Our people | Contents
Developing talent for the future We continue to invest in giving our people learning opportunities and experiences that build their capacity and capability to deliver value to all our stakeholders. Building leadership capability Our approach to leadership capability was refined in FY25, with a shift away from cohort leadership programs towards a more integrated approach. In 2024, we focused on setting clear expectations with all people leaders by co- designing a set of leadership attributes via an interactive workshop-style program called Catalyst. Several one-day, in-person workshops were held, bringing together people leaders from all levels of the business. This was an opportunity to align all leaders in the role they play in shaping our future and enabling growth. The leadership attributes that resulted from the Catalyst sessions outline the expectations of Transurban leaders: give people context, distribute leadership and bring the right people together.
Continuous learning and growth
We continue to reinforce these expectations and develop our leaders’ skills through our regular People Leader Forums. Other support for leaders throughout the year included delivery of just-in-time, optional skills uplift sessions on topics such as having meaningful development conversations. We also delivered an interactive training program to ensure leaders had the knowledge and skills to role model behaviours aligned to Respect@Work legislation in Australia. We measure the impact of our people leaders through the annual Our Voice employee survey. This year's Our Voice showed that people leaders continue to have a positive impact and are demonstrating the leadership attributes. AI-literate workforce Transurban is operating in an increasingly complex environment, with technology advancements such as AI raising new opportunities for simplification and enhancement. To help harness these opportunities, an AI@Work Hub was established in FY25 to empower our people to access on-demand and live learning opportunities. The Hub, with a physical presence at our Melbourne office, was designed to help our people better understand our AI strategy and how AI can help us to work more efficiently and effectively. Over 1000 attendees participated in sessions to build their AI skills between March and June 2025.
Our people set development goals each year and check in on them regularly with their people leader. Most learning is done on-the- job, and technical development is offered for our people where relevant and needed, such as for our traffic control room operators and customer service team. Supporting emerging talent Investing in emerging talent is crucial to the growth of our business and industry. In FY25, we implemented a number of initiatives to support our emerging talent: • Ignite mentoring: students from across our Australian markets participated in this mentoring program for undergraduate women studying technology and engineering. • Transurban graduate program : new graduates joined the program in FY25, gaining exposure across our engineering, technology, transport technology or finance functions. • Industry-based learning : we continued to support technology undergraduates through a partnership with Monash University in Melbourne, with 20 high performing students building their skills during a six-month placement at Transurban.
AI@Work event, Melbourne
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