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
Working with our stakeholders
Customers
Communities
Our people
• Ongoing customer listening program; customer research panel; qualitative and quantitative research. • Customer channels: app; website; phone; social media; retail outlets. • Digital, print and outdoor advertising; phone and SMS; newsletters; social media.
• Surveys: community, business partner and supplier; corporate trust and mobility trends. • Events; community liaison groups; information sessions; site tours. • Digital, print and outdoor advertising; newsletters; social media; letter drops, door knocking; phone and SMS; media coverage. • Partnerships; grant programs; school and grassroots activities. • Processes and governance: transparency in project design, decisions and delivery; and project operations benefits and impacts; listening to, and responding to, stakeholders including post- construction. • Road works and construction: notification of disruption; planning of works and minimising impacts of construction on residents and the environment. • Environmental and social performance: GHG emissions and air quality; supporting vulnerable communities and people; family violence support; driver safety and education. • Processes and governance: developed a Social Licence Framework to maximise impact and stakeholder benefit; enhanced sharing of road safety research, education and outcomes; engaged communities on project developments and current works’ impacts. • Road works and construction: engaged communities on project development and works’ impacts; adhered to robust guidelines and regulations for environmental management. • Environmental and social performance: provided additional community grants to ease pandemic (NSW, VIC, NA) and flood (QLD) impacts; continued partnerships (including NeuRA, Kidsafe, The Smith Family, The Salvation Army, Northern Virginia Family Services, 9/11 Pentagon Memorial Fund, and La fondation les petits trésors); expanded public art/education programs (Canal to Creek, CityLink Kids, West Gate Kids); hosted open days, events and competitions.
• All-employee listening program and pulse-check surveys. • All-employee meetings (virtual, in-person, hybrid). • Internal communication channels: intranet; instant message; email; signage. • Quarterly/annual awards and recognition programs. • People leader forums. • Belonging and wellbeing events. • Health, safety, and wellbeing: diversity, inclusion and respect in the workplace. • Career paths: skills and capability development; ongoing career opportunities. • Workforce engagement: key talent retention and attraction; flexible working access; connection and collaboration.
• Value of toll road travel: on-road experiences (such as signage, congestion); road incident alerts; fees and charges. • Interacting with us: interaction convenience and ease; cybersecurity, data protection and privacy; infringement processes. • Rewards and support: enhanced rewards program; competitions; support for vulnerable customers.
• Value of toll road travel: education on avoiding fees and charges; new tools to inform travel decisions and improve value certainty; added roads to our GoToll app. • Interacting with us: delivered improved digital platform experiences and functionality; used data and analytics to identify pain points; continued focus on cybersecurity capability. • Rewards and support: expanded Linkt Customer Rewards program; customer competitions; expanded Linkt Assist program; supported customers experiencing hardship via new partnership program.
• Health, safety, and wellbeing: mandatory Health, Safety and Environment Action Plans for all teams; delivered Belonging and Wellbeing program with mental wellbeing focus; ran Respect at Work program, including mandatory sexual harassment prevention learning module. • Career paths: provided on-demand access to 7,000+ online learning programs; maintained career resource hub and activity program. • Workforce engagement: supported flexible working, including via collaborative technologies; conducted annual pay reviews to maintain pay equity gap of less than 1% and to account for Australian superannuation guarantee increases; refreshed parental leave policy.
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