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

—Case study—

Understanding what matters to our people

Sustaining a resilient workforce Our people have shown remarkable resilience through the past two years, and they continue to adapt to the impacts of the pandemic.

In February 2022, we rolled out Headspace subscriptions across the business, offering one-year free memberships to this leading mindfulness app. More than 550 employees have enrolled and active utilisation rates are higher than Headspace’s corporate benchmark. Our ongoing focus on resilience has equipped our people with tools designed to support their wellbeing, with 91% of employees surveyed in Our Voice reporting that their manager supports their wellbeing—well above global benchmarks. With our hybrid working environment well established, we continue to create opportunities for bringing people together. We support all our employees with tools and strategies to manage hybrid work, including running a people leader forum on fostering team connection in a hybrid context. We continue to encourage our people to connect and collaborate in person, while also taking advantage of our established flexible work practices.

From the outset of the pandemic, we acted to support and retain our workforce, ensuring we remained well positioned to realise future opportunities. We achieved this and more, growing our direct employees (plus contract workers directly engaged by Transurban) by more than 7% between 2020 and 2022.

The challenges faced by our employees working through the pandemic during FY22 were not unique to Transurban. As in FY21, we continued our focus and support on maintaining good mental health including the delivery of resilience- building programs and initiatives. Programs and initiatives we offered to help develop resilience during this challenging time included: • a month-long mental wellbeing program including an afternoon dedicated to rest, reflect and reset • mental wellbeing education delivered by The Resilience Project • people leader forums, including dedicated resilience workshop • an online resources hub.

The two years of disruption had a significant impact on our people,

evidenced through increased utilisation of our Employee Assistance Program (EAP) on issues relating to mental health and wellbeing. Our Voice annual employee opinion survey feedback also indicated people were missing the opportunity to connect and collaborate in person.


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