Our contributions to a critical global effort
Towards net-zero emissions
See our progress in meeting our emission targets to date—and see how we are working towards net-zero emissions by 2050
FY22 sustainability and ESG performance
See our sustainability and ESG performance for the 2021–22 financial year and learn how we’re meeting our targets
ESG
benchmarks
See how our policies and performance stack up against leading global environmental, social and government benchmarks
Asset sustainability ratings
See which of our Australian and North American projects and roads have achieved industry-leading sustainability ratings
Our reporting suite
Get the whole story
Current and past reporting and disclosure documents are available to download in our reporting suite.
Towards net-zero emissions
Working towards our 2030 and 2050 emissions targets
We’re working on meeting our 2030 target, while also laying the groundwork for meeting our 2050 target of net zero GHG emissions.
We will continue to measure and report on our progress, including benchmarking our progress against reputable international sustainability indexes.
How we’re reducing emissions
Shifting our operational dependence on fossil fuels
Transitioning to more sustainable energy sources including renewables
Reducing our supply chain’s emissions intensity
Working with our contractors and suppliers to develop and use more sustainable materials and processes
Using innovative design and technology to improve road efficiency
Using design and technology to increase traffic flow and reduce traffic idling times
Supporting the transition to electric vehicles (EVs)
Advocating for road users to transition to EVs and ZEVs; and setting the example with our own fleet
Total Scope 1 and 2 emissions
This year we made a significant change in how we source our energy and, as a result, our Scope 1 and 2 GHG emissions dropped 46% on FY21. By June 2022, two-thirds of our electricity needs were being sourced from renewables. This is enough renewable electricity to power 30,000 homes.
As shown, we’re already below what our emissions would be under a business-as-usual scenario. The big reduction mostly comes from two renewable energy agreements (in New South Wales and Queensland) that kicked in during FY22. Now 80% of our roads and tunnels in both states are powered by renewables, including wind power.
Increasing our use of renewables (Victoria will reach 100% renewables in 2024, once the existing energy contract ends), upgrading lighting to LEDs and other initiatives will help us continue reducing our operational GHG emissions, even as new assets come online.
Operations emissions data
We capture emissions data for every road we operate. View the full data set below.
FY22 sustainability and ESG performance
How we’re meeting targets and delivering value
Our sustainability strategy includes actions and targets designed to deliver lasting value to cities, communities and stakeholders—aligned with the United Nations’ Sustainable Development Goals. See how we’re tracking on these and other ESG (environmental, societal and governance) measures, targets and indicators.
2021–2022 sustainability and ESG reporting
UN SDG progress report
The United Nations Sustainable Development Goals (UN SDGs) directly inform our Sustainability Strategy.
The nine SDGs we report against are:
We report on our progress towards meeting these nine SDGs and their associated targets and indicators. Where we’ve identified opportunities to deliver beyond SDG-specific targets and indicators, we have created our own. We include these in our SDG progress reporting.
Progress overview
UN SDGs relevant to our operations
We met 23 of the 29 applicable SDG targets in FY22
We improved our performance in three of the 29 applicable SDG targets when compared to FY21
Our performance declined in three of the 29 applicable SDG targets when compared to FY21
We have eight years to go until the UN SDG 2030 target deadline
This year's highlights
Individual SDG progress
View our progress in meeting each of the nine UN SDGs we’re contributing to, as well as the additional targets and indicators we have established.
Good health and wellbeing
Relevance to Transurban
Ensuring the safety, health and wellbeing of our people and safety of road users is vital to our ongoing success
Key FY22 initiatives and highlights
Key FY22 performance metrics (FY18-22 trend/target status)
Performance metric comments
Performance against RICI continues to improve over time with outperformance in FY22 (3.78 vs a target of ≤4.25)
Overall progress to Goal
Improving
Gender equality
Relevance to Transurban
We believe diversity in all its forms—including gender diversity—helps our business perform better
Key FY22 initiatives and highlights
Key FY22 performance metrics (FY18-22 trend/target status)
Performance metric comments
Board diversity improved in FY22 with appointment of two new female directors (20% in FY21 to 27% in FY22)
Overall progress to Goal
Improving
*Non-binary represents 0.06% of our direct employees
Affordable and clean energy
Relevance to Transurban
Meeting our energy needs mainly from renewable sources is dramatically reducing our direct greenhouse gas emissions
Key FY22 initiatives and highlights
Key FY22 performance metrics (FY18-22 trend/target status)
Performance metric comments
Significant improvements for FY22 as supply from renewable energy sources becomes dominant
Substantial progress made towards energy efficiency target
Overall progress to Goal
Improving
Decent work and economic growth
Relevance to Transurban
We can help under-represented groups participate in and benefit from economic growth. Our road networks are critical in moving people and goods within and around the urban areas where we operate—helping economies function and grow
Key FY22 initiatives and highlights
Key FY22 performance metrics (FY18-22 trend/target status)
Performance metric comments
All targets met in FY22
Overall progress to Goal
Improving
Industry, innovation and communities
Relevance to Transurban
Our core business is providing and operating road infrastructure and we are committed to making it more sustainable and resilient to future climatic conditions
Key FY22 initiatives and highlights
Key FY22 performance metrics (FY18-22 trend/target status)
Performance metric comments
Scope 1 and 2 absolute emissions decreased significantly as we transitioned to mainly renewable energy use
Overall progress to Goal
Improving
Sustainable cities and communities
Relevance to Transurban
Operating responsibly—socially and environmentally—will help us continue to be a partner of choice for governments and respected by communities and our customers
Key FY22 initiatives and highlights
Key FY22 performance metrics (FY18-22 trend/target status)
Performance metric comments
Target met
Overall progress to Goal
Improving
Responsible consumption and production
Relevance to Transurban
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 emissions and help conserve resources
Key FY22 initiatives and highlights
Key FY22 performance metrics (FY18-22 trend/target status)
Performance metric comments
Australian Indigenous procurement growing through major projects and direct procurement
Overall progress to Goal
Improving
Climate action
Relevance to Transurban
We need to understand and prepare for the transition to a low carbon environment and the physical impacts of climate change
Key FY22 initiatives and highlights
Key FY22 performance metrics (FY18-22 trend/target status)
Performance metric comments
Climate change risk assessments for FredEx and Project NEXT projects delayed to FY23
Overall progress to Goal
Improving
Partnerships for the goals
Relevance to Transurban
Partnering with other organisations committed to the UN SDGs and the opportunities and challenges they represent is vital to achieve greater impact sooner
Key FY22 initiatives and highlights
Key FY22 performance metrics (FY18-22 trend/target status)
Performance metric comments
Not applicable
Overall progress to Goal
No change
Our environmental performance
View data and insights from our latest environmental performance data.
Detailed environmental data
Download our detailed environmental data here. Data scope and methodology information is included in this data set.
Efficiency and emissions
More efficient roads reduce GHG
Toll roads generally provide faster and more consistent travel-times compared to alternate routes, saving customers time, fuel and GHG emissions.
Customers using Transurban roads (compared to alternative routes) saved, in total, 323,000 hours of travel time each workday in FY22. This also equated to daily customer GHG savings of 2,285 tCO2e.
Travel-time savings, reliability and safety are the key value drivers for customers choosing our roads.
Note: travel and emissions shown may not directly correlate. During heavy freight periods, for example, emissions may increase while distance travelled does not, as freight vehicles generate higher emissions.
Our energy use is reducing
Meeting our 10-in10 reduction target
While our business continues to grow, energy-efficiency improvements—such as optimisation of tunnel ventilation systems and lighting upgrades—are achieving significant savings on individual roads and tunnels.
We have a 10% energy-efficiency savings by 2023 target across our 2016 asset base, based on 2013 levels (AKA our 10-in-10 target). To date we have delivered more than 8.3% energy-efficiency savings, reducing our energy consumption by more than 46,000 GJ each year.
We are delivering a long-term pipeline of energy efficiency opportunities putting us on track to meet our target of 10% energy-efficiency savings by the end of 2023.
Waste management
New reduction targets set
In late FY22, we set targets to divert waste from landfill for major projects and operating assets in Australia:
major project construction and demolition waste diverted from landfill (applies to current and new projects)
major project spoil waste diverted from landfill* (applies to current and new projects)
*unless government regulations require landfill disposal
operational and maintenance waste diverted from landfill by 2025*
*target will apply from FY23
We'll report on our progress towards these targets in FY23. We'll also add targets for minor works and Transurban-controlled offices.
Air quality and emissions
Monitoring requirements
All our tunnels operate with stringent air-quality requirements and measures in place. We monitor air pollutant concentrations in all our tunnels to ensure air quality is maintained within the conditions established in the applicable government agreement or approval and in compliance with government environmental authority requirements. Monitoring activities vary for each tunnel and may include monitoring of carbon monoxide and other air pollutant levels inside the tunnels and monitoring of ventilation and ambient air quality around tunnels.
You can view additional tunnel air quality data here.
Our climate change disclosure
View our FY22 climate change disclosure—download the full document below or read on for an overview.
We’re working to ensure our roads continue to operate safely and smoothly as more frequent and more severe weather events occur—a result of climate change. We’re also working to reduce our own emissions and to help customers reduce their emissions, and contribute to the international effort to slow and reduce global warming. We’re doing this in line with the international Task Force on Climate-related Financial Disclosures’ (TCFD) recommendations.
Our climate change disclosure details the implications of climate change on our operations and on the design and construction of our assets.
Climate change disclosure overview
Our climate change disclosure details our approach across:
Governance
Our approach to climate change threats to our business is overseen by our Board, senior leaders, our risk management strategy and our Climate Change Governance Committee.
Strategy
Our climate change framework is aligned with the TCFD’s recommendations. Our mitigation strategies are tested to ensure they will be effective in real-world scenarios.
Risk management
Our risk management approach focuses on understanding all potential impacts of a risk and having plans in place to mitigate these. It also includes processes for identifying and acting on emerging threats.
Metrics and targets
We use climate-related metrics and targets (including weather and emissions) to provide transparency on what we monitor and on our progress in mitigating climate change-related impacts and risks.
Our people
We have more than 3,600 people working across our Australian and North American operations. We’re also delivering multiple major infrastructure projects, and these rely on a much larger workforce—our total workforce comprises more than 9,000 people.
of our people say they’re proud to work for us
we’ve been cited as a WGEA employer of choice for 9 consecutive years
of our executive team is female (44% male)
Our gender equity pay gap is less than or equal to 1%
Detailed employment data
Download our detailed employment data.
Caring and sharing: every family’s choice
Taking gender out of the carer’s leave equation
Families come in all shapes and sizes. Recognising this, we’ve made it easier for all carers to manage their family commitments while also continuing to thrive at work.
In October 2021 we made changes to help new parents at Transurban. We identified that, by providing primary and secondary carers’ leave, we were unintentionally perpetuating stereotypical gender norms about who typically adopts the carer role in families.
By removing this distinction, we made it easier for parents to manage and share their parenting responsibilities in ways that best suit them.
This means that, up to 24 months after their child’s birth, eligible parents in all our markets can access 16 weeks of paid and 36 weeks unpaid parental leave, regardless of when their partner is taking parental leave. This is in addition to any government-funded leave.
(The average, based on Workplace Gender Equality Agency [WEGA] data, is 11 weeks). This leave is in addition to available government-funded leave.
This change has been welcomed by our people: during the 12 months ending March 2022, 36% more of our male employees took the opportunity to take parental leave than in the 12 months ending March 2021.
Plus, our flexible working arrangements mean, when carers return to work, they can better balance both career and family.
How we compare
of Australian organisations provided paid primary parental leave
is the average paid parental leave provided (we give 16 weeks to any eligible carer)
of Australian organisations say they have flexible working policies or strategies
Source: WGEA
Building an engaged workforce
How our focus on employee experiences delivers workforce benefits
Working through a global pandemic has not been easy—as we all know, the challenges have been many and varied, and different for everyone.
Our belonging and wellbeing approach has proved invaluable throughout this period as we focused on our employees’ experiences and ways of working. Our approach demonstrates—through concrete actions—the value we place in our people. It includes strategies and activities to promote diversity and inclusion; resilience; flexible working and caring; equity; recognition; and mental, physical and financial wellbeing.
From the outset of the pandemic, our approach has helped us in supporting and retaining our workforce—we grew our direct employees (plus contract workers directly engaged by Transurban) by more than 7% between 2020 and 2022, putting us in a solid position to realise future opportunities.
Highlights of our annual employee survey are shown below.
Working at Transurban: what our people say
agree their direct manager genuinely supports their wellbeing
agree they have the flexibility needed to manage work and other commitments
agree gender-based and sexual harassment is not tolerated
agree we value all types of diversity
agree people from all backgrounds have equal opportunities to succeed
Global Reporting Initiative (GRI) Index
The GRI is an independent, international organisation that helps businesses take responsibility for their impacts.
Transparent sustainability impacts
We report our non-financial data in line with GRI Standards and Indicators. These serve as a common, global language for communicating sustainability impacts. The GRI is the world’s most widely used standard for sustainability reporting.
Our GRI reporting
Details of our performance against GRI indicators is presented in multiple reporting documents. Our FY22 Corporate Report includes a GRI Index to help with finding our GRI disclosures.
Sustainability Accounting Standards Board (SASB) Index
The SASB Index guides companies' disclosure of financially material sustainability information to their investors. The standards identify the subset of environmental, social, and governance (ESG) issues most relevant to financial performance in various industries. SASB Standards are maintained by the Value Reporting Foundation, a global non-profit organisation.
Sustainability and financial performance
We report on our performance against the SASB’s Infrastructure—Engineering and Construction Services sector.
Our SASB reporting
Transurban’s officially listed SASB sector is Infrastructure Engineering and Construction Services (IF-EN), reflecting our business as an infrastructure operator. We have reported on SASB metrics relevant to this sector within our FY22 Corporate Report, including providing an index that consolidates SASB-specific requests.
Our FY22 Corporate Report includes reporting on SASB metrics relevant to this sector, plus an index to help with finding our SASB-specific requests.
ESG benchmarking
Measuring our performance on a global scale
One way we ensure we’re always improving our sustainability performance is by joining global performance rating programs. These leading international and national programs assess our policies and performance in key environmental, social and governance areas and show how we compare with other participating organisations around the world.
Our ESG benchmark participation
See the benchmarking programs we participated in during the 2021–2022 financial year—and see how our performance compares with other organisations around the world.
Benchmarks
Science Based Targets initiative (SBTi)
Joined 2020
Status
Dow Jones Sustainability Index (DJSI)
Joined 2006
Status
Global Real Estate Sustainability Benchmark for Infrastructure (GRESB)
Joined 2017
Status
MSCI ESG rating
Joined 2017
Status
Ethibel socially responsible investment register
Joined 2017
Status
Workplace Gender Equality Agency (WGEA) Australia
Status
Joined 2020
Status
Our affiliations
Global Reporting Initiative
Joined 2006
Task Force on Climate-related
Financial Disclosures
Reporting since 2019
UN Global Compact
Joined 2009
Carbon Disclosure Project
Joined 2019
Infrastructure Sustainability
Council ratings
Mandatory ratings set
(Australia) 2022
Institute for Sustainable
Infrastructure Envision ratings
Mandatory ratings set
(North America) 2022
Sustainability Accounting
Standards Board
Joined 2020
Asset sustainability ratings
We’ve set high sustainability standards for our assets (the roads, tunnels and bridges we are building and operate). One way we endeavour to meet these standards is by participating in leading Australian (IS ratings) and North American (Envision ratings) infrastructure sustainability ratings.
We’ve now made these ratings mandatory for all new major projects.
Australia
IS ratings
The IS rating scheme evaluates the economic, social and environmental performance of Australian and New Zealand infrastructure. Evaluations can be done at different stages: planning; design; as-built (construction); and operations. Three rating levels apply: Commended; Excellent; and Leading; and projects and assets are assigned points based on the sustainability outcomes achieved (when compared to a base case version of the project). The more points, the better the rating.
The Infrastructure Sustainability Council (ISC) manages the Infrastructure Sustainability IS rating scheme.
We’ve set mandatory IS-rating targets of Excellent or above for the design and as-built stages of all applicable new projects.
Our IS-rated projects
NorthConnex (NSW)
M4 Tunnels (NSW)
M8 (NSW)
Logan Enhancement Project (QLD)
West Gate Tunnel Project (design) (VIC)
Gateway Upgrade North (QLD)
M4 Widening (NSW)
CityLink Tulla Widening (VIC)
Hills M2 (operations) (NSW)
M4-M5 Link (as-built) (NSW)
Using less
Leading the way
Our Logan Enhancement Project, in Queensland, was awarded the highest-possible IS Rating: Leading. It earned this rating through initiatives such as:
Using hard-setting and durable EME2 asphalt enabled reductions in pavement depth (20%) and asphalt use (62,000 tonnes, or 17.5% of total used).
Reusing excavated pavement waste material reduced aggregate needs by 166,000 tonnes.
Installing LED lighting along 30kms of road, reduced the road’s energy-use requirements by 30%.
Recycling soft plastics and diverting 61% of office waste and 98% of construction and demolition waste from landfill.
The project also invested $20 million in initiatives to help protect local wildlife and maintain vital habitat access.
North America
Envision ratings
The Envision system is a set of guidelines that aid in optimising infrastructure project sustainability during both the planning and preliminary design phases. Envision evaluates, grades, and recognises infrastructure projects based on their: quality of life; leadership; resource allocation; natural world; and climate and risk performance.
Envision ratings reflect the level of benefits a project will deliver over its lifecycle. Rating levels are: Bronze; Silver; Gold; and Platinum. Envision was created by the Institute for Sustainable Infrastructure and the Harvard University Graduate School of Design’s Zofnass Program for Sustainable Infrastructure.
We’ve set mandatory Silver (or higher) Envision-rating targets for the design of all applicable new projects.
Our Envision-rated projects
Fredericksburg Extension
495 Express Lanes Northern Extension
Phase 1, Maryland Express Lanes Project
(Target: Platinum)