How we’re tracking

Our sustainability and ESG performance

We’re working to create better social, environmental and economic futures for the cities we operate in. So it’s vital we hold ourselves accountable by setting targets and measuring our performance.

See how we’re tracking in meeting the targets we set for ourselves, and those established by the internationally recognised benchmarking, rating, reporting index and other programs we participate in.

How we’re tracking

Our sustainability and ESG performance

We’re working to create better social, environmental and economic futures for the cities we operate in. So it’s vital we hold ourselves accountable by setting targets and measuring our performance.

See how we’re tracking in meeting the targets we set for ourselves, and those established by the internationally recognised benchmarking, rating, reporting index and other programs we participate in.

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

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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 benchmarking

See how our policies and performance stack up against leading global environmental, social and government benchmarks

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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.

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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

  • Outperformed RICI target
  • 91% of travel on our roads deemed to be four-star or better by Australian Road Research Board
  • Supported NeuRA research on motorcycle fuel tank and seating posture injury risks 
  • Continued mental health wellbeing program

Key FY22 performance metrics (FY18-22 trend/target status)

  • Road Injury Crash Index: 3.78 (target met)
  • Road user fatalities: 3
  • Road Safety Action Plan completion rate: 89% (target met)

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


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

  • Rated 2nd (Australia) and 8th (globally) for gender equality by Equileap
  • Workplace Gender Equality Agency Employer of Choice for Gender Equality Citation (2021-23)
  • Improved Board gender diversity

Key FY22 performance metrics (FY18-22 trend/target status)

  • Board diversity: 73%M/27%F (improving)
  • Executive diversity: 44%M/56%F (target met)
  • Workforce diversity: 57%M/43%F* (target met)

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


*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

  • Renewable energy supply started from Coopers Gap Wind Farm (QLD) in January 2022 and Bango Wind Farm (NSW) in June 2022
  • Renewable energy supply arrangements now in place for all Australian markets and under investigation for US

Key FY22 performance metrics (FY18-22 trend/target status)

  • Proportion of energy purchased from renewables: 56% (N/A)
  • Installed renewable energy capacity: 231kW (N/A)
  • Energy efficiency savings to date: 8.3% (improving)

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


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

  • Gender pay gap maintained at ≤1%
  • Enhanced parental leave policy
  • Released FY21 Modern Slavery Statement (December 2021)
  • Completed our second (Innovate) Reconciliation Action Plan

Key FY22 performance metrics (FY18-22 trend/target status)

  • Gender pay gap: ≤1% (target met)
  • Employee recordable injuries: 0 (target met)
  • Contractor RIFR: 3.09 (target ≤ 4.2) (target met)
  • Reconciliation Action Plan: 100% actions complete (target met)

Performance metric comments

All targets met in FY22

Overall progress to Goal


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

  • Rated or committed to rating the sustainability performance of 12 projects, worth approximately $25B to date

Key FY22 performance metrics (FY18-22 trend/target status)

  • Scope 1 and 2 absolute emissions: 106,392 tCO2e (improving)
  • Scope 1 and 2 emissions per $M revenue: 45.8 tCO2e
  • Scope 3 emissions from purchased goods and services per Million VKT: 32.9 tCO2e (declining)
  • Scope 3 emissions from capital projects per $M capex: 138.5 tCO2e (no change)

Performance metric comments

Scope 1 and 2 absolute emissions decreased significantly as we transitioned to mainly renewable energy use

Overall progress to Goal


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

  • More than USD45M provided to date to support public transit initiatives in Northern Virginia
  • More than 1,475 kilometres of cycle/pedestrian paths delivered or maintained to date
  • Provided community grants to support those affected by COVID pandemic and flooding

Key FY22 performance metrics (FY18-22 trend/target status)

  • Compliance with air quality indicators for tunnel emissions: 100% (target met)

Performance metric comments

Target met

Overall progress to Goal


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

  • Set waste management targets for the business
  • Continuing to use and promote lower-carbon materials
  • Continuing to support social enterprises throughout COVID-19 pandemic

Key FY22 performance metrics (FY18-22 trend/target status)

  • >$135M Indigenous procurement spend to date (Australia) across more than 100 suppliers (N/A)
  • USD976M spend to date on disadvantaged business enterprises (DBEs) and small, women and minority-owned businesses in the US (N/A)

Performance metric comments

Australian Indigenous procurement growing through major projects and direct procurement

Overall progress to Goal


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

  • CDP Supplier Engagement Leader
  • Climate risk assessments progressed for assets
  • Work underway to identify financial impacts of climate change

Key FY22 performance metrics (FY18-22 trend/target status)

  • Existing assets assessed for climate risk: 100% (target met)
  • Major projects under construction assessed for climate change risk: 50%; 2/4 projects (declining)

Performance metric comments

Climate change risk assessments for FredEx and Project NEXT projects delayed to FY23

Overall progress to Goal


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 partnerships in FY22 with NeuRA, Kidsafe (road safety); The Smith Family, The Salvation Army, Northern Virginia Family Services (community); MECLA (materials); Landcare (biodiversity)

Key FY22 performance metrics (FY18-22 trend/target status)

  • No metrics for this SDG

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. 

Water use

Protecting our waterways

Responsibly managing groundwater and stormwater at our assets—and ensuring we release clean water back into creeks and waterways—is fundamental to minimising our environmental impacts. We have well-established procedures for water-related activities. An example is our process for washing down trucks and equipment to prevent wastewater runoff (with potential pollutants such as concrete) entering waterways. We’re now developing a water strategy to standardise our approach to water consumption and promote beneficial reuse of water across our Australian assets.

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.

Climate change icon

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:


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.


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.


Turning the heat on Hills M2

Testing our preparedness for extreme weather events

We have developed response plans for our roads, so when climate-change-related weather events occur, we’re ready. We tested our emergency management response to an extreme heat day—an identified risk for the Hills M2 Motorway and the broader Sydney region.

This desktop exercise tested our operational processes (for example, our protocols for notifying relevant services and response teams; and for escalating responses in line with incident severity).

We will continue testing and improving our response processes and protocols to ensure, when incidents occur, we are ready to respond and, where possible, maintain the ongoing operations of our roads, as happened during the major flooding in Queensland in early 2022.

People icon

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

9 years

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%


The Australian average (full-time) gender pay gap is 13.8%

Source: WGEA

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

11 weeks

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.

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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.


Science Based Targets initiative (SBTi)

Joined 2020


Dow Jones Sustainability Index (DJSI)

Joined 2006


  • Top 10% rating in the DJSI World Index
  • Leading road infrastructure group
  • 4th-highest-rated in the transport sector (out of 102 transport, postal and logistics groups)

Global Real Estate Sustainability Benchmark for Infrastructure (GRESB)

Joined 2017


  • Infrastructure 5-Star Rating
  • Highest-rated listed Australian company in our sector (motorway network, maintenance and operations) (2022)
  • Received an overall score of 95/100 (2022).

MSCI ESG rating

Joined 2017


  • AAA ESG rating (the highest), received for 5 consecutive years
  • Ranked among the top 13% of MSCI-AAA-rated global transport infrastructure organisations.

Ethibel socially responsible investment register

Joined 2017


  • Excellence label.

Workplace Gender Equality Agency (WGEA) Australia


  • We meet WGEA’s reporting requirements each year
  • We have also applied for (and received) WGEA’s annual Employer of Choice for Gender Equality citation for 9 consecutive years.

Joined 2020


  • 5-Star rating.
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

ISC Logo

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

Sustainability icon

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.


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)

In progress

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

In progress

Phase 1, Maryland Express Lanes Project
(Target: Platinum)