2022 Corporate Report

Corporate Report for the year ended 30 June 2022

Introduction and overview

Business performance

Governance and risk

Directors’ report

Remuneration report

Financial statements

Sustainability supplement

Security holder information

Progress to goal

UN SDG Relevance to Transurban

Key FY22 initiatives and highlights

Key FY22 performance metrics (FY18-22 trend/ target status) 1 • Proportion of energy purchased from renewables; 56% (N/A) • Installed renewable energy capacity; 231kW (N/A) • Energy-efficiency savings to date; 8.3% l • Gender pay gap; ≤1% • Employee recordable injuries; 0 • Contractor Recordable Injury Frequency Rate (RIFR); 3.09 (target ≤ 4.2) • Reconciliation Action Plan; 100% actions complete • Scope 1 and 2 absolute emissions; 106,392 tCO2e l • Scope 1 and 2 emissions per $M revenue; 45.8 tCO2e • Scope 3 emissions from purchased goods and services per million VKT; 32.9 tCO2e l • Scope 3 emissions from

Performance metric comments Significant improvements for FY22 as supply from renewable energy sources becomes dominant Substantial progress made towards energy- efficiency target

Meeting our energy needs mainly from renewable sources is dramatically reducing our direct greenhouse gas emissions

• Renewable energy supply started from Coopers Gap Wind Farm (QLD) in January and Bango Wind Farm (NSW) in June 2022 • Renewable energy supply arrangements now in place for all Australian markets and under investigation for US • Gender pay gap maintained at ≤1% • Enhanced parental leave policy • Released FY21 Modern Slavery Statement (December 2021) • Completed our second (Innovate) Reconciliation Action Plan • Rated or committed to rating the sustainability performance of 12 projects, worth approximately $25B to date


Targets met

We can help under- represented groups participate in and benefit from economic growth. Our roads are critical in moving people and goods within and around the urban areas where we operate—helping economies function and grow Our core business is providing and operating road infrastructure and we are committed to making it more sustainable and resilient to future climatic conditions Operating responsibly— socially and environmentally—will help us continue to be a partner of choice for governments and respected by communities and our customers Our projects and maintenance activities use significant amounts of materials. Efforts to reduce use and favour low carbon materials will lower our indirect greenhouse gas (GHG) emissions and help conserve resources We need to understand and prepare for the transition to a low-carbon environment and the physical impacts of climate change Partnering with other organisations committed to the UN SDGs and the opportunities and challenges they represent is vital to achieve greater impact sooner


Scope 1 and 2 absolute emissions decreased significantly as we transitioned to mainly renewable energy use


capital projects per $M capex; 138.5 tCO2e l

• More than USD45M provided to date to support public transit initiatives in Northern Virginia • More than 1,475 kilometres of cycle/pedestrian paths delivered or maintained to date • Provided community grants to support those affected by COVID-19 pandemic and flooding • Set waste management targets for the business • Continuing to use and promote lower-carbon materials • Continuing to support social enterprises throughout COVID-19 pandemic

• Compliance with air quality indicators for tunnel emissions; 100%

Target met


• > $130M Indigenous procurement spend to date (Australia) across more than 100 suppliers (N/A) • USD976M spend to date on disadvantaged business enterprises (DBEs) and small, women and minority- owned (SWaM) businesses in the US (N/A) • Existing assets assessed for climate risk; 100% • Major projects under construction assessed for climate change risk; 50%; 2/4 projects l

Australian Indigenous procurement growing through major projects and direct procurement


• CDP Supplier Engagement Leader • Climate risk assessments progressed for assets

Climate change risk assessments for FredEx and Project NEXT projects delayed to FY23


• Work underway to identify financial impacts of climate change

• Key partnerships in FY22 with NeuRA, Kidsafe (road safety); The Smith Family, The Salvation Army, Northern Virginia Family Services (community); MECLA (materials); Landcare (biodiversity)

• No metrics for this SDG N/A


1 F Y18-22 performance metrics trend: N/A = no data or trend not applicable; a = target met; l = no change; l = improving; l = declining (not all targets are included in Key FY22 performance metrics) 2 N on-binary represents 0.06% of our direct employees


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