Description
Disclose the actual and potential impacts of climate-related risks
and opportunities on the organization’s businesses, strategy, andfinancial planning where such information is material.

Recommended disclosuresa) Describe the climate-related risks and opportunities theorganization has identified over the short, medium, and long term.
b) Describe the impact of climate-related risks and opportunities
on the organization’s businesses, strategy, and financial planning.

Response
In 2022, for example, we replaced over 30 chiller, refrigerant, and
HVAC units across five sites. This resulted in the removal of ozone
depleting refrigerants (R-22), lowering our global warming potential
risk, and reducing power demand by over 500kW.

c) Describe the resilience of the organization’s strategy, taking

More information can be found in our Climate Action section of
into consideration different climate-related scenarios, including this report.
a 2°C or lower scenario.
Market risk: Change in customer behavior towards lower carbon options
Teleflex is committed to maintaining its competitive market
position as the world transitions to a low-carbon economy. Markets
and reputation represent key risk areas in this transition, andmanaging these risks will go hand in hand with managing Teleflex’s
market position and brand. In this first round of scenario analysis,

Strategy

Teleflex took important steps to understanding the complex forces
associated with how our market position and reputation could be
affected by climate change and a shift in customer and consumer
sentiment and behavior.
In order to evaluate Teleflex’s exposure to a shift in demand towards
low-carbon products, we used gross domestic product (GDP) loss
due to climate change as a proxy for customer and consumer
sentiment and behavior. This analysis leveraged Teleflex’s 2022 sales
revenue data to gauge country-specific exposure to these impacts.
Sales revenue projections were combined with NGFS scenario
assumptions to determine a potential annual financial impact undereach scenario. This provided an estimate of Teleflex’s exposure to ashift in consumer behavior towards low-carbon products.

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Welcome

Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Taskforce on Climate-Related Financial Disclosures (TCFD)
TOPIC

Description
Disclose the actual and potential impacts of climate-related risks
and opportunities on the organization’s businesses, strategy, andfinancial planning where such information is material.

Recommended disclosuresa) Describe the climate-related risks and opportunities theorganization has identified over the short, medium, and long term.
b) Describe the impact of climate-related risks and opportunities

Response
The following simplifying assumptions were made in the analysis:■

identically by a shift in consumer behavior, regardless ofon the organization’s businesses, strategy, and financial planning.
c) Describe the resilience of the organization’s strategy, taking
into consideration different climate-related scenarios, including
a 2°C or lower scenario.

All sales revenue streams were assumed to be affectedcarbon intensity of the products.

■

Consumers in all regions were assumed to react in the sameway in the face of GDP losses due to climate change.

■

Consumer sentiment and behavior regarding demand for
low-carbon products was assumed to change in tandem withchanges in GDP due to climate change.

The analysis found that under all scenarios, the projected loss
in sales will increase over time, and it will be higher under lower
climate ambition scenarios such as the Current Policies, NDCs andFragmented World scenarios, as the impacts of climate change
Strategy

will be higher, thereby negatively impacting GDP. In order tomitigate these risks, Teleflex is taking steps to allow for a greater
understanding of the emissions intensity of all of our products andundertaking initiatives to reduce product carbon footprints.
Technology risk: Cost and availability of energy and raw materials
While supply chain risks can straddle many climate-related risk
categories, a change in production and product technology will drivechanges in supply chain costs and force companies to make supply
chain adjustments in order to adapt to and mitigate these risks.
As a medical device and technology producer and supplier,Teleflex offers many products that are single-use and contain avariety of components made of steel, plastic, rubber, chemicals,
and many other materials. The production of these components
requires sourcing of raw materials from the Fossil Fuel, Metals
Manufacturing, and Chemicals industries.

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Teleflex at a Glance

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

Taskforce on Climate-Related Financial Disclosures (TCFD)
TOPIC

Description
Disclose the actual and potential impacts of climate-related risks
and opportunities on the organization’s businesses, strategy, andfinancial planning where such information is material.

Recommended disclosuresa) Describe the climate-related risks and opportunities theorganization has identified over the short, medium, and long term.
b) Describe the impact of climate-related risks and opportunities
on the organization’s businesses, strategy, and financial planning.

Response
The processing of these raw materials and manufacturing of our
medical devices can result in high emissions, and these materials
and production processes will likely undergo changes as theworld transitions to more climate-friendly products.

c) Describe the resilience of the organization’s strategy, taking

Teleflex tracks many supply chain risks, and a transition to a low
into consideration different climate-related scenarios, including carbon economy introduces additional risks that may overlap
a 2°C or lower scenario.
with traditional trade and geopolitical risks. In this reporting
period, Teleflex has taken important steps to understand how
climate change may impact supply chain and procurement costs.
The analysis leveraged Teleflex’s 2023 procurement data by
country and product to estimate how a change in key commodity
prices may impact supply chain costs over each of the seven
NGFS scenarios. Coal, oil, natural gas, and industrial gas prices
were used to gauge how raw material costs could increase as theStrategy

economy decarbonizes.
The following assumptions were made in the analysis:■

Raw material inputs remain constant regarding each product’s
manufacturing process over the time horizons studied■

Other fixed and variable costs were assumed to remain constant

While more analysis is needed to better understand this risk
and how it relates to other supply chain risks for Teleflex, initial
results show that raw material costs have the potential tomaterially impact Teleflex in the coming decades as the economy
transitions away from a carbon-intensive production. Teleflex willcontinue to monitor this risk and develop strategies to mitigate
and adapt to potential climate-related and geopolitical impacts.
We also share about our climate change risks in our Teleflex
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PeopleCommunity &Sustainable Healthcare

Appendix

Taskforce on Climate-Related Financial Disclosures (TCFD)
TOPIC

Description
Disclose how the organization identifies, assesses, and manages
climate-related risks.

Recommended disclosuresa) Describe the organization’s processes for identifying andResponse“Climate Risk Management”

assessing climate-related risks.
b) Describe the organization’s processes for managing climaterelated risks.

Risk Managementc) Describe how processes for identifying, assessing, andmanaging climate-related risks are integrated into theorganization’s overall risk management.
Disclose the metrics and targets used to assess and managea) Disclose the metrics used by the organization to assess

relevant climate-related risks and opportunities where suchclimate-related risks and opportunities in line with its strategy

information is material.

and risk management process.

Metrics and Targetsb) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3
greenhouse gas (GHG) emissions, and the related risks.
c) Describe the targets used by the organization to manage climaterelated risks and opportunities and performance against targets.

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TELEFLEX 2023 GLOBAL IMPACT REPORT“Emissions Reduction Targets”
Teleflex is planning to report Greenhouse Gas Emissions in the2024 CDP Assessment later this year.

Welcome

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Responsibility

Ethics& Governance

Planet & Environment

PeopleCommunity &Sustainable Healthcare

Appendix

United Nations Sustainable Development Goals (UN SDGs)
Teleflex CSR Pillar
Principles of Ethics& Governance

UN Sustainable Development Goal
Goal 16 (Peace, Justice, and Strong Institutions):
Promote peaceful and inclusive societies for sustainable development, provide access to justice for

UN Sustainable Development Indicator16.3 Promote the rule of law at the national and international levels and ensure equal access to justicefor all

all and build effective, accountable and inclusive institutions at all levels

16.5 Substantially reduce corruption and bribery in all their forms

Goal 3 (Good Health & Well-Being):

3.9 By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals andEnsure healthy lives and promote well-being for all at all ages
Goal 6 (Clean Water & Sanitation):
Ensure availability and sustainable management of water and sanitation for all

air, water and soil pollution and contamination
6.3 By 2030, improve water quality by reducing pollution, eliminating dumping and minimizing
release of hazardous chemicals and materials, halving the proportion of untreated wastewaterand substantially increasing recycling and safe reuse globally
6.4 By 2030, substantially increase water-use efficiency across all sectors and ensure sustainable
withdrawals and supply of freshwater to address water scarcity and substantially reduce thenumber of people suffering from water scarcity

Planet & Environment

Goal 7 (Affordable & Clean Energy):

7.2 By 2030, increase substantially the share of renewable energy in the global energy mix

Ensure access to affordable, reliable, sustainable and modern energy for all

7.3 By 2030, double the global rate of improvement in energy efficiency

Goal 8 (Decent Work & Economic Growth):

8.4 Improve progressively, through 2030, global resource efficiency in consumption and production

Promote sustained, inclusive and sustainable economic growth, full and productive employment
and decent work for all
Goal 9 (Industry, Innovation, and Infrastructure):
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
Goal 11 (Sustainable Cities and Communities):
Make cities and human settlements inclusive, safe, resilient and sustainable

and endeavour to decouple economic growth from environmental degradation, in accordancewith the 10Year Framework of Programmes on Sustainable Consumption and Production, with
developed countries taking the lead
9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased
resource-use efficiency and greater adoption of clean and environmentally sound technologies andindustrial processes, with all countries taking action in accordance with their respective capabilities
11.6 By 2030, reduce the adverse per capita environmental impact of cities, including by paying special
attention to air quality and municipal and other waste management

Goal 12 (Responsible Consumption and Production):12.2 By 2030, achieve the sustainable management and efficient use of natural resources

Ensure sustainable consumption and production patterns

12.5 By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse
12.6 Encourage companies, especially large and transnational companies, to adopt sustainable
practices and to integrate sustainability information into their reporting cycle

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UN Sustainable Development Goal
Goal 13 (Climate Action):
Take urgent action to combat climate change and its impacts

PeopleCommunity &Sustainable Healthcare

Appendix

UN Sustainable Development Indicator13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all
countries
13.3 Improve education, awareness-raising and human and institutional capacity on climate change
mitigation, adaptation, impact reduction and early warning

Planet & Environment

Goal 14 (Life Below Water):Conserve and sustainably use the oceans, seas and marine resources for sustainable development
Goal 15 (Life on Land):Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests,

14.1 By 2025, prevent and significantly reduce marine pollution of all kinds, in particular from landbased activities, including marine debris and nutrient pollution
15.3 By 2030, combat desertification, restore degraded land and soil, including land affected bydesertification, drought and floods, and strive to achieve a land degradation-neutral worldcombat desertification, and halt and reverse land degradation and halt biodiversity loss
Goal 3 (Good Health & Well-Being):
Ensure healthy lives and promote well-being for all at all ages

3.7 By 2030, ensure universal access to sexual and reproductive health-care services, including forfamily planning, information and education, and the integration of reproductive health into
national strategies and programmes
3.8 Achieve universal health coverage, including financial risk protection, access to quality essential
health-care services and access to safe, effective, quality and affordable essential medicinesand vaccines for all

Goal 4 (Quality Education):
Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
People4.3 By 2030, ensure equal access for all women and men to affordable and quality technical,
vocational and tertiary education, including university
4.4 By 2030, substantially increase the number of youth and adults who have relevant skills,
including technical and vocational skills, for employment, decent jobs and entrepreneurship
4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of
education and vocational training for the vulnerable, including persons with disabilities,
indigenous peoples and children in vulnerable situations
4.7 By 2030, ensure that all learners acquire the knowledge and skills needed to promotesustainable development, including, among others, through education for sustainable
development and sustainable lifestyles, human rights, gender equality, promotion of a cultureof peace and non-violence, global citizenship and appreciation of cultural diversity and ofculture’s contribution to sustainable development

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UN Sustainable Development Goal

PeopleCommunity &Sustainable Healthcare

Appendix

UN Sustainable Development Indicator

Goal 5 (Gender Equality):

5.1 End all forms of discrimination against all women and girls everywhere

Achieve gender equality and empower all women and girls

5.4 Recognize and value unpaid care and domestic work through the provision of public services,
infrastructure and social protection policies and the promotion of shared responsibility within
the household and the family as nationally appropriate
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all

Peoplelevels of decision-making in political, economic and public life
Goal 8 (Decent Work and Economic Growth):
Promote sustained, inclusive and sustainable economic growth, full and productive employment
and decent work for all

8.5 By 2030, achieve full and productive employment and decent work for all women and men,
including for young people and persons with disabilities, and equal pay for work of equal value
8.8 Protect labour rights and promote safe and secure working environments for all workers,
including migrant workers, in particular women migrants, and those in precarious employment

Goal 3 (Good Health & Well-Being):

3.1 By 2030, reduce the global maternal mortality ratio to less than 70 per 100,000 live births

Ensure healthy lives and promote well-being for all at all ages

3.2 By 2030, end preventable deaths of newborns and children under 5 years of age, with allcountries aiming to reduce neonatal mortality to at least as low as 12 per 1,000 live births andunder-5 mortality to at least as low as 25 per 1,000 live births
3.4 By 2030, reduce by one third premature mortality from non-communicable diseases throughprevention and treatment and promote mental health and well-being
3.7 By 2030, ensure universal access to sexual and reproductive health-care services, including forfamily planning, information and education, and the integration of reproductive health into
national strategies and programmes

Community & Sustainable
Healthcare

3.8 Achieve universal health coverage, including financial risk protection, access to quality essential
health-care services and access to safe, effective, quality and affordable essential medicinesand vaccines for all
Goal 8 (Decent Work and Economic Growth):
Promote sustained, inclusive and sustainable economic growth, full and productive employment
and decent work for all

8.2 Achieve higher levels of economic productivity through diversification, technological upgrading
and innovation, including through a focus on high-value added and labour-intensive sectors
8.7 Take immediate and effective measures to eradicate forced labour, end modern slavery andhuman trafficking and secure the prohibition and elimination of the worst forms of child labour,
including recruitment and use of child soldiers, and by 2025 end child labour in all its forms
8.8 Protect labour rights and promote safe and secure working environments for all workers,
including migrant workers, in particular women migrants, and those in precarious employment

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TELEFLEX 2023 GLOBAL IMPACT REPORT

Welcome

Teleflex at a Glance

Teleflex CSR Pillar

Corporate Social
Responsibility

Ethics& Governance

Planet & Environment

UN Sustainable Development Goal
Goal 9 (Industry, Innovation, and Infrastructure):
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster

Community & Sustainable
Healthcare

innovation

Goal 11 (Sustainable Cities and Communities):
Make cities and human settlements inclusive, safe, resilient and sustainable

PeopleCommunity &Sustainable Healthcare

Appendix

UN Sustainable Development Indicator
9.5 Enhance scientific research, upgrade the technological capabilities of industrial sectors in all
countries, in particular developing countries, including, by 2030, encouraging innovation andsubstantially increasing the number of research and development workers per 1 million people
and public and private research and development spending
11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services andupgrade slums
11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage112

TELEFLEX 2023 GLOBAL IMPACT REPORT113

TELEFLEX 2023 GLOBAL IMPACT REPORT