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
Building future capability
Social connection Aligned with our purpose, our employees recognise the importance of supporting the communities in which we operate. We offer paid volunteering leave to all our employees, but in FY22 pandemic impacts meant staff volunteering activities were virtual, such as writing gift messages to accompany Christmas vouchers. When pandemic restrictions eased in early 2022, in-person volunteering resumed, including supporting Landcare’s environmental initiatives and Kidsafe’s car seat fittings (read more on page 44). Our engineers supported STEM programs across Australian schools by participating in Experience It! workshops, in partnership with Engineers Australia. These workshops encourage female high school students to participate in STEM-related subjects. Employees also attended Engineers Australia’s Autumn School of Engineering, spending time sharing their professional experience with students. In North America we participated in volunteering activities as part of International Volunteer Day. In the US we joined our long-standing partner, Northern Virginia Family Services to deliver services around the local area. In Quebec, we helped paint sensory rooms for children with autism at a local hospital with our partner organisation La fondation les petits trésors.
Building our workforce’s leadership and broader capability remains a priority, particularly in the context of tightening labour markets across Australia and North America. We have a comprehensive, refreshed suite of development programs across all levels of leadership to continually build the capability needed to lead the organisation and deliver on our strategy. Following the successful launch of our Foundation Leadership and Business Leadership programs in FY21, we progressed more cohorts through these programs in FY22, targeting first-time and mid-to- senior people leaders, among others. These programs are designed to develop skills aligned to Transurban’s leadership capabilities and help strengthen leadership networks across business units. Together, these initiatives contributed to improved Our Voice performance, with positive leadership sentiment at 73% in our FY22 survey. We continue to invest in developing our female talent, with a second cohort of our Maximising Leadership Potential program launched in FY22. First piloted in FY21, the program aims to build our pipeline of female talent and includes executive mentoring of participants and learning experiences over a five-month period. The program uniquely includes learning sessions for the participant’s people leader, equipping them to support both their participant and female talent across their wider team. As part of this suite of programs, we are also equipping our most senior leaders to enable the organisation to deliver on future growth opportunities. In FY22, we continued the Strategic Leadership Program, launched in FY21 with the Stanford Graduate School of Business Executive Education.
The objective of this year’s program was to develop the capability of our most senior leaders to shape and pursue our strategic growth ambitions. This program is designed to enhance the leadership capabilities and opportunities that will deliver the greatest strategic value to Transurban. We also continued our focus on strengthening leadership capability, including initiatives such as regular people leader forums (to support point-in-time leadership priorities) and continuing to leverage our online learning platform—which has seen a 6% increase in use, compared to FY21. We also made further investments in our formal leadership programs, increasing the hours invested in these programs by 31%, compared to FY21. Developing a strong pipeline of talent is vital. In FY22, we expanded our rotational Graduate Program to include several core technical disciplines (Engineering, Technology and Corporate Finance). With 46% female participation, our graduate program aims to build a pipeline of versatile graduates with broad business and leadership skills. Our undergraduate internship and mentoring programs provide career-enhancing opportunities to female talent, Aboriginal and Torres Strait Islander peoples, and asylum seeker and refugee students. These programs focus primarily on STEM disciplines. We are building the capabilities our business will need in the future. In FY22, we trained more than 300 people in Agile methodologies and honed our innovation practices, including establishing an Enterprise Squad program. The squad model provides a unique development opportunity, and also drives innovation by bringing diverse, skilled people together. Squad members are now using Agile methodologies to tackle some of Transurban’s biggest challenges and opportunities.
Communities in Australia endured catastrophic flooding in early 2022.
We worked with local community partners and other charitable organisations to provide immediate support where it was needed most (read more on page 42). Transurban also matched employee donations, of $4,500, committing a total $94,500 to the flood relief and recovery efforts.
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