Transurban FY26 Corporate Report Stakeholders
Business partners and suppliers
1,161 2.39 $1.14b direct suppliers 1 Contractor RIFR annual managed spend
Our relationships with our business partners and suppliers are built on collaboration, operational efficiency and mutual support. We manage a diverse supply chain for the delivery of goods and services, while creating broader social and economic value for our communities.
In FY26, we worked with 1,161 direct suppliers, 1 representing an annual spend of $1.14 billion. Reflecting our focus on supporting local economies, 87.27% (approximately $997 million) of this spend was with Australian-domiciled suppliers. We collaborate with our business partners and suppliers throughout each contract lifecycle: scope defining and pre-qualification compliance; cost optimisation; expectation setting; risk and assurance checks; safety and regulatory compliance; and, upon contract completion, evaluation and lessons learned. We also create opportunities for our business partners and suppliers to share learnings with each other. Supporting small businesses In FY26, we continued to support small businesses and social enterprises via enhanced payment terms and through creating opportunities for social enterprises in our supply chain. As a signatory to the Business Council of Australia Australian Supplier Payment Code, we understand the importance of prompt payments to small businesses. In the first half of FY26, our spend with small businesses was $39 million, with 98.8% of these payments made within 30 days (compared to 99.1% in the previous period) with the slight drop due to minor administrative and system timing issues. To help our small business partners navigate cash-flow pressures arising from global supply chain disruptions, specifically cost increases caused by the conflict in the Middle East, we implemented a temporary initiative to proactively reduce our payment terms to 14 days to small businesses in Australia and the US. In the US, we contributed ~$4.86 million to Small, Women-owned, and Minority- owned businesses. 2 Strategic supplier reviews and social procurement Through strategic contract reviews, we collaborated with suppliers to streamline processes, review specific tasks and activities, and remove unwanted costs. These reviews improved the effective delivery of goods and services while achieving significant operational cost savings.
— Transurban, Downer and Egis representatives
In Sydney, we appointed contractors to support a new portfolio model for our incident response and maintenance services, agreeing contracts with Downer and Egis. This portfolio approach will streamline our operations, standardise service delivery, and ensure high-quality support across our Sydney assets. Beyond financial efficiency, these discussions created opportunities to expand our social procurement. For example, we partner with First Nations-owned businesses Kulbardi, our stationery supplier, who also direct a portion of their sales to fund local community programs via the Bibbulman Fund. We also progressed conversations with our long-term partner, Ability Works, to explore new vocational opportunities for high-needs individuals living with a disability. To ensure these opportunities reached people facing barriers to employment, we engaged consultancy ArcBlue to design a targeted employment program. Working alongside Youth Projects, a specialist support organisation in Melbourne's inner west, we structured a consultative recruitment process that included group interviews and role play to reduce traditional barriers. As a result of this collaboration, Downer hired three young workers who were previously facing employment barriers.
1 Suppliers directly contracted by Transurban 2 Small, Women-owned, and Minority-owned business is a official certification program designed to help small and diverse businesses win public procurement opportunities
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