2021 Sustainability Report

Ventia Services Group Limited
ABN 53 603 253 541

Level 8, 80 Pacific Highway
North Sydney NSW 2060
AUSTRALIA

ventia.com
ASX and NZX Release


23 March 2022

2021 Sustainability Report
Ventia Services Group Limited (Ventia) is pleased to provide its 2021 Sustainability Report to the
market. A copy of this report is also available on Ventia’s website at www.ventia.com.




This announcement was authorised by the Company Secretary.

-Ends-

For further information, please contact:

Investors Media
Chantal Travers Sarah McCarthy
General Manager Investor Relations General Manager Brand, Marketing & Communications
chantal.travers@ventia.com sarah.mccarthy@ventia.com
+61 428 822 375 +61 400 993 542

About Ventia
Ventia is a leading essential infrastructure services provider in Australia and New Zealand, proudly providing the services that
keeps infrastructure working for our communities. Ventia has access to a combined workforce of more than 35,000 people,
operating in over 400 sites across Australia and New Zealand. With a strategy to redefine service excellence by being client-
focused, innovative and sustainable, Ventia operates across a broad range of industry segments, including defence, social
infrastructure, water, electricity and gas, resources, telecommunications and transport.

SUSTAINABILITY
REPORT 2021

About this Report
This 2021 Sustainability Report (Report) has been prepared to provide an overview of Ventia’s performance with
respect to Environmental, Social and Governance (ESG) matters. The Report covers the period January 2021 to
December 2021 and can be read in conjunction with the Ventia Annual Report 2021, which details Ventia’s financial
and operational performance for the financial year. Cross references and some detail may be duplicated across both
reports to ensure full availability and transparency of information.
The information in this Report is given in good faith and derived from sources believed to be accurate at this date but
no independent assurance has been obtained in relation to it and no responsibility (including for reason of negligence)
for errors or omission herein is accepted by Ventia Services Group Limited or its respective officers.
This Report may contain forward-looking statements to indicate what we ‘expect’, ‘believe’, ‘intend’, will ‘target’ or
‘aim’ for, may be ‘likely’ or similar expressions. Forward-looking statements are not guarantees of future outcomes
and may involve known or unknown risks, uncertainties and other factors, which are beyond the control of Ventia
and may mean actual results differ materially. This is especially relevant for forward-looking statements in relation to
sustainability, where a number of factors, including the eternal regulatory environment, or changes in the markets in
which we operate, may impact our ability to deliver on our objectives.
This Sustainability Report has
been prepared with reference to
the Global Reporting Initiative
(GRI) Standards. A GRI content
index is available on our website
at www.ventia.com/GRI.
A table of Ventia’s material
issues and United Nations’ SDG
alignment is also available on our
website at www.ventia.com/SDG.
CONTENTS
A message from the Chairman and Group CEO 2
2021 sustainability highlights 4
Ventia. For when it’s essential 6
Our strategy: Redefining Service Excellence 8
Informing our strategy 10
Sustainability Governance 12
Measuring our success 14
Targets and performance snapshot 16
Environment Progress and Priorities 20
Social Progress and Priorities 40
Governance Progress and Priorities 64

CREATING A LASTING AND POSITIVE CREATING A LASTING AND POSITIVE
LEGACY FOR PEOPLE AND PLANETLEGACY FOR PEOPLE AND PLANET
Acknowledgement of Country
Ventia would like to respectfully
acknowledge the Traditional Owners and
Custodians of country throughout Australia
and their connection to land, sea and
community. We pay our respects to them,
their cultures and to their Elders past,
present and emerging.
Mihi
He tautoko te ahurea i ngā kawa me ngā
tikanga o ngā Iwi whānui o Aotearoa, me
ka kawa me ka tikaka o ka Iwi whānui o Te
Waipounamu. / We recognise and celebrate
the culture of mana whenua in Aotearoa
and Te Waipounamu where our teams
respect local Iwi and communities across
the country.
1
Ventia 2021 Sustainability Report

W
e are delighted to share Ventia’s first
Sustainability Report.
With a workforce of over 15,000 talented employees and
20,000 subcontractors across more than 400 locations, every
decision and action we take is an opportunity for Ventia to
make a positive impact to the communities in which we live
and work.
Taking a sustainable approach is not only the right thing to
do, but also what our clients, communities, investors and
employees expect from us. That is why we have embedded
sustainability at Ventia – it’s in our vision, our strategy and
our culture.
Our refreshed Sustainability Strategy, launched in 2021,
goes beyond reducing our environmental footprint. It is
about creating a positive impact for future generations and a
sustainable legacy for people, communities and our planet.
Our Sustainability Strategy has three focus areas:
environment – creating a healthier planet; social – people
and community; and governance – being ethical and
accountable in everything we do.
This Report provides an update on our progress. We share our
commitments and targets, as well as bring to life the projects
and initiatives that demonstrate our commitments are more
than just words on a page and are backed by real action.
Our commitments
Informed by feedback from our stakeholders and industry
targets, we completed a materiality assessment in 2020 that
identified our most significant sustainability issues. This year,
we have formulated targets to address what matters most
and focused our efforts on key initiatives to drive progress
against our objectives.
Environment
Climate action was the highest priority issue in our
materiality assessment and we are pleased to announce
our response to the Science Based Targets initiative’s call for
urgent corporate action to set emissions reduction and net-
zero targets. We have done this by committing to align with
a 1.5ºC future and net-zero through the Business Ambition
for 1.5ºC campaign. In 2021, we recorded a 10.4% reduction
in Scope 1 and 2 carbon emissions (from our 2019 baseline),
and we will work to define Ventia’s pathway to net-zero in the
year ahead.
As we aim for 100% of our fleet to be electric or hybrid by
2030, in 2021 we made further progress on the transition of
our vehicles. We now have 70 hybrid and two electric vehicles
in our fleet. We also welcomed our first fully electric roads
maintenance truck and ordered an industry and Ventia-first
custom-built electric Truck Mounted Attenuator (TMA), due
for delivery in 2022.
We also decreased our electricity use (GJ) by 4.9% (from our
2019 baseline) and we are focused on increasing our use of
renewable energy, aiming for 100% internal electricity from
renewable sources by 2030.
Social
Ventia has aligned to the HESTA 40:40 Vision, an investor and
business-led initiative to achieve gender balance in executive
leadership by 2030. We are committed to our Diversity and
Inclusion Action Strategy to reach our 40% target.
As of December 2021, 18% of our Executive Leadership team
were female and female participation across our business
was 30.9%.
The most recent employee survey and analysis tells us that
4.8% of Ventia employees in Australia were of Aboriginal
and Torres Strait Islander descent – a participation rate we
A MESSAGE FROM THE CHAIRMAN AND GROUP CEO

3
Ventia 2021 Sustainability Report
plan to grow in coming years. Our public commitment to
reconciliation is set out in our Reconciliation Action Plan
(RAP). At the end of 2021, we submitted our final integration
plan to Reconciliation Australia as we merge our two
existing RAPs to ensure that actions in our Elevate RAP*
are embedded across the Ventia business. This year, we
increased our spend with Indigenous business partners in
Australia by 52.8% year on year and remain committed to
expanding our social procurement.
We also established the Te Ara o Rehua working party in
Aotearoa to enhance Māori participation and build cultural
capability across our New Zealand business.
Governance
In 2021, we established our Board Safety and Sustainability
Committee to provide oversight and drive accountability
in meeting our safety and sustainability goals. We also
launched our first Modern Slavery Statement confirming our
commitment to respecting human rights and the eradication
of all forms of slavery.
As a listed entity, we intend to drive Ventia’s compliance
with the ASX Corporate Governance principles and
recommendations and ensure appropriate compliance
business standards apply throughout our supply chain.
Safety and health above all else
We continue to prioritise the safety and health of our people.
This year we achieved pleasing progress in driving down the
frequency and severity of injuries with a 28% decrease in our
Total Recordable Injury Frequency Rate (TRIFR) and a 60%
decrease in our Serious Injury Frequency Rate (SIFR), as we
continued to build the capability of our frontline leaders to
effectively manage risks.

Mental health continues to be of increasing concern
for society and for organisations. Ventia’s own Healthy
Minds program won ‘Best Mental Health Program’ at the
2021 National Safety Awards of Excellence. We now have
120 Healthy Minds Champions providing support to their
colleagues across the business.
Our focus on early intervention through our Healthy Bodies
physical wellbeing program has resulted in significant
reductions in the number and frequency of new workers
compensation claims, down 15% on 2020.
The progress we have made towards our Sustainability
Strategy in 2021 is with thanks to our passionate and talented
people. We have much to celebrate and so much has been
achieved in 2021, our challenge now is to accelerate this
progress and continually raise the bar as we strive to meet
our commitments.
Our clients, the community and our people are looking for
us to take bold sustainable action. It is early in our journey,
but our ambition is to lead the way and embrace every
opportunity to be and build a sustainable business for a
more sustainable world.
Together, we truly believe that we can turn the dial and make
a difference.

David Moffatt
Chairman
Dean Banks
Group Chief Executive Officer

2021
sustainability
highlights
2021 has been a significant year for
Ventia for many reasons, including
our listing on the Australian
Securities Exchange (ASX) and
New Zealand’s exchange, the NZX.
In terms of sustainability, we launched
our Sustainability Strategy and our
approach to creating a positive impact
across environment, social and
governance aspects. This year we have
made substantive progress towards
our sustainability goals and celebrated
many achievements, while we also set
the crucial foundations to support,
propel and measure our sustainability
progress in years to come.
environmentenvironment
67,389
tCO
2
-e Scope 1 & 2
emissions
10.4%
Reduction
from base year
Committed to setting
science-based targets
including net-zero
WINNER FINALIST
Celebrating our
achievements
Silver medal
1
, ‘Sustainable Change for Good’
2021 Edison Awards™
Kendall Bay sediment remediation project
Large Business Category
Banksia NFP & NGO Award
SourceZone®

socialsocialgovernancegovernance
30.9%
Female
participation
4.8%
Indigenous
participation
2

28%
TRIFR
4
improvement
$83.9m
Spend with
Indigenous business
3
Published our first
Modern Slavery Statement
Established our Board Safety
and Sustainability Committee
WINNER FINALIST FINALIST
Best Mental Health Program
National Safety Awards of
Excellence
Healthy Minds program
‘Corporate Member of the Year’ Award
Supply Nation,
Supplier Diversity Awards
Graeme Innes Disability Employment Award
Australian HR Institute Awards 2021
NSW Whole of Government Facilities
Management Services
1. Award presented to our client Jemena.
2. Ventia employees in Australia of Aboriginal and Torres Strait Islander descent, based on Ventia’s most recent employee survey and analysis.
3. Procurement spend with Australian Indigenous partners.
4. Total Recordable Injury Frequency Rate. Total number of recordable injuries, divided by hours worked in millions.
5
Ventia 2021 Sustainability Report

Defence and Social
Infrastructure
Infrastructure
ServicesTelecommunicationsTransport
WA
NT
SA
QLD
NSW
ACT
TAS
VIC
Perth
Dar win
Brisbane
Sydney
Melbourne
Adelai de
Canberra
Auckland
Wellington
Hobar t
Ventia is a leading essential infrastructure services provider.
We deliver services to over 100 clients across Australia and
New Zealand, and more than 40% of our work is in regional
and rural areas. With over 35,000 talented employees and
subcontractors, we are a significant employer and are very
proud of our achievements in Indigenous employment and
broader community engagement.
We have extensive and expert capabilities across the full
asset lifecycle including Operations & Maintenance (O&M),
Soft Facilities Management (FM), Hard Facilities Management
(FM), Environmental Services (ES), Minor Capital Works (MCW)
and other solutions.
Our business is structured across four key sectors:
Defence and Social Infrastructure, Infrastructure Services,
Telecommunications, and Transport, each including several
business units. We provide expertise across diverse industry
segments through long-term contracts, partnering with a
range of government agencies and blue-chip organisations.
For when it’s essential.
V
entia.
2021 Project sites

35,000+
WORKFORCE
(employees and subcontractors)
400+
PROJECT SITES
40%+
OF OUR PEOPLE WORK IN
REGIONAL AND RURAL AREAS
7
Ventia 2021 Sustainability Report

Our strategy:
Redefining
Service
Excellence
Ventia’s purpose is making
infrastructure work for our
communities.
Guided by our values and committed to our number one
promise of safety and health above all else, we recognise
that every decision and action we take is an opportunity
to improve the lives of people living in the communities
we serve.
We bring our purpose to life by delivering on our strategy, to
Redefine Service Excellence. We will achieve this through
our simple and common-sense approach to be client
focused, innovative and sustainable.
Our approach to sustainability encompasses the social
impact we have with our employees, our communities,
the environment, and the way we conduct our business.

OUR VALUES
I
NTEGRITY
COLLABORATIONC
HALLENGE
I
NGENUITY
REDEFINING
SERVICE
EXCELLENCE
CLIENT FOCUSED
INNOVATIVE
SUSTAINABLE
Safety and health is our #1 promise
OUR PURPOSE
Making infrastructure work for our communities
Our people are the heart of our success
achieve more
together
do what’s rightdrive to delivercreate better ways
9
Ventia 2021 Sustainability Report

At Ventia, we are always listening – to the voices of our people, our clients
and the communities in which we work. In 2021, as we set out to create our
Sustainability Strategy, we first sought to understand the issues that were of
highest importance to our stakeholders, taking a collaborative approach to
underpin and shape our way forward.
Through a materiality assessment completed in 2020, issues that were identified as having high materiality have shaped the
focus of our strategic direction and our sustainability efforts this year.
Our materiality assessment identified the high priority issues for Ventia that reflect economic, environmental and social
impacts (both positive and negative) from our operations and/or issues that substantively influence the decisions of
our stakeholders.
Understanding our most material issues means resources are targeted in areas of highest importance, aligned to the
commitments and objectives of our Sustainability Strategy.
Ventia’s materiality assessment process
PROCESS STEPS
1. Identify
Identify topics relevant to
stakeholders and the business
•
Review of internal and
external documentation
including peer practices
2. Evaluate
Evaluate and test the
importance of issues with
stakeholders
•
Internal – employee online
survey
•
External – one-on-one
interviews with key clients,
regulators, community,
special interest groups
3. Validate
Validate and prioritise our
material issues
•
Workshop with senior
leadership
•
Review and validation
by Ventia’s Sustainability
Council
PROCESS OUTCOMES
Materiality matrix
•
Five very high materiality and priority issues
•
10 high materiality and priority issues
Ventia Sustainability Strategy
Informing our strategy

Our work and the progress we have made in 2021 demonstrates our
support and commitment to seven United Nations’ (UN) Sustainable
Development Goals. We are working towards providing more
comprehensive reporting against our SDG targets for 2022.
A table of Ventia’s material issues and UN SDG alignment is available
on our website at www.ventia.com/SDG.
Key materiality issues
high high
materiality materiality
ratingrating
CLIMATE
CHANGE
ATTRACTION
AND RETENTION
OF SKILLED
PEOPLE
ENERGY
INDIGENOUS
PARTICIPATION
ENVIRONMENTAL
MANAGEMENT
SYSTEM
LOCAL
EMPLOYMENT
FINANCIAL
PERFORMANCE
WORKPLACE
WELLBEING
LOCAL
COMMUNITY
ENGAGEMENT
EFFLUENTS
AND WASTE
HUMAN
RIGHTS AND
MODERN
SLAVERY
WORKPLACE
HEALTH AND
SAFETY
DIVERSITY
AND EQUAL
OPPORTUNITY
STAKEHOLDER
RELATIONSHIPS
AND
ENGAGEMENT
INNOVATION
AND
TECHNOLOGY
very high
materiality
rating
11
Ventia 2021 Sustainability Report

Our commitment to governance and ensuring transparency is founded on our
values, which are embedded in our governance framework and guide us to
focus on what’s right and what’s important to our stakeholders.
Our governance framework and sustainability governance model detail key focus areas at Ventia and outline core roles
and responsibilities, from the oversight of our Board and Safety and Sustainability Committee to the implementation of
policies, initiatives and practices within our organisation.
Our Sustainability Council has representation from across the business and champions the implementation of our
Sustainability Strategy. The Council is supported by working parties and our advisory bodies, each focused on continuous
improvement in high priority focus areas.
Demonstrating our commitment
to sustainability governance
COMPLIANCE
CULTURE AND
BEHAVIOURS
ENTERPRISE RISK
MANAGEMENT
BUSINESS
AND
MANAGEMENT

SYSTEM
Our governance framework

VENTIA BOARD
SAFETY AND SUSTAINABILITY COMMITTEE
INDIGENOUS
ADVISORY
BOARD
REGIONAL
INDIGENOUS
STEERING
COMMITTEES
INTERNAL STAKEHOLDERS / FUNCTIONAL SUBJECT MATTER EXPERTS
EXTERNAL STAKEHOLDERS
DIVERSITY AND
INCLUSION
CHAMPIONS
SAFETY, HEALTH
AND WELLBEING
CHAMPIONS
RESOURCE
EFFICIENCY
CHAMPIONS
DIVERSITY AND
INCLUSION
WORKING PARTY
MAORI
WORKING
PARTY
RESOURCE
EFFICIENCY
WORKING PARTY
GOOD
GOVERNANCE
WORKING PARTY
SUSTAINABILITY COUNCIL
SUSTAINABILITY CHAMPION NETWORK
OUR PEOPLE
13
Ventia 2021 Sustainability Report
Our sustainability governance model

Our Sustainability Strategy is
to create a healthier planet, be
people and community focused and
accountable for everything we do.
We have set our objectives and are
working towards clear targets to
achieve our goals over time, measuring
our success along the way, to create a
lasting legacy for people and our planet.
Creating a healthier planet
OBJECTIVES
Achieve net-zero emissions and reduce
our clients’ emissions
Managing climate risk and resilience for
us and our clients
Leading in environmental protection and
enhancement solutions
MEASURES
Pathway to net-zero
emissions defined
with visible progress
demonstrated
Measuring our
success
environmentenvironment

socialsocialgovernancegovernance
People and
community focused
Ethical and accountable
in everything we do
OBJECTIVESOBJECTIVES
Our people are safe and healthy and are
as diverse as our communities
We engage and respect the communities
we work in
We create value through our local and
diverse supply chain
Sustainability is embedded in our
decision making
Trusted for our sustainable business
practices
Advancing sustainable and ethical
procurement
MEASURESMEASURES
Continuous improvement
in safety, diversity and
inclusion
Exceed industry and
society’s expectations of
our corporate behaviour
15
Ventia 2021 Sustainability Report

MEASURES
Pathway to net-zero emissions defined,
with visible progress demonstrated
Targets and
performance
snapshot
Ventia’s sustainability targets align
to recognised industry frameworks
to ensure we deliver best practice
outcomes. They have been selected
and refined to ensure we are focused
on meeting the expectations of our
people, our clients, our investors
and communities.
Continuing to embed our sustainability
approach at Ventia in the coming
year will enable us to develop
our understanding of our current
performance across all target areas
and set benchmarks to report against.
This will further enhance the
transparency of our reporting, to
demonstrate our progress against
targets and set a sound basis for
comparison into the future.
environmentenvironment
Electricity usage (GJ)
20212019
95,923
91,253


4.9%
Decrease from
base year
Committed to the Science Based Targets
initiative (SBTi) to set emissions reduction
and net-zero targets
100% renewable energy by 2030
(internal electricity usage)
100% EV and hybrid fleet by 2030
TARGETS
PERFORMANCE HIGHLIGHTS
Carbon emissions (tCO
2
-e Scope 1 & 2)
20212019
75,234
67,389

10.4%
Reduction from
base year
Number of electric and hybrid vehicles
0
10
20
30
40
50
60
70
80
20212020
45
73
62.2%
Increase

1. Procurement spend with Australian Indigenous partners.
2. Ventia employees in Australia of Aboriginal and Torres Strait Islander descent,
based on Ventia’s most recent employee survey and analysis.
MEASURES
Continuous improvement in safety,
diversity and inclusion
MEASURES
Exceed industry and society’s
expectations of our corporate behaviour
Female participation (%)Modern Slavery Statement
Safety and Sustainability Committee
HESTA 40:40 Vision commitment
40% Women In Senior Management (WISM)
40% female participation – all employees
Retain Reconciliation Australia’s Elevate
RAP status
TARGETS
Compliance with the ASX Corporate
Governance principles and
recommendations
All significant suppliers complying
with the Ventia Supplier
Code of Conduct
TARGETS
PERFORMANCE HIGHLIGHTS PERFORMANCE HIGHLIGHTS
1
st
Modern Slavery
Statement published
Established our Board
Safety and Sustainability
Committee
Indigenous participation
2
(%)
4.8%
socialsocialgovernancegovernance
17
Ventia 2021 Sustainability Report
0.7
Percentage
point increase
202120202019
27.6
30.230.9
Spend with Indigenous business
1
($m)
202120202019
28.3
54.9
83.9
52.8%
Increase

environmentenvironment
OUROUR
OBJECTIVESOBJECTIVES
Achieve net-zero emissions
and reduce our clients’
emissions
Managing climate resilience
for us and our clients
Leading in environmental
protection and enhancement
solutions
19
Ventia 2021 Sustainability Report

A TIME FOR ACTION
Ventia has responded to the Science Based Targets
initiative’s urgent call for corporate climate action by
committing to align with a 1.5°C future and net-zero through
the Business Ambition for 1.5°C campaign.
Climate Change was identified as the most important topic
for Ventia by both internal and external stakeholders through
our sustainability materiality assessment. We recognise our
responsibility to address and reduce our emissions, and to
play our part to limit global warming to 1.5°C. Ventia will
set near-term emissions reduction targets to accelerate our
transition to a low carbon economy and we are committed to
achieving net-zero emissions across our value chain by 2050.
We have made significant progress in 2021, building a
platform upon which to execute our climate strategy
and demonstrating progress in reducing our emissions.
We established our inventory for direct Scope 1 and indirect
Scope 2 emissions for our baseline year of 2019, as we
continued to enhance our data processes throughout the
year. Our commitment to setting science-based targets
(SBTs) ensures we will develop a robust decarbonisation
pathway, incorporating deep cuts in emissions this decade.
Importantly, our approach does not rely on offsetting our
emissions, but rather we are focused on transitioning all our
energy sources and working with our supply chain to identify
opportunities and innovation to reduce our emissions.
Our progress:
climate and emissions
ENVIRONMENT PROGRESS & PRIORITIES
The progress we’ve made working to reduce our emissions and our climate
impact, as well as our commitment to develop science-based targets and
clarify our pathway to net-zero, sees us working towards United Nations’
SDG 13, Climate Action.

In 2021, our total Scope 1 and Scope 2 emissions were
67,389 tCO
2
-e. We achieved a reduction in emissions of 10.4%
compared to the 2019 baseline year, meeting our 2021 target
of a 10% absolute reduction. Emissions intensity by revenue
reduced from 15.7t/$m in 2019 to 14.8t/$m in 2021, an
overall 5.6% intensity reduction.
Our emissions progress this year has been largely achieved
through reductions related to transport fuels, our largest
category of emissions. The impact of COVID-19 on
our operations, as well as fleet reduction and transition
initiatives, has reduced the use of vehicle fuel, supported
by a focus on driver behaviour, in-vehicle monitoring and
reduced vehicle idling.
Liquid fuels
Electricity
Natural Gas
Scope 1Scope 2Emissions Intensity
Emissions (tCO
2
-e x 10
3
)
Intensity (t/$m AUD)
0
20
40
60
80
20212019
1.0
4.0
7.0
10.0
13.0
16.0
1. Ventia calculates emissions using the Australian National Greenhouse and Energy Reporting (Measurement) Determination 2021 and the New Zealand
Government Measuring Emissions: A guide for organisations 2020. Operational control approach is taken for emissions. No fugitive emissions are
included in baseline or 2021 data.
2. Ventia direct Scope 1 emissions and indirect Scope 2 emissions. Does not include supply chain or Scope 3 emissions.
Australia
NZ
Corporate
Defence and
Social Infrastructure
Infrastructure Services
Telecommunications
Transport
EMISSIONS BY COUNTRYEMISSIONS BY SECTOR
21
Ventia 2021 Sustainability Report
EMISSIONS BY SOURCEGREENHOUSE GAS EMISSIONS
1,2

ENVIRONMENT PROGRESS & PRIORITIES
Fleet reduction and transition initiatives
It is a high priority for Ventia to transition our fleet. In
the short term, hybrids will be adopted and we will also
adopt fully electric vehicles where feasible. We introduced
28 hybrids and EVs to our fleet in 2021, now comprising 2%
of our light vehicle fleet. We are also accelerating the pace of
our transition and pursuing opportunities to transition larger
plant and vehicles. We were pleased to welcome our first fully
EV roads maintenance truck to our Western Roads Upgrade
(WRU) contract this year and order our first custom-built
electric Truck Mounted Attenuator (TMA). A fleet of electric
mowers will also arrive in 2022.
Driver behaviour and education
In 2021, we partnered with EROAD to boost environmental
and safety outcomes through application of the latest in-
vehicle monitoring technology. The In-Vehicle Monitoring
System (IVMS) provides feedback and alerts to the driver
encouraging safe and efficient driving behaviour. Advanced
driver-facing telematics provide information to track and
improve vehicle safety and operating performance, plus real-
time driver coaching and information, making our drivers
safer and, in turn, our roads safer for our communities.
The EROAD upgrade is complemented by driver awareness
training to teach the environmental benefits of reducing
idling and turning engines off when possible. In six months
of the EROAD upgrade, idling has been reduced by 8% per
100 vehicles.

Emissions overview
79.8% of Ventia’s emissions occur in our Australian
business, which is aligned with the size of Ventia’s business
in Australia compared to New Zealand. Our most energy
intensive operations are also in Australia. 66% of our total
emissions (77.7% of our energy use) in 2021 was from
diesel, including fuel used in vehicles for transportation
and fuel used in stationery plant and equipment, such as
generators. Emissions reduction initiatives are focused on
energy efficiency in addition to transitioning to alternative
energy sources.
30% of our emissions (11% of our energy use) are Scope 2,
generated from purchased electricity. 60% of our emissions
from electricity occur at two project locations with high
energy demands, where Ventia has operational control:
Eastlink tunnels in Victoria and Parklea correctional facility in
New South Wales. The remainder of our electricity use is at
offices and worksites across Australia and New Zealand. To
address Scope 2 emissions across our portfolio, our priority
is to transition to renewable energy, including through on-
site generated solar, where feasible, and the introduction of
renewables in our energy procurement.
Planning resources for emissions reduction
We have introduced resource reduction plans across all
Ventia sectors in 2021, a tool to identify and track specific
energy and emissions reduction initiatives, ranging from
installing solar panels, to driver awareness training, route
planning review and energy efficiency audits.
Reducing our clients’ emissions
It is important to Ventia to support our clients as they
respond to the challenges of the energy transition.
This involves working with clients to improve the energy
efficiency, emissions intensity and energy security of their
assets and estates.
One example is for South-east Queensland Schools where
we assisted our client with an upgrade to LED lighting and
installation of rooftop solar at seven schools, installing
1,516 solar panels to generate 946MWh of renewable energy
per year.
ENERGY CONSUMPTION BY TYPE
Energy type20192021
Direct – fuelGJ741,508720,668
Natural gasGJ3,5111,550
PetrolGJ38,69474,137
DieselGJ672,666630,462
Aviation FuelGJ23,29713,191
LPGGJ3,3391,329
Indirect – electricityGJ95,92391,253
Grid electricityGJ95,92391,253
GreenPower*GJ00
Total energy consumptionGJ837,431811,921
* Ventia uses power generated from solar panels at some of our facilities, however this has not been measured in 2021. No GreenPower is included in our
electricity contracts at this time. Ventia recognises the contribution of renewables to grid electricity varies between Australian States and in NZ, and this
difference is reflected in the emissions factors applied to calculate our emissions.
23
Ventia 2021 Sustainability Report

ENVIRONMENT PROGRESS & PRIORITIES
Climate change and the transition towards a
lower carbon global economy will create risks and
opportunities for Ventia, as well as our people,
customers, suppliers and partners and the communities
we work in.
Ventia aims to align our risk management and reporting
with the recommendations of the Task Force on
Climate-related Financial Disclosures (TCFD).
Consistent with this approach, we are in the process
of undertaking a detailed risk assessment of our
business. We completed this assessment for our
Telecommunications sector in 2021 and plan to complete
the assessment for our other sectors in 2022.
The risk assessment for Telecommunications has
highlighted opportunities for Ventia in supporting
our clients’ transition and resilience efforts, and in
responding to climate-related weather events. In
comparison, the risks associated with weather events
impacting facilities and staff, and the risk of increases to
the cost of service, were considered minor.
Some of these opportunities and risks may also apply to
the other Ventia sectors, however the level of exposure
may differ. For example, the risks associated with climate
impacting the ongoing viability of Telecommunications
customers was considered minor, however this may be
different for other sectors’ customers.
More detailed disclosures encompassing the full Ventia
business will be made in future sustainability reports.
2021 PROGRESS
ON THE FOUR KEY
PILLARS OF THE
TASK FORCE ON
CLIMATE-RELATED
FINANCIAL
DISCLOSURES
(TCFD)
Our progress:
managing
climate risk
governancegovernance
• Established the
Board Safety and
Sustainability Committee
with governance of
sustainability issues,
including climate risk.
• Ventia’s risk and opportunity
management framework
is overseen by the Board
and the Audit, Risk and
Compliance Committee.
• The Group CEO and the
Executive Leadership
team implement the
risk and opportunity
management framework
within their areas of
accountability. These roles
and responsibilities are
part of the overall Ventia
corporate governance
framework.

risk managementrisk managementstrategystrategy
• Ventia’s Redefining Service
Excellence Strategy
elevates sustainability
as a key focus.
• Sustainability Strategy
emphasises ‘managing
climate risk and resilience
for us and our clients’.
• Our approach includes
undertaking climate-
related risk assessments
across our sectors and at
specific contracts.
• We actively developed
strategies to respond to our
climate risks and those of
our clients.
• A key strategy commitment
is to set science-based
targets to achieve net-zero
emissions.
• Commenced risk assessment
in one Ventia sector in 2021,
to be continued in 2022
with all resulting risks to be
incorporated into Ventia’s
risk management processes.
• Risk management
workshops and materiality
discussions (initially in
Telecommunications)
included use of scenario
analysis to validate physical
and transitional risks and
opportunities.
• Conducted detailed
climate risk assessments,
considering physical and
transitional risks, at two
Transport contracts in
conjunction with clients.
metrics and targetsmetrics and targets
• Metrics under review from
the Telecommunications
sector assessment include
alignment of emissions
targets and feedback from
clients on response to/
innovative solutions for
extreme climate events.
• Committed to setting
science-based targets
for achieving emissions
reduction and net-zero.
• Initial targets established for
renewable electricity, and
hybrid and electric fleet.
• Reporting in our annual
Sustainability Report of our
greenhouse gas emissions
and progress of climate
risk assessments and
adaptation.
DETAILED RISK ASSESSMENT AND SCIENCE-BASED TARGETS DEVELOPMENT TIMELINE
1.
Climate risk
identification and
validation conducted
for Telecommunications
sector
2.
Climate risk identification
and validation for
Transport, Defence and
Social Infrastructure,
and Infrastructure
Services sectors
Q4Q2Q1Q3
2022
Science-based targets developed
2021
3.
TCFD
Disclosures
prepared
25
Ventia 2021 Sustainability Report

ENVIRONMENT PROGRESS & PRIORITIES
Through the services we deliver and the way we work, we protect
environmental value, use natural resources wisely and constantly seek
opportunities to minimise our impact, supporting United Nations’
SDGs 9, 11 and 12.
Ventia’s environmental management approach is delivered
through our integrated SHEQ (Safety, Health, Environment
& Quality) systems, to meet the commitments in our
Environmental Policy. Following a review of our integrated
SHEQ processes and procedures we retained ISO14001
certification in 2021.
There is the potential for our operations to adversely impact
the environment including through pollution, impact to
heritage or flora and fauna, and the generation of waste. We
monitor the effectiveness of our processes and controls for
managing environmental risk through our SHEQ inspection
and audit framework, and monitoring of environmental
incident metrics.
While no environmental incidents were classified as serious
1

and no prosecutions occurred at Ventia during 2021, some
environmental incidents did occur. The most common type
of incidents were releases into the environment, such as
spills from vehicles and equipment, which are classified as
minor or negligible
2
incidents and pro-actively remedied.
There was also one environmental incident in New Zealand
(an uncontrolled release into the environment) that was
classified of moderate consequence
3
and resulted in
infringement notices being issued to Ventia. We take all
environmental incidents that occur in the course of our
work seriously and act to identify the cause and implement
preventative action.
Our progress:
environment
1. Ventia classifies a serious environmental incident as a work-related environmental event where the actual consequence is defined as substantial
or major. An event with a substantial consequence has permanent/material damage to environment, regulatory involvement and possible further
enforcement action. An event with a major consequence has serious environmental harm/impact, will require long-term recovery and/or possible
regulatory intervention.
2. A minor consequence environmental incident has a minor, short-term impact and/or is contained on-site. A negligible consequence incident has
negligible environmental impact.
3. A moderate consequence environmental incident is classified as an event with short-to medium-term environmental impact.

Environmental services and systems
Ventia’s services teams play a significant role in enhancing
the natural environment. From our Environmental Services
business, remediating contaminated land and waterways,
to our Environmental Monitoring team, Biodiversity
Services and Land Management, as well as our Engineering,
Sustainability and Property Consulting teams.
In support of our objective, to lead in environmental
protection and enhancement, refreshed environmental
awareness training will be rolled out in 2022. We have
introduced a new environment and sustainability inspection
process into our SHEQ systems and will continue a review of
our environmental compliance systems.
Resource reduction
In 2021, we introduced resource reduction plans targeting
initiatives across materials, waste, water and energy use
reduction. Each sector in the business is now tracking
implementation of their initiatives through their resource
reduction plan.

Addressing waste
Waste streams generated through Ventia operations
range from food and green waste to liquid waste, spoil
and construction waste, electronic waste and lighting, as
well as office waste, amongst others. A waste footprint
survey conducted this year indicated we recycle many of
these waste streams, with further work to detail our waste
footprint as a priority in 2022 to target increased diversion
from landfill.
Within our Transport business, waste collected from
sweeping roads is a significant waste stream by volume. Our
Road projects in Australia diverted >86% of street sweeper
waste from landfill in 2021, recycling 1,550 tonnes. For some
of our Road contracts a new recycling or reuse solution was
sought as an alternative to landfill. At our Western Roads
Upgrade (WRU) contract in Victoria we changed our process
in late 2020, so that all street sweeper waste is screened
and repurposed into useful material, such as aggregate and
sand. Through the resource reduction plans our other Road
contracts are pursuing similar opportunities.
During 2021, our South Australian Defence contract teams
worked collaboratively in conjunction with waste removal
services provider Veolia to successfully implement the
Defence Waste Optimisation program, to reduce waste to
landfill. The program, across five sites in South Australia,
introduced coloured bin recycling stations and was
supported by an awareness campaign. Ventia’s Cleaning and
Catering teams manage waste separation as a part of their
daily activities and the program has resulted in a significant
increase in recycling, with some sites more than doubling
their monthly diversion rates, reaching as high as 80%.
In another joint initiative between Veolia, Defence and
Ventia, an innovative solution was sought to divert
combat uniforms from landfill whilst ensuring certainty of
destruction. A trial conducted over three months across six
sites diverted 6.9 tonnes of waste from landfill by converting
the shredded uniforms to approximately 700L of biofuel.
OUR 2021 ENVIRONMENTAL
REMEDIATION PROJECTS
Treated
217,000 tonnes
of contaminated material
Remediated an
>89,000m
2
area
Treated
45,000kL of water
during remediation
FINALIST
Large Business Category
Banksia NFP & NGO Award
SourceZone®
27
Ventia 2021 Sustainability Report

KENDALL BAY SEDIMENT REMEDIATION RECEIVES INTERNATIONAL RECOGNITION
AT THE EDISON AWARDS™
This year, the Kendall Bay sediment
remediation project was recognised
internationally, taking out silver for
‘Sustainable Change for Good’ at the
2021 Edison Awards™.
The award was presented to our client, Jemena, for the
design and delivery of the marine in-situ stabilisation
(ISS) used in the remediation of Kendall Bay in New South
Wales. Understood to be the world’s first subaqueous
in-situ stabilisation of contaminated sediment for
environmental purposes, Ventia played a key role, leading
advances in the use of ISS technology in underwater
environments, and delivering a lasting environmental
protection and enhancement solution.
Kendall Bay is a shallow marine environment
characterised by intertidal mudflats, mangroves,
outcropping sandstone rock, a sandstone seawall and a
sandy beach. Approximately 10km west of Sydney’s Central
Business District on the south side of the Parramatta
River, the Kendall Bay remediation project involved the
remediation of legacy coal tar contamination, left behind
by the former Mortlake Gasworks.
Keen to ensure the safety and protection of the local
community and improve the marine ecosystem, our client
Jemena briefed Ventia on the need for a lasting solution to
treat acutely toxic contaminated sediments in the sensitive
marine environment.
Over the next two years our team engineered and trialed
long-term applications of in-situ sediment solidification.
While ISS is a common and highly successful method
used on land, there were previously only few, small-scale
examples of use in a marine environment. The approach
had never before been implemented in Australia and we
had to ensure it was technically sound, environmentally
justifiable and would meet Environment Protection
Authority requirements.
In 2020 we deployed the first large-scale application of
in-situ stabilisation in marine remediation anywhere in
the world.
ISS involved mixing marine cement with sediment
underwater to form a stabilised raft-like structure to
permanently contain the contaminated sediments.
Once sediments were stabilised, clean sand and rock was
installed to provide a suitable, rejuvenated environment
for the recolonisation by microorganisms of the seabed
and remediation areas adjacent to the former gasworks.
WINNER
‘Innovation that Advanced the Practice of
Contaminated Site Remediation’ Award 2021
Australasian Land and Groundwater Association
(ALGA) Awards
WINNER
‘Best Remedial Project >1M’ Award
2021 Australasian Land and Groundwater Association
(ALGA) Awards
WINNER
Silver medal, ‘Sustainable Change for Good’
2021 Edison Awards™
How we’re creating a healthier planet
at Ventia
Our commitment to ensuring our planet is healthy for generations to come is
brought to life in the work we do – and how we do it. It’s in our nature to care,
to look out for each other and look after the world around us.
ENVIRONMENT PROGRESS & PRIORITIES

Ventia removed 7,500 tonnes of contaminated material,
remediating an area with a total size of 11,800m
2
.
The project methodology resulted in a significant
reduction in virgin excavated natural material compared
to a traditional ‘excavate and replace’ approach, and less
truck haulage movements also reduced the impact of
the works.
Ventia Environmental Services was honoured to be
recognised by The Edison Awards™ in 2021, which
celebrate the most innovative products and leaders in the
world. Named after extraordinary inventor, Thomas Edison,
this award is amongst the most prestigious accolades
for excellence in new product and service development,
marketing, design and innovation.
The Australasian Land and Groundwater Association
(ALGA) also celebrated the success of the Kendall Bay
remediation project recognising Ventia, Jemena and
partners Geosyntec Consultants and WSP with two 2021
ALGA Awards, winning in the ‘Innovation that Advanced the
Practice of Contaminated Site Remediation’ and the ‘Best
Remedial Project >1M’ categories. Ventia Engineering and
Design Manager, Dr Sven Barthelme was also recognised
for his outstanding talent and contribution to remediation,
winning the 2021 ‘John Pym Excellence in Engineering’
ALGA Award.
29
Ventia 2021 Sustainability Report
Kendall Bay, NSW

PARTNERING WITH OUR CLIENTS FOR EMISSIONS REDUCTION
Ventia’s engineering consulting subsidiary (ICD Asia Pacific) is partnering with
our client, BlueScope, on key projects which will underpin its sustainability
agenda moving forward, targeting emissions reduction using the development
of digital twins.
The primary goal of the first project, launched in 2021,
was to evaluate capital and operational alternatives,
then develop strategies that would enable higher molten
liquid production rates while ensuring effective, safe and
sustainable operation of BlueScope’s No.6 blast furnace.
To help meet this goal, a digital twin was developed
to model the logistics of the molten liquid handling
systems for the blast furnace. A digital twin is a virtual
representation that serves as the real-time digital
counterpart of a physical object or process.
Amongst the many benefits from the project was an
optimisation of the use of rail locomotives and kress
carriers that haul the liquid iron and slag away from the
operating furnace for further refining. Using the digital twin
to optimise use of these large and heavy vehicles, both in
terms of the number required and best operating practice,
the team developed a process that will deliver significant
cost and sustainability benefits.
The reporting that’s produced by the digital twin also
provided useful data on movements of equipment that
have aided BlueScope to further optimise (or eliminate)
aspects of the civil and rail works within the project scope.
This will result in reduced emissions, as well as optimising
ongoing road-to-rail vehicle interactions.
Ventia’s partnership on this project has led us to become
involved in a second digital twin project, focused on carbon
abatement activities at BlueScope Steel’s Port Kembla
site. Both projects are expected to be complete in 2022
and Ventia looks forward to continuing to support and
accelerate the emissions reduction journey of BlueScope
and other clients as we work together towards net-zero.
ENVIRONMENT PROGRESS & PRIORITIES

VENTIA DEVELOPS TARGETED WEED MANAGEMENT PLAN TO IMPROVE ECOLOGICAL
VALUE OF GRASSLAND RESERVE AND ENHANCE OUR ENVIRONMENT
Ventia is the services contractor for the 23-year term of the Western Roads
Upgrade (WRU) project in Victoria, being delivered via a Public Private
Partnership (PPP) between the Victorian Government and the Netflow JV.
The $1.8 billion investment to improve roads in the western suburbs includes
ongoing maintenance for 260km of road between West Melbourne and Werribee.
The network area includes a protected grassland reserve
in Wyndham Vale, approximately 20m wide, running along
13km of roadside to the north and 10km of roadside to
the south of Ballan Road. Management of weeds species
(including noxious weeds) is a service provided under our
maintenance contract.
The reserve environment has high ecological value as it
supports a variety of native flora and fauna species, plus
vegetation communities protected under State and Federal
legislation such as the flora species, Spiny Rice-flower
(Pimelea spinescens ssp. Spinescens) and the Golden Sun
moth (Synemon plana) habitat, both listed as critically
endangered under the Environmental Protection and
Biodiversity Conservation (EPBC) Act.
Since the contract commenced in 2018, management
of weed species within the grassland reserve has been
challenging. Ventia commissioned an initial ecological
assessment to better understand the composition of its
species and vegetation communities, and the level of
impact that works conducted in close proximity may have.
Survey data showed that significant habitats were highly
fragmented throughout the reserve. These fragmented
ecological communities were surrounded by exotic
species, which had overtaken the majority of the grassland.
The assessment clearly indicated that existing weed
management controls were inadequate to support an
area of such high ecological significance.
Our team decided to develop a targeted weed
management program, to better control and eventually
eradicate problematic exotic species from the reserve,
thereby reducing competition and allowing protected
native species and vegetation communities the chance to
recover and repopulate, to drive an overall improvement of
habitat connectivity for the site.
The targeted Ballan Road Weed Management Plan was
first implemented in 2020 with follow-up weed and habitat
connectivity surveys of the reserve completed in June
2021. First-year assessments showed a reduction in the
abundance of a number of exotic weed species from the
prior survey. Two new areas of Spiny Rice-flowers were
identified, and the height and density of previous Spiny
Rice-flowers had improved.
Annual assessments will be undertaken to monitor
ongoing performance of the weed management plan,
which will be updated as required.
The positive impact of Ventia’s weed management
approach at Ballan Road has been recognised by the
Infrastructure Sustainability Council (ISC) through the
Infrastructure Sustainability Operations rating for the WRU
contract. The contract is undertaking the stringent three-
year rating process and received an interim ‘Commended’
rating for Operations in both the first and second year in
2020 and 2021.
The ISC rating is Australia and New Zealand’s only
comprehensive rating system for evaluating sustainability
across the planning, design, construction and operations
of infrastructure programs, projects, networks and assets.
31
Ventia 2021 Sustainability Report
Valentine Ugo Madu on the Western
Roads Upgrade project in Victoria

LEADING IN ENVIRONMENTAL PROTECTION AND ENHANCEMENT FOR
AUSTRALIAN DEFENCE
Ventia has a proud history of partnering with the Australian Defence Force (ADF),
spanning three decades. Environmental protection and enhancement through
land management, biodiversity services and the use of technology is a key focus
across our Defence portfolio.
Using best practice, combined with our intimate working
knowledge of the drivers of ecosystems and landscapes,
we support landowners and managers to develop
and implement sustainable Landscape Management
Plans (LMPs).
Plans include requirements such as resource allocation
and integrate controls, such as mechanical, chemical or
biological means, to reduce the severity of weeds, assist
native regeneration, and support and control wildlife.
Weed management
Weeds represent a major threat to the environment and
weed management can be complex, time consuming and
expensive, often involving challenging terrain, which poses
health and safety risks. At Ventia, we set out to devise ways
to reduce the impact of chemical use on the environment,
particularly in waterways.
This year, at Simpson Barracks in Yallambie (north-east
of Melbourne), the use of goats has proven successful in
providing the Department of Defence with a long-term,
environmentally friendly solution for managing priority
one weeds within riparian zones (alongside creeks,
streams, gullies, rivers and wetlands) and waterways.
Ventia’s Environmental Services team has had success
controlling Weeds of National Significance (WONS) such
as Blackberry, Serrated Tussock and Chilean Needle Grass
at Victorian Defence sites. Use of goats or biocontrol
methods, such as weevils, has seen wetland plant species
emerging within previously infested areas and native
ground cover rejuvenating.
Our integrated weed management approach allows for
targeted weed control and native revegetation to occur
simultaneously, while reducing the risk of unintentional
damage to flora, which can occur from chemical use.
ENVIRONMENT PROGRESS & PRIORITIES
Ventia Drone Operations – Cultana,
South Australia

Safely protecting vulnerable species
With current projects underway across many Defence
sites, we are exploring the most effective ways to identify,
track and protect vulnerable species. On our Defence
Base Services (DBS) contract Ventia’s licensed drone pilots
make surveying weeds, feral animals, native species,
flora and fauna across large, inaccessible areas much
less challenging.
One benefit of using drones for surveillance is reducing
disruption to native animal populations, as ground
surveys can unintentionally cause animals to relocate.
Drones use thermal imaging, which reduces stress for the
animals, and provides a more accurate picture of species
density and locations.
In South Australia, our Drone Solutions Team (DST) are
working with our Defence team on efficient, less intrusive
tracking of the local Malleefowl population.
As Malleefowl is listed as a vulnerable species, our client
is required to measure and track their population and
reduce disruption to their habitat. The Malleefowl are
present across 850 hectares of the site, but the ground-
dwelling birds are shy and rarely sighted, so use of LiDAR
and thermal scanning was recommended to detect their
mounds and monitor their activity.
LiDAR (Light Detection and Ranging) is a remote sensing
method using a pulsed laser to measure ranges for
high accuracy mapping. Thermal scanning detects heat
signatures and is used at night when there is higher
contrast between the cooler air and birds’ body heat.
Ventia leverages technology to reduce risk, improve
safety, and minimise disruption to protect fauna and flora.
A second survey will be conducted at the Murray Bridge
Defence training range in 2022.
Controlling feral animal populations
Feral cats are the primary target of control measures in
Australia due to their impact on our threatened species.
Cats have spread from metropolitan to rural areas seeking
a plentiful food source – our native wildlife.
Ventia Environmental Services has implemented the use of
feral animal control units in South Australia where Defence
bases are home to fauna such as Grass Wrens and Spotted
Nightjar, popular food sources for feral cats. Over six
months so far, the control units have tagged and removed
dozens of cats from areas where we have identified the
habitats of vulnerable species.
We undertake regular surveys of endangered species’
populations and have recorded a number of ground-
dwelling animals not previously noted on-site, including
Knob-tailed Geckos, Shingleback Lizards, Gibber Dragons,
Sand Goanna, White-winged Wrens and Cinnamon
Quail-thrush.
One of the benefits of removing feral animals at these
locations is to give native species a chance to regenerate.
We have seen an increase in populations of the Southern
Boobook and Tawny Frogmouth at Woomera, for example,
since undertaking these controls.
FAST FACTS:
MALLEEFOWL SURVEY
4
days to
complete the
survey
7
possible
Malleefowl
mounds
123
features
of interest
identified
30+
Ventia drone
pilots across
Australia
Malleefowl, South Australia
33
Ventia 2021 Sustainability Report

DRIVING CHANGE – TRANSITIONING OUR
VEHICLES FOR EMISSIONS REDUCTION
The use of liquid fuels in our vehicles,
trucks and equipment accounted for
70% of Ventia’s emissions in 2021.
As Ventia strives to deliver our services
in a sustainable and innovative way
to reduce our emissions, we are
accelerating the pace of our fleet
reduction and transition initiatives.
With more than 70 hybrid and electric vehicles now across
our fleet we have removed the option to select petrol and
diesel passenger light vehicles. Our Wellington City Council
contract in New Zealand is our first to boast a full fleet of
hybrid vehicles and 32 of the 50 vehicles for our Across
Government Facilities Management Arrangement (AGFMA)
contract in South Australia are hybrid.
While short-term use of hybrids is essential, we are
partnering with fleet providers to provide alternative
options, including adopting more EVs where feasible,
and pursuing opportunities to transition larger plant and
vehicles over time – paving the way towards our goal of
zero emissions.
In July 2021, Ventia and global e-mobility technology
company, SEA Electric, introduced the first custom-built
fully electric road maintenance vehicle into our fleet on the
Western Roads Upgrade (WRU) contract in Victoria. As the
Services Contractor to Netflow for the 23-year term of the
contract, Ventia will maintain 260km of recently upgraded
roads between West Melbourne and Werribee.
Instead of sourcing a diesel maintenance truck and
adding to greenhouse gas emissions, Ventia and SEA
Electric developed a flexible EV that both leads the way for
future projects and is purpose-built for maintenance and
landscaping.
Compared to a diesel truck, the EV reduces CO
2
-e Scope 1
emissions by 11 tonnes per year.
The EV truck has received innovation recognition from
the Infrastructure Sustainability Council (ISC) as a market-
transforming opportunity and is one example of how
Ventia is addressing a key challenge facing our industry.
The success of the first EV truck in Ventia’s fleet paves
the way to introduce more EVs in our contracts across
Australia and New Zealand. We utilised our experience with
the WRU truck when seeking a solution for our incident
response fleet.
Ventia provides traffic incident response and maintenance
services on motorways and tunnels across Australia for
Transurban. This year, we reviewed the opportunity to
switch to using electric truck-mounted attenuators (TMAs),
which are used to protect the safety of road crews and
motorists by providing a cushioned crash barrier to absorb
the impact of collisions. TMAs idle for long periods of
time when deployed in traffic, so they are well suited for
electrification.
Having worked with providers to ensure the performance
requirements for TMAs can be met, we have now placed
our first order for a custom-built fully electric TMA for
delivery in 2022. Modifying a TMA to incorporate a battery
for zero emissions operation is so new that there is no
‘off-the-shelf’ option. This truck will be the first of its kind
in Australia.

ENVIRONMENT PROGRESS & PRIORITIES

Ventia is also driving down carbon emissions on its
Sydney Roads Asset Performance (SRAP) contract with
the addition of two new Tesla electric vehicles.
Ventia provides road maintenance and asset management
services to the Parklands zone and Intelligent Transport
Systems (ITS) throughout regional New South Wales for
our long-term client, Transport for NSW.
Each Tesla EV will consume 79% less power than a
comparable petrol vehicle and 62% less power than a
comparable hybrid vehicle. The energy efficient Teslas will
be charged from solar power at our Arndell Park depot in
Sydney’s west, making them operationally carbon neutral.

Currently, the SRAP Maintenance team use standard
diesel utilities specially fitted with cameras to undertake
inspection runs. The standard Tesla Model 3 comes fitted
with onboard camera technology that offers continuous
monitoring, and the team are exploring how this could
enhance surveillance monitoring to deliver better
outcomes for road users.
In addition to light vehicles and trucks we are making
progress transitioning other assets, including introducing
14 fully electric mowers in Victoria, and a hybrid excavator
in New Zealand, in 2022.
Electric truck on the Western Roads
Upgrade (WRU) project.
35
Ventia 2021 Sustainability Report

ENVIRONMENT PROGRESS & PRIORITIES
OBJECTIVES2022 PRIORITIES
Achieve net-zero emissions
and reduce our clients’
emissions
•
Develop science-based targets, including net-zero targets in accordance with the
Science Based Targets initiative.
•
Accelerate transition of our light vehicle fleet to electric and hybrid, and pursue
larger vehicle EV and hybrid options. Communicate the learnings from our transition
journey to support our supply chain in their transition.
•
Identify renewable energy sources for our Scope 2 (electricity) portfolio.
•
Develop Scope 3 emissions reporting to commence in 2022 with mapping and
estimation of Scope 3 emissions across the business to support development of
targets and identify priority areas for data capture.
Managing climate risk and
resilience for us and our
clients
•
Continue climate risk assessment across our Transport, Defence and Social
Infrastructure and Infrastructure Services sectors, utilising climate scenarios
developed in 2021 for our Telecommunications sector.
•
Integrate the outcomes of our climate risk assessments into our risk
management framework and develop TCFD disclosures.

Leading in environmental
protection and
enhancement solutions
•
Develop waste measurement and establish baseline volumes and diversion from
landfill rates across waste types. Better understand our waste footprint to help us
identify opportunities to eliminate, reduce or reuse materials.
•
Build and roll out in-house environmental training and review environmental
compliance systems.
•
Begin assessing the environmental footprint of the materials we purchase and
identify opportunities to support the circular economy, as well as reduce the
emissions intensity of our own supply chain.
•
Ensure that clients across all of our sectors are introduced to our Environmental
Services, Environmental Monitoring and Remediation, and partner with them to
support the health of our planet.
Future focus: environment
In 2022, we will drive our current initiatives to deliver on our commitments,
including emissions reductions and improvements in our environmental
management and performance. We will also continue collecting and
analysing data, building an inventory to inform and formalise the baselines
we will measure our sustainability performance against in the future.

37
Ventia 2021 Sustainability Report

SOCIALSOCIAL
OUROUR
OBJECTIVESOBJECTIVES
Our people are safe and
healthy and are as diverse
as our communities
We engage and respect the
communities we work in
We create value through
our local and diverse
supply chain
39
Ventia 2021 Sustainability Report

SOCIAL PROGRESS & PRIORITIES
Safety is our #1 promise and is at the forefront of our planning and is
thoroughly embedded in our practices. Prioritising the health and wellbeing
of our people builds their resilience for life and work, and in turn builds
Ventia’s business resilience, in support of United Nations’ SDG 3.
INJURY TRENDSCOMPENSATION CLAIMS
We put the safety and health of our people, our clients and
our communities at the forefront of everything we do, and
it is a fundamental guiding principle to how we operate.
Ventia is committed to providing a safe environment for our
employees, subcontractors and the communities in which
we work by reducing the potential for harm.
Reducing the frequency and severity of
injuries at Ventia
In 2021, our SHEQ (Safety, Health, Environment & Quality)
objectives aimed to continue reducing the frequency
and severity of injuries, building the capability of our
frontline leaders to focus on effectively managing risks and
streamlining how we achieve compliance by embedding our
unified SHEQ management system.
1. Total Recordable Injury Frequency Rate.
2. Serious Injury Frequency Rate.
3. Total number of recordable injuries, divided by hours worked in millions. Metric as at December 2021, potentially subject to adjustments over time to
reflect additional information received regarding recordable incidents and other operational updates.
4. Total number of serious injuries, divided by hours worked in millions. Metric as at December 2021, potentially subject to adjustments over time to reflect
additional information received regarding recordable incidents and other operational updates.
Our Total Recordable Injury Frequency Rate (TRIFR)
3
in 2021
of 4.32 reflects a 28% decrease from 2020. Our Serious Injury
Frequency Rate (SIFR)
4
decreased 60% to 0.45 in 2021.
Harmonising our systems and processes
Core to the integration of Ventia and Broadspectrum was
the alignment of our SHEQ systems, processes, objectives
and targets.
Strong progress was made against this SHEQ harmonisation
agenda with solid foundations now built for our future across
governance, systems and performance. We have achieved
successful delivery of key milestones including our SHEQ
operating model, integrated and simplified our systems,
outsourced claims management, health and Critical Risk
Protocol (CRP) programs, plus embedded and enhanced
reporting.
Our progress:
safety, health and wellbeing
20202021
TRIFR
1
6.00
4.32
SIFR
2
20202021
1.14
0.45

28%
on 2020 and ahead
of target

60%
on 2020 and ahead
of target
15%
Reduction in workers’ compensation claims

We successfully coordinated the harmonisation of our SHEQ
management system to combine and retain our external
certifications for ISO9001, ISO14001 and ISO45001 and
delivered a fit-for-purpose, efficient system.
Critical Risk Management
Ventia’s Critical Risk Protocols (CRPs) establish the essential
requirements and behaviours for managing the critical safety
risks on our projects. They apply to 10 key areas that give
rise to the risk of serious injury if not clearly understood and
managed across our business.
Our CRPs are comprised of three essential elements –
critical controls, mandatory safety rules and safe work
fundamentals. To date, we have trained more than 10,000 of
our employees in CRPs and undertaken 13,400 critical control
checks across our operations.
Early intervention for Healthy Bodies
This year we have seen increasing utilisation of our physical
wellbeing program, Healthy Bodies, which is designed
to support our employees through the provision of early
intervention services and other health related services,
support and material.
For instance, Healthy Bodies provides our workforce with
access to physiotherapy before pain and discomfort can
become injuries.
As a result of this focus on early intervention, injury
prevention and bolstering leadership capability, we have
seen improvements in injury rates and claims trends with
significant reductions in the number and frequency of new
claims received in 2021, down 15% compared with 2020.
Healthy Bodies is accessed by approximately 80 employees
and contractors each month in Australia and will be rolled
out in New Zealand in 2022.
Our pandemic response
As the pandemic continued throughout 2021, so did Ventia’s
service provision and support for our clients. Our consistent
delivery, despite the ongoing impact and challenges of
COVID-19 in the Australian and New Zealand economies,
highlights the resilience of our team, our business and the
essential nature of the services we provide.
In 2021, COVID-19 has impacted Ventia’s operations in a
range of ways including:
•
delays in some existing projects and in the start of some
new projects;
•
adjustments in the scope of works or deferrals in the
expansion of services in some projects; and
•
localised, temporary restrictions on Ventia’s ability
to undertake certain work; offset in part by increased
demand for cleaning services and increased revenue
associated with greater government spending following
government stimulus measures.
A comprehensive COVID-19 response plan was utilised to
support our workforce and ensure the continuity of services
for our clients, including:
•
supporting worker welfare through a range of safety,
health and wellbeing initiatives;
•
maintaining provision of client services;
•
ensuring the continuity of key functions;
•
enhancing communication and feedback;
•
mitigating known risks; and
•
establishing a Coronavirus Hub resource that operates
24/7 to support our managers, providing a timely and
coordinated response to known COVID-19 cases.
To support worker welfare, Ventia established COVID-
Safe plans for our workplaces and sites and engaged the
expertise of a hygienist and Chief Medical Officer to advise
on our response and provide detailed information to our
workforce. Further, with the increasing mental health
risks associated with COVID-19 at work and in the broader
community, Ventia’s Healthy Minds program targeted specific
support for our workforce through expert presentations on
mental health, finance and fitness. Our 120 Healthy Minds
Champions were trained and engaged to check-in with their
colleagues regularly to support and maintain the mental
health and wellbeing of our team.
WINNER
Large Enterprise ‘Health & Safety New Initiative’
Award
Australian Workplace Health & Safety Awards
Universal Shore Power Cable and Hose
Management Solution
WINNER
Best Mental Health Program
National Safety Awards of Excellence
Healthy Minds program
41
Ventia 2021 Sustainability Report

INGENIOUS SAFETY INNOVATION
RECEIVES DUAL RECOGNITION
This year, our commitment to
solving problems and keeping
people safe and healthy saw Ventia
receive not one, but two awards for
our Universal Shore Power Cable
and Hose Management Solution
(or cable spool).
Working with our client, the Department of Defence
and Perth-based engineering partner, Onetide Modular
Systems Pty Ltd, we developed the innovative new system
for the Royal Australian Navy, which significantly reduces
the manual handling required to connect naval vessels
to shore power cables when they dock – creating a safer,
faster process.
These benefits were well recognised in 2021 when Ventia
received the ‘Base Services Contractor Innovation of the
Year’ Award in May from the Defence Estate & Infrastructure
Group (E&IG) amongst strong competition.
In July, Ventia received further recognition winning the
‘Large Enterprise: Health & Safety New Initiative’ Award
at the prestigious Australian Workplace Health & Safety
Awards.
This innovation resolves a long-standing challenge for
the Navy in the labour-intensive deployment of the one
tonne shore power cables that vessels must connect to
after docking alongside a berth or wharf. Instead of up to
40 ship’s crew manually lifting and carrying the cables to
make the necessary shore power connection, which can
take up to three hours per operation, the cable spool has
reduced deployment time to around 30 minutes, with just
two personnel.
The Ventia team at Fleet Base West in Perth collaborated
with Onetide for over two years, working closely with the
Navy, E&IG and Port Services to understand the challenges,
and develop, refine and implement the cable spool that
significantly reduces risk for both Defence and Ventia,
offers enhanced rest time for ship’s crew and improves
efficiency in the use of wharf space and resources.
Following successful trials, Defence has now approved
funding for Onetide to manufacture and implement 20
cable spools at Fleet Base West.
SOCIAL PROGRESS & PRIORITIES
Keeping our people safe and healthy
As part of our proactive approach to taking care of our people and supporting
their safety, health and wellbeing, we introduced two empowering landmark
programs in 2021, as well as maintaining a thorough but agile response at all
of our workplaces to continue to safeguard our people from the ongoing risks
of COVID-19.
WINNER
‘Base Services Contractor Innovation
of the Year’ Award
Defence Estate & Infrastructure Group
(E&IG)
WINNER
Large Enterprise ‘Health & Safety
New Initiative’ Award
Australian Workplace Health & Safety Awards
Universal Shore Power Cable and Hose
Management Solution
A cable spool – Perth, Western Australia

SUPPORTING HEALTHY MINDS TO
BUILD SUSTAINABLE RESILIENCE
Ventia’s commitment to our people’s
safety, health and wellbeing goes well
beyond preventing physical harm.
The Healthy Minds program was designed and developed
by Ventia to help raise awareness, reduce stigma and
support those with mental health challenges and
conditions across our business.
In December, our Healthy Minds program was announced
as the winner of the 2021 ‘Best Mental Health Program’ in
the National Safety Awards of Excellence.
Mental health is an increasingly significant issue in our
society and within workplaces. According to health
authorities, almost half of all Australian adults will
experience mental illness at some point in their life,
while a record number of New Zealanders are accessing
specialist mental health and addiction services.
The Healthy Minds program taps into the power of
personal connections, through a mental health peer
support network known as the Healthy Minds Champions.
After an overwhelming response to a callout for volunteers,
we currently have 120 trained Healthy Minds Champions
across Australia and New Zealand whose passion and
commitment help drive the success of our program.
Ventia’s talent engagement business, Skout Solutions,
who specialise in providing organisations with the talent
they need to grow, was well positioned to help ensure
the right Ventia people were placed into Healthy Minds
Champion roles.
Recruitment involved understanding who would be able
to deal with the concerns that may arise as Champions
support their colleagues. They may be privy to sensitive,
personal information, need to maintain confidences and
be empathetic, but know when to escalate an issue for
additional support. Many people interviewed had worked
with their communities through difficult times, such as
during bushfires or COVID-19.
Successful candidates receive two full days of professional
training with a psychologist, so they can understand
and recognise the signs and symptoms of mental health
issues in the workplace and learn how to have supportive
conversations and how to refer people to the right support
services. Champions also actively promote Healthy Minds
to their teams and receive ongoing training.
Ventia will recruit more Champions to connect and
support our geographically dispersed workforce, and
amplify the program in 2022.
Supporting our workers through mental health conditions
is not only the right thing to do, it also helps individuals
build self-esteem and coping skills, creates a more
productive workforce and enables Ventia to retain our
skilled and experienced employees.
WINNER
‘Best Mental Health Program’ Award
National Safety Awards of Excellence
Healthy Minds program
43
Ventia 2021 Sustainability Report

SOCIAL PROGRESS & PRIORITIES
In 2022, we will continue to prioritise the safety and health of our people,
and aim to reduce the incidence of serious injuries at Ventia further, targeting
a 5% reduction in our Serious Injury Frequency Rate (SIFR) and a 10%
reduction in our Total Recordable Injury Frequency Rate (TRIFR).
OBJECTIVES2022 PRIORITIES
Improve safety and health
outcomes through increased
frontline capability
•
Train 100% of nominated leaders in Ventia’s in-house ‘Safe for Life’ frontline
leadership program.
•
Roll-out three company-wide campaigns to drive engagement with our key
programs – Critical Risk Protocols, Healthy Bodies and Healthy Minds.
•
Increase the number of Healthy Minds Champions across our business from
our current 120.
•
Train our top 400 leaders in building a mentally healthy workplace.
Manage critical and
emerging risks
•
Embed Critical Control Checks (CCCs) across the organisation to achieve 100%
completion of planned CCCs.
•
Complete 100% planned Critical Risk Protocol audits.
•
Deliver innovation in above the line controls to reduce risk in each Ventia sector.
•
Launch the Healthy Bodies program in New Zealand encouraging early intervention
before injury occurs.
Continue to simplify and
embed our unified SHEQ
management systems
•
Transition all contracts to harmonise SHEQ (Safety, Health, Environment & Quality)
management system by the end of 2022.
•
Develop a plan to establish a unified and simplified approach to contractor
management.
•
Complete a review of environmental compliance systems.
Future focus:
safety, health and wellbeing

45
Ventia 2021 Sustainability Report

SOCIAL PROGRESS & PRIORITIES
At Ventia, we understand that an enhanced focus on diversity and inclusion
creates a wider talent pool, innovative thinking, better performance, new
perspectives and reduces staff turnover. We work towards increasing balance
and equality in and for our workforce in support of United Nations’ SDG 5.
202120202019
27.6
30.2
30.9
FEMALE PARTICIPATION %2021 HEADCOUNT BY GENDER AND LEVEL
Role typeFemale
%
FemaleMale% Male
Total
No.
Directors337.5%562.5%8
Executive
Leadership team
218.1%981.8%11
Women in Senior
Management
52630.1%1,21669.9%1,742
All employees4,81930.9%10,77569.1%15,594
Notes:
Executive Leadership team is defined as the Group CEO and direct reports.
Women in Senior Management (WISM) is defined as three layers of reports to
members of the Executive Leadership team.
Employees includes all other employees in Ventia and casual employees.
ATTRACT MORE
Create pathways into employment
that attract females at all levels.
Strengthen current recruitment
practices to attract and increase
the candidate experience/value
proposition.
DEVELOP MORE
Strengthen talent practices to
identify female talent and accelerate
development opportunities in
readiness for more senior roles.
KEEP MORE
Build deep connection to and
understanding of our female
talent as part of engagement and
retention strategies.
Our progress:
diversity and inclusion
(gender)
FINALIST
‘Top 100 Employers’ Award
GradConnection
0.7
Percentage
point increase

Gender equality
At Ventia, we are aligned to the HESTA 40:40 Vision, an
investor and business-led initiative to achieve gender
balance in executive leadership by 2030. 40:40 stands for 40%
women, 40% men and 20% any gender. At the close of 2021,
18% of our Executive Leadership team were female.
In addition to the HESTA 40:40 Vision, we have extended
our commitment to increasing female participation within
the entire Senior Management team (levels 0-3) as well as
adopting the 40% female participation target across all
employees.
In 2021 we developed Ventia’s female participation strategy,
which is championed by our Diversity and Inclusion working
party. The initiatives within this strategy address how we will
attract more, develop more and keep more females across all
levels of Ventia and reach our 40% target. To engage the whole
workforce in our female participation strategy, we address
the topic in induction and onboarding, and provide inclusive
leadership and unconscious bias training to senior leaders.
Our initiatives undertaken to support progress in gender
equality have driven an increase in female participation to
30.9% at December 2021.
Ventia is a ‘relevant employer’ under the Workplace Gender
Equality Act and we report on behalf of our Australian
businesses. Our most recent ‘gender equality indicators’
are set out in Ventia’s Workplace Gender Equality Report,
available at www.wgea.gov.au.
Pay equity
Gender pay equity is another commitment made by Ventia
and is monitored via an annual remuneration review to ensure
males and females employed in comparable roles are paid
fairly and equitably.
The 2021 remuneration review demonstrated that this
approach has helped to ensure that males and females are
effectively paid equally to market for the roles they perform.
Diversity in our recruitment process
During 2021, we enhanced our non-biased recruitment
process to encourage a more diverse workplace, including
noting our commitment to a gender-balanced workforce and
applying gender de-coding in our advertisements. We also
ensured gender-balanced shortlisting for roles and training
for hiring managers.
Graduate program
Female participation in Ventia’s graduate program was 50%
in 2021. Ventia was proud to be named as a 2021 Finalist
in the GradConnection Top 100 Employers Award. Our
graduates and young professionals across the business have
the opportunity to directly connect and learn by attending
an annual event known as Ventia’s Young Professionals
Conference. We are excited to welcome an increasing
number of young female professionals to develop their
careers with Ventia.
External engagement to attract
more females
We build and have further developed relationships with
external stakeholders to assist us in sourcing a diverse pool
of candidates. During 2021, we engaged with HERconnect,
Working Parents Connect, Work 180 and FlexCareers to
attract more females to our business.
Developing female talent
Women are provided pathways into leadership roles across
the business. Delivered over several months, Ventia’s
Frontline Leaders, Essential Leadership and BEST Leaders
programs are a significant investment in our emerging
leaders, and our female talent is well represented across
these programs. In 2021, we also offered a targeted
leadership initiative called ‘Women Leading’ – 61 Ventia
women had the opportunity to take a critical look at their
career, leadership and unique strengths through this
program.
Connecting women
We have implemented several initiatives such as ‘lunch and
learn’ seminars, Women@Ventia networking and mentoring
programs. One of our internal mentoring programs,
‘HousingConnect’, was set up by our Commercial Manager,
Laura Jasiulec. Laura won the Diversity and Inclusion Award
for New South Wales in the Australasian Housing Institute’s
Brighter Future Awards.
Supporting the workforce of the future
Ventia participated in the UNSW Women in Engineering
Society (WIESoc) mentoring program, hosting the opening
ceremony on 1 July 2021. Despite having to move the event
online due to COVID-19, attendees were excited to kick things
off. Sixty engineering students and industry mentors took
part in speed networking activities and then mentor/mentee
pairs got to know each better and developed SMART goals
for their partnerships. This was the first of four sessions for
participants and Ventia was proud to be involved with such
a worthwhile program.
We have also supported organisations such as ABCN
Mentoring and UNIQ You by participating in sessions where
our employees shared their experiences, pathways and
career insights and provided mentoring to young females.
Supporting victims of domestic violence
Ventia recognise that domestic violence is not just a personal
issue. It can affect an employee’s wellbeing and performance
at work due to the extreme stress experienced in these
relationships. Ventia partners with Assure Programs, an
Employee Assistance Provider, to provide training on domestic
and family violence awareness. We provide family and domestic
violence leave of up to 10 days per annum to any team member
required to deal with the impacts of family and domestic
violence. As a member of the Diversity Council of Australia
we also supported the 2021 #IStandForRespect campaign.
47
Ventia 2021 Sustainability Report

SOCIAL PROGRESS & PRIORITIES
ENSURING ACCESS TO PERSONAL CARE
PRODUCTS FOR WOMEN IN NEW ZEALAND
When living on a low income,
spending $6 on sanitary products
may reduce women’s ability to
purchase healthy and fresh food, pay
for petrol or public transport, or get
to work or school.
When our New Zealand Transport team learned about
an initiative that was enhancing the safety and health of
women in their communities by creating a world of period
equity, they were keen to be involved.
Since its launch in 2016, Dignity has been focused on
providing New Zealand women with access to sanitary
items at work and school. Dignity provides free period
products to those without access through their ‘buy one,
give one’ partnership, where for each box of products a
business purchases, Dignity gives the equivalent away to
a woman in need.
This approach means that companies can provide
period products not only to their employees, but also to
those without access to sanitary products like pads and
tampons, causing them to miss out on education, life
and work.
Dignity Impact Partners like Ventia are delivered a package
which includes Organic Initiative sanitary items, display
canisters and posters to place in bathrooms, to promote
and explain the important social initiative.
In February 2021, the New Zealand Government
announced it would provide schools with access to free
sanitary products to help fight period poverty, raising the
profile of the issue, arousing interest and increasing the
number of companies keen to participate in initiatives like
those offered by Dignity.
Dignity has reported growth in demand from community
groups and charities over the past 18 months as COVID-19
caused a surge in unemployment and homelessness,
increasing women’s need for help with necessities.
Our New Zealand Transport team ran an initial trial to
determine the volume of Dignity products needed and
received strong, positive feedback from employees.
They will proudly continue as a Dignity Impact Partner,
advancing and helping to normalise the conversation
around period equity, supporting women and teenage girls
in their community and employees who may be caught
out at work.
Dignity supports 195 youth and community groups
across New Zealand, totaling over 40,000 people. Find out
more about the work Dignity does on its website at
dignitynz.com.
BOLSTERING OUR POLICIES AND STANDARDS TO SUPPORT DIVERSITY AND INCLUSION
We celebrate and embrace diversity across our business – diversity in background, age, gender, skills, experience and
thought. In 2021, we enhanced all workplace policies and standards to drive and support a more inclusive culture across
our business. This review included our Code of Conduct, Equal Employment Opportunity and Discrimination Policy,
Bullying and Harassment Policy, Whistleblower Protection Policy, Flexible Working Arrangements Standard, Leave
Standard, Purchased Leave Standard, and our Diversity and Inclusion Policy.
We also ensured our policies, standards and processes are respectful and inclusive
for our LGBTIQ+ employees.
In March, Ventia announced new Parental Leave Standards for Australia and
New Zealand, available to employees who require leave for the birth or
adoption of a child. The new Standards help ensure there is fair and equal
support of all employees regardless of their location and position.
In addition to government entitlements, we offer paid parental leave to
eligible employees who are primary or secondary carers. Ventia also
recognises and is committed to ensuring that employees that may
sadly be impacted by stillbirth receive similar entitlements and we
are listed on the Stillbirth Foundation Australia corporate registry.

CONNECTING WOMEN@VENTIA TO BUILD FEMALE EMPLOYEE ENGAGEMENT
As we aim for our people to be as
diverse as our communities, the
initiatives within our Diversity and
Inclusion Action Strategy help us
address how we will attract more,
develop more and keep more females
across all levels of Ventia.
Championed by the Diversity and Inclusion working
party, one of the initiatives launched across Australia
and New Zealand in 2021 was our Women@Ventia
networking programs.
State-based, national and function-based networking
opportunities are set up to improve engagement amongst
our female employees and provide opportunities for them
to build and strengthen networks with their peers.
The programs got underway early in the year, holding
‘lunch and learn’ seminars online for all females at Ventia.
Delivered with external experts and special guest speakers,
seminar topics included ‘networking’, and ‘women and
super(annuation)’, with seminar timing aligned to internal
campaigns being rolled out to recognise International
Women’s Day in March and Breast Cancer Awareness
Month in October.
Women@Ventia networking programs will be organised
across Australia and New Zealand on an ongoing
basis to support our commitment to increasing female
participation at Ventia as we strive to achieve gender
balance.
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Ventia 2021 Sustainability Report

SOCIAL PROGRESS & PRIORITIES
We develop and deliver initiatives designed to create inclusive workplaces and
focus on creating pathways for employment, recruitment and retention. Our
supplier diversity approach supports local, Indigenous and social enterprises
– this important work is undertaken in the spirit of United Nations’ SDG 8.
202120202019
28.3
54.9
83.9
SPEND WITH INDIGENOUS BUSINESS
2
($m)INDIGENOUS PARTICIPATION
1
(%)
Our progress:
diversity and inclusion
(Indigenous Australia)
FINALIST
‘Corporate Member of the Year’ Award
Supply Nation, Supplier Diversity Awards
Progressing our Reconciliation
Action Plan (RAP)
Our public commitment to reconciliation is set out in our
Reconciliation Action Plan (RAP). The merger of Ventia and
Broadspectrum in July 2020 saw us come together with two
RAPs – Broadspectrum’s at Reconciliation Australia’s Elevate
status and Ventia’s at the Reflect stage. Throughout 2021, we
progressed integration of our RAPs to ensure that all actions
in the Elevate RAP were embedded across Ventia. A final
integration plan was submitted to Reconciliation Australia
at the end of the year.
Ventia’s Indigenous Advisory Board (IAB) advises us on
Indigenous relations and engagement, provides guidance
and direction on implementing policies and practices, and
challenges us to seek continuous improvement. The IAB
monitors Ventia’s progress against our participation
commitments through quarterly reviews. Our Regional
Indigenous Steering Committees (RISC) meet monthly and
report into the IAB. They operationalise our Indigenous
strategy and measure Ventia’s performance against
Indigenous participation targets, helping to guide the
practical steps needed to drive Indigenous engagement.
In line with our RAP we focus on the following three pillars
in our strategy:
1. Relationships:
We see that having strong, sustainable and
respectful relationships with Indigenous people
and their communities is crucial to ‘closing the
gap’ of disadvantage between Indigenous and
non-Indigenous groups.
Throughout 2021 we continued to engage with national
and local Indigenous organisations to further support our
Indigenous participation. For example, through our 10x10
Agreement with CareerTrackers we continued to place
Indigenous students into roles across our business and
our recruitment team started engaging with Indigenous
Employment Australia and its job board to enhance our
connections with Aboriginal and Torres Strait Islander
jobseekers. Opportunities for local engagement were impacted
by COVID-19, but were still progressed where possible. On our
Mornington Peninsula Shire contract we signed an MoU with
Bunjilwarra, a 12-bed Alcohol and Other Drugs residential
rehabilitation and healing service for Aboriginal young people
aged between 16 and 25 years. Through this MoU we are
committed to supporting young people by providing work
experience and employment opportunities.
4.8%
52.8%
Increase
1. Ventia employees in Australia of Aboriginal and Torres Strait Islander
descent, based on Ventia’s most recent employee survey and analysis.
2. Procurement spend with Australian Indigenous partners.

2. Respect:
We recognise and respect the local customs and
practices of Indigenous people and their communities
and the importance of these practices in preserving and
protecting their culture.
In 2021, we held numerous events around National
Reconciliation and NAIDOC weeks, which were held mainly
online due to COVID-19. A strong focus for 2021 was for all
Ventia employees to complete online cultural awareness
training.
3. Opportunities:
We are committed to providing long-term, sustainable
employment, training, education and business
opportunities for Indigenous people and their
communities.
Based on Ventia’s most recent employee survey and analysis,
4.8% of Ventia’s Australian employees are of Aboriginal and
Torres Strait Islander descent. Our dedicated Indigenous
Employment team, TRECCA, placed 268 Indigenous people
across Ventia contracts throughout the year. One of their
successes was the mobilisation of the prisoner movement
and In-court Management Services contract for the South
Australian government, for which the team recruited 27
new Indigenous recruits, including 19 women, as trainee
Care and Custody Officers. In the Northern Territory, one
of our Indigenous employees, Eddie Clarke, took out the
‘Apprentice of the Year’ Award during the 2021 Darwin
NAIDOC Ball and Awards evening.
We are proud to address barriers to employment for
Indigenous people who have minor (and old) criminal
records. Working with our commercial teams, clients and
key government agencies who operate in the criminal justice
system, we developed a framework that enables us to
successfully employ candidates in roles that maximise their
success. While the project began with a focus on Indigenous
candidates, the framework and guidelines developed have
allowed us to apply the approach more widely to candidates
with a criminal record.

*Source: Supply Nation
Supplier diversity and engagement
At Ventia, we acknowledge the impact that continued and
sustained partnerships can have for Indigenous suppliers
and focus on meaningful engagement, rather than just the
number of suppliers we engage. According to Supply Nation,
for every $1 of revenue, certified suppliers generate $4.41 of
social return. That means one dollar is working four times
harder when it is spent with Indigenous businesses*.
Ventia’s focus on supplier diversity and engagement, and
strong focus on Indigenous suppliers, continued throughout
2021 with an increased spend of $83.9 million compared to
$54.9 million in 2020, representing 2.9% of total procurement
spend this year. Importantly, Ventia has $120 million in active
contracts with Indigenous businesses, a reflection of our
transition from a purchase order based approach to whole-
of-life contracts. Whole-of-life contracts allow Indigenous
suppliers to make longer-term strategic and investment
decisions to enhance their businesses.
Our holistic approach to Indigenous engagement has
seen us leverage our membership of Supply Nation – a
non-profit organisation that aims to grow the Indigenous
business sector through the promotion of supplier diversity
in Australia. We have been a member of Supply Nation for
over 10 years and have increased our procurement spend
with Indigenous businesses year-on-year. Ventia was a proud
finalist for the ‘Corporate Member of the Year’ Award in the
Supply Nation 2021 Supplier Diversity Awards. Each year,
the Awards recognise companies, government agencies
and individuals who are working to create a prosperous
and sustainable Indigenous business sector.
We also engage with local Indigenous chambers of
commerce across Australia. In 2021, we signed a partnership
with the Kinaway Aboriginal Chamber of Commerce to
further enhance our localised Indigenous procurement in
Victoria. Kinaway is from the Gunnai language meaning
‘exchange’.
Through our relationship with Kinaway, we’re aiming
to create new procurement opportunities for Victorian
Aboriginal businesses to work with us across our Water,
Transport and Defence and Social Infrastructure businesses
and to broaden our access to high quality suppliers across
the State.
51
Ventia 2021 Sustainability Report

SOCIAL PROGRESS & PRIORITIES
YARNING CIRCLES BUILD TRUST
AND COMMUNITY IN SOUTH-EAST
QUEENSLAND SCHOOLS
In Australian Indigenous culture, a
yarning circle is a place to talk, share,
discuss, educate and ‘have a yarn’
together. At many of our PPP South-
east Queensland schools, yarning
circles are now part of the teaching
and learning strategy to encourage
responsible, honest and respectful
interactions between students that
build trusting relationships.
Ventia delivers hard and soft facilities management services
to seven schools in South-east Queensland (SEQ) on behalf
of Aspire schools. Aspire leads delivery of the SEQ schools
public-private partnership (PPP) project, a key initiative
of the Department of Education, (DoE) to provide public
education facilities in the rapidly growing regional corridor.
At Ventia, we engage and respect the communities we
work in. Driven by our purpose, ‘making infrastructure
work for our communities’, our team see the schools as a
focal point, central for their local communities in a region
that is synonymous with Indigenous culture. Ventia is
proud of the way the six primary schools and one high
school are presented, and we encourage enhancements
to help each school develop and grow in a way that
expresses their unique character, to help provide a
supportive and conducive learning environment.
The idea for yarning circles to be introduced at schools
began as a collaborative discussion with our client and
partners about use of spaces and what could be achieved;
and from there, the idea grew.
In 2021, Ventia sponsored the installation of shade sails
for yarning circles at Bayview School and Coomera
Rivers State School. Ventia also sponsored artwork to be
created by a local Indigenous artist on the water tanks at
WoodLinks State Primary School. We provided Indigenous
art supplies for the Murrumba State Secondary College
to create Indigenous artwork along the seats near its
dam. At Peregian Springs State School we supported
the applications for grants to create unique Indigenous
artwork on buildings and in its gardens.
Our team greatly valued the consultation and engagement
with local Indigenous community groups and traditional
owners in the development phases of these projects.
Classes or groups of students can now often be seen
sitting around the yarning circles during the day as part
of their learning activities. The circles are widely thought
to enrich the students’ learning experience, promoting
student-to-student interactions that develop confidence,
communication skills and friendships.
Ventia’s team were thrilled to collaborate with our client
and partners, and their local communities, to play a
role in creating meaningful spaces that recognise and
acknowledge the culture of Australia’s First Nations People.
Yarning circle ceremony

BREAKING DOWN THE BARRIERS TO
INDIGENOUS EMPLOYMENT
Our commitment to growth
and sustainability in Indigenous
employment is ongoing and
unwavering as a focus and goal
of our Reconciliation Action Plan; as
is creating value through our local
and diverse supply chain.
Directly confronting the challenges that research shows
have a significant impact on Indigenous employment
– such as the need for pre-vocational training that
connects trainees to real job opportunities – has a
positive economic impact for the community, reducing
the welfare, incarceration and housing costs associated
with Indigenous unemployment.
Our dedicated Indigenous Employment team (TRECCA) is
tasked with achieving significant and sustainable growth
in the number of Indigenous men and women employed
by Ventia across Australia. The team uses individual and
systemic interventions to break employment barriers and
support Ventia to create a culturally safe environment that
fosters Indigenous employee retention.
Over the past two years, our TRECCA team have
worked closely with Indigenous-owned and operated,
Darwin-based Registered Training Organisation,
ECB Training Services – to help build our local
capability in pre-employment and post-employment
training for Defence Base Services and other contracts.
ECB develops effective, culturally appropriate training
solutions and ensures programs are tailored specifically
to peoples’ needs.
The aim of pre-employment training is to have all
Indigenous candidates trained and qualified in a skillset,
such as hospitality, through nationally recognised training,
which not only readies them for employment on our
contracts but also enhances their employability for the
longer term.
By partnering with ECB to deliver training for Indigenous
candidates in line with the aims of our Elevate RAP,
candidates are also able to see the success of a local
Indigenous enterprise in action. This can inspire
Indigenous locals to be more self-empowered, to make
informed decisions and to believe in themselves.
In turn, this supports Ventia in breaking down barriers
to employment, tackling inequality and ‘closing the gap’
between pre-vocational training and real jobs to improve
the opportunities that exist for Indigenous Australians.
This year, ECB conducted pre-employment hospitality
training with locals in Katherine to skill them for
employment on the Australian Defence Force’s Tindal
Base. They carried out high-risk training for Indigenous
staff working on our Stores contract at the Robertson Base
logistics warehouse. And they trained 15 candidates in a
pre-employment skillset program for Ventia’s commercial
cleaning company in Western Australia.
Ventia will continue to partner with ECB in 2022, delivering
instrumental pre-employment training for up to 60 locals
to join our Defence Base Services Indigenous workforce in
Utilities (hospitality) vacancies.
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Ventia 2021 Sustainability Report
ECB’s high risk trainer delivers a session

SOCIAL PROGRESS & PRIORITIES
Working in the beautiful and richly historical lands of New Zealand is a privilege
for our Ventia team and we have a deep respect for the Māori and Pasifika
Islander cultures and traditions, ensuring we engage early and thoroughly
with community leaders and local Iwi to understand our responsibilities.
This year, Ventia established the Te Ara o Rehua working
party tasked to enhance Māori participation and build
cultural capability across our New Zealand business.
Guided by tikanga (Māori practices) of mana (respect and
kindness), wairuatanga (holistic wellbeing) and maramatanga
(pursuit of knowledge), the working party endeavours to
create and foster positive relationships both inside our
business and with local communities, whānau (family),
iwi (tribes), Māori organisations and other stakeholders.
In late 2021 we conducted a diversity survey with our
employees to better understand our current Māori
employment and cultural capability across the New Zealand
business. This data will inform the working party to build
strategies and initiatives for 2022 and beyond.
Te Rōpū Whakahaere promotes and supports the celebration
of key events throughout the year including Matariki (New
Year), Te Wiki o te Reo Māori (Māori language week) and
Te Ra o Waitangi (Waitangi Day) and coordinates important
traditional ceremonies such as the opening of the new
Transmission Gully depot and buildings in 2021.
Building meaningful relationships
Te Rōpū Whakahaere has established close relationships
with Amotai, an organisation that connects buyers with Māori
and Pasifika-owned businesses to support and enhance our
supplier diversity and engagement in Aotearoa. We have
also improved our internal systems to track and monitor our
procurement spend with Māori and Pasifika businesses.
Te Rōpū Whakahaere maintains close working relationships
with Iwi authorities, and Māori and Pasifika trades
training providers across Aotearoa that have led to recent
employment opportunities being offered to trainees within
Ventia’s Energy team based at Otara.
In May, a formal welcoming ceremony – known as a pōwhiri
– was held to celebrate a new team member in our New
Zealand business, Joe Tahana. To welcome Joe into the
Ventia ‘whanau’ (family) the pōwhiri was attended by around
50 employees from the Auckland area, followed by a morning
tea to mark the key step forward in the relationship between
Ventia and Māori, with Joe joining the business as our
Kaitohutohu Māori – Strategic Relationship Advisor, Aotearoa.
Joe had a korero (discussion) with Māori leaders, speaking
passionately about the alignment between Ventia’s values
and those of Māori communities.
Celebrating cultural traditions
In July, Ventia celebrated the tradition of Matariki, the Māori
name for the cluster of stars also known as the Pleiades
which rises in midwinter and for many Māori, heralds the
start of a new year. Iwi across New Zealand understand and
celebrate Matariki in different ways, at different times. Many
of our Auckland crew came together with special guests to
enjoy Karakia, Kai and Korero – prayer, food and chat.
A cultural blessing ceremony was held in September
2021 by local Kaumātuafor to open a new Ventia depot at
Pauatahanui, Wellington. The ceremony saw the laying of
two mauri stones. The customary mauri stone represents the
life force or essence, not only of the building, but also of the
important work that will be conducted there in the future.
Protecting cultural and historical heritage
as we work
Heritage New Zealand praised Ventia’s New Zealand
Transport team this year for their pro-active protection of
cultural and historical heritage. While carrying out road
drainage works in Paihia in the Northland region for our
client, Far North District Council, they noticed a hollowed-out
wooden object in the excavated area that may have been
a waka and immediately ceased all work to notify Heritage
New Zealand, requesting guidance.
A waka is a culturally significant wooden canoe, traditionally
used by Māori for fishing and to carry goods and people
between and around islands. Over the years, some waka
have been found buried, particularly around coastal areas
such as Paihia.
Our progress:
diversity and inclusion
(Aotearoa)

Two archaeologists attended the worksite and assessed the
artefact, concluding that the wooden object was not a waka
but was still of archaeological significance. In consultation
with Heritage New Zealand, our team developed a plan to
complete the works while safely preserving the historical
wooden culvert in its existing place.
Community Engagement in Aotearoa
In historic Arrowtown on New Zealand’s South Island, Ventia
Telecommunication crews have been delivering fibre to
connect regional and rural communities as part of the Chorus
UFB2 project, installing approximately 75km of infrastructure
each month.
Arrowtown is built on the banks of the Arrow River and in the
1860s attracted thousands of miners from around the world,
including a large contingent of Chinese miners, during the
New Zealand gold rush. From buildings, roads, trees and
gutters, to what’s buried beneath the ground, Arrowtown
has lots of heritage items to protect — including Iwi cultural
items, and those from early Chinese settlers.
Ventia held town inductions with groups involved in or
impacted by the local works at the outset of the project. This
created an understanding of the processes in place to deliver
the project, while protecting the town’s heritage and cultural
significance. Information received from the community at
these sessions helped Ventia gain a greater understanding of
the environment we would be working in, which allowed us
to shape our program to have minimal impact on the local
communities.
Our commitment to building great relationships in the
communities where we work is vitally important to us and
our Telecommunications team did a remarkable job getting
to know and understand the local area of Arrowtown to
ensure we were living our purpose of ‘making infrastructure
work for our communities’.
CELEBRATING TE REO
– THE MĀORI LANGUAGE
Each year since 1975, New Zealand
has marked ‘Te wiki o te reo Māori’,
Māori language week.
This is a time for all New Zealanders to celebrate te reo
(the Māori language) and to encourage the use of more
Māori phrases in everyday life.
From 13-19 Mahuru (September) 2021 we celebrated
the diversity and richness of one of Aotearoa’s official
languages at Ventia.
This year’s theme for the week was meaningful learning
in te ao (the Māori language). We heard from our people
via video who taught us a few more Māori phrases,
including “Kia ora! Kei te pēhea koe?”, which means
“Hello, how are you?”, and “Haere rā!” (“goodbye!”), as
we celebrated this special event.
2022 will mark 50 years since the Māori language petition
calling for te reo to be taught in schools was presented
to New Zealand’s parliament.
KARAKIA
Waerea, waerea
Waerea i raro i a Rangi e tū iho nei
Waerea i runga i a Papa e takoto nei
Waere i ngā tuputupu a Tāne
Haumi e hui e tāiki e!
Clear the way, clear the way
Clear the way below the heavens,
Clear the way above the earth
Clear the way for the new shoots to grow
United in purpose, ready to progress
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Ventia 2021 Sustainability Report

SOCIAL PROGRESS & PRIORITIES
Our community engagement approach ensures we build relationships
with stakeholders in the communities in which we work, as well as
demonstrate respect for those communities in our activities in line with
United Nations’ SDG 11. We also seek ways to create economic opportunities
for under-represented groups through local employment and social
procurement, supporting United Nations’ SDG 8.
This year our partnerships continued and strengthened
despite the difficulty of not being able to engage directly with
our communities as we faced another year of COVID-19.

Ensuring equitable access to employment
We’re committed to providing employment opportunities
to people with a disability and focus on providing universal
access, learning and career advancement equality, and
removing barriers to employment.
This year, our NSW Whole of Government Facilities
Management Services contract was selected as a finalist for
the Graeme Innes Disability Employment Award in the 2021
Australian HR Institute (AHRI) Awards, for its achievements in
creating a strong disability employment program. Building
upon this success, Ventia signed a partnership agreement
with JobAccess, which is funded by the Department of Social
Services, to drive our disability employment initiative and
enhance disability confidence across the business.
Supporting students and young people
During the year, Ventia provided ongoing support to school
students in Victoria through our FM contract with Mornington
Peninsula Shire and was recognised in the 2021 Frankston &
Mornington Peninsula Victorian Certificate of Applied Learning
(VCAL) Awards – winning the Industry Partnership Award.
In late March, Ventia proudly received the annual Trailblazer
Award for our work supporting young people in the Central
Our progress:
engaging with our
communities
FINALIST
Graeme Innes Disability Employment
Award
Australian HR Institute Awards 2021
NSW Whole of Government Facilities
Management Services
WINNER
Industry Partnership Award
2021 Frankston & Mornington
Peninsula VCAL Awards
WINNER
2021 Trailblazer Award
Central Ranges Local Learning
and Employment Network (LLEN)

Ranges region of Victoria. Over the past four years, several
students from Seymour have been offered opportunities to
work on Ventia’s Defence contracts through the Seymour
Youth Employment partnership. Four schools are involved in
the program and it is supported by the Central Ranges Local
Learning and Employment Network (LLEN).
Supporting our Veterans
As a result of our national presence and many years of
service to the Australian Defence Force (ADF), Ventia attracts
veterans, their spouses and many civilians with family
connections to the military, who want to continue some form
of service. We offer a range of job and career opportunities
and the ability to transfer with posting cycles. We have signed
the Soldier On Pledge and also the Veterans’ Employment
Commitment to demonstrate our commitment to providing
greater employment opportunities for veterans and their
families and to recognise the skills, values and experience
that veterans bring to our organisation and culture.
Our partnership with Soldier On enables us to connect with
veterans and to assist them with job opportunities and career
transitions. Through our work with their Pathways Program,
we can promote opportunities at Ventia to support veterans
with their careers.
Social Procurement
Our supplier diversity approach supports local, Indigenous
business and social enterprises. We work with these
businesses to ensure they have opportunities to supply our
operations in a sustainable manner to create local economic
opportunities. In 2021, we spent $10.9 million with social
enterprises.
We are focused on providing sustained benefit through
procurement by engaging in contracts with social
enterprises, rather than one-off supplier engagements, to
support their growth and social impact for the long term.
The positive impact created through our social procurement
is provided through the 36 suppliers we worked closely with
throughout the year, and their missions and focus across
training and employment, community funds and community
services. More than $2.3 million of this spend supports long-
term unemployed people, with benefits also provided to
people with disabilities, marginalised youth, prisoners and
ex-offenders, and other disadvantaged people.
This year we celebrated 12 years of partnership with
JobQuest on our NSW Housing contract, to provide lawns,
grounds and cleaning maintenance services throughout its
New South Wales sites. This contract spends 13% of its total
value with social enterprises.
2021
2020
2019
7.7
8.5
10.9
SPEND WITH SOCIAL ENTERPRISES
1
($m)
SHOWCASING COMMUNITY ENGAGEMENT
IN OUR RESOURCES BUSINESS
One of the ways we support local
regions is through our Community
Grants program. Our aim is to build
regional strength and sustainability
through supporting community
organisations and social activity for
the benefit of people who live in
these regions.
Now in its 10th year, the Community Grants program
provides financial and social assistance in regions where
Ventia’s specialist Rig and Well Servicing business has key
operations – including the Pilbara in Western Australia,
and Toowomba and the Surat Basin in Queensland.
Last year our Rig and Well Servicing business provided
$40,000 to 23 community groups, supporting activities
in the areas of education, health, Indigenous support,
safety and youth. Since program inception in 2011, we have
provided more than $460,000 to 286 community groups.
1. Spend with social enterprises in Australia.
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Ventia 2021 Sustainability Report
28.5%
Increase

NASHWAN’S CAREERSEEKERS INTERNSHIP
SUCCESS
CareerSeekers is a non-profit
organisation that supports
humanitarian arrivals to overcome
the barriers faced when seeking to
establish and recommence their
careers in Australia.
Ventia has been proud to partner with CareerSeekers since
2019, helping to enrich our talent and supporting our goal
to reflect the diversity of our communities. During 2021,
eight mid-career professionals and university students
participated in the three-month internship program across
the Ventia business.
Nashwan Al-Bashiri joined Ventia as an engineering intern
in September 2021 at our Sydney Roads Asset Performance
(SRAP) contract, working with the Project Delivery team.
Born in Yemen’s capital city Sana’a, Nashwan has pursued
his passion for engineering across the globe. Upon
completing his Bachelors Degree in Civil Engineering at the
Infrastructure University in Kuala Lumpur and his Masters
Degree in Civil Engineering at UKM University, Malaysia,
Nashwan worked as a site engineer in Yemen and Malaysia,
before moving to Sydney in 2018.
Nashwan lived in Australia for three years, searching for
a job in engineering before he connected with Ventia
through the CareerSeekers program.
Throughout his internship, Nashwan had broad
responsibilities across a wide range of tasks and projects
that enabled him to build on his existing technical skills
and knowledge, learn about Australian Standards and
improve his software skills.
Nashwan excelled throughout his CareerSeekers
internship. Leveraging his previous knowledge and
experience, and tackling all the challenges and learnings
the internship presented, his hard work, dedication and
commitment were rewarded with a full-time position with
the SRAP contract at the end of 2021.
SOCIAL PROGRESS & PRIORITIES
Our people and community focus
Demonstrating our people and community focus starts with the choices we
make through the lens of our values. Choices about how we work, who we
work with, the services we offer, the products and services we source and
where they come from. It’s clear in how we treat each other, and how we
partner with our clients and communities to embrace diversity and inclusion.
It’s how we set out to create social value.
Nashwan Al-Bashiri

OUR TELECOMMUNICATIONS TEAM
PARTNER WITH ASA TO CREATE
VALUE THROUGH DATA ANALYTICS
OPPORTUNITIES
Teams across Ventia are actively
seeking opportunities for inclusion
of people with a disability in
our workforce. Our Queensland
Telecommunications team partners
with Australian Spatial Analytics
(ASA) to support a brighter future for
young spatial analysts with autism.

Next time you see a Ventia Telecommunications crew
installing an nbn upgrade or a new tower, these spatial
analysts could be some of the many people behind the
scenes helping to make it happen as part of Ventia’s local
and diverse supply chain.
Australian Spatial Analytics (ASA) is a registered not-for-
profit social enterprise dedicated to training and employing
remarkable young spatial analysts with autism, who bring
their exceptional abilities to the field of data analytics.
The organisation’s purpose centres on the societal need
to digitise for diversity. It is ASA’s goal that neurodiverse
people, such as those with autism, be a part of the digital
ecosystem as they note their distinct cognitive talents
frequently allow them to excel as digital professionals.
Members of the ASA team commenced with our
Queensland Telecommunications business in 2021 to
undertake design work on the nbn project, working on
‘As Built Designs’. These are the revised sets of drawings
that a subcontractor submits upon completion of a project.
Ventia recognises strong alignment between our
business in data analysis and ASA’s key focus, and the
partnership is going from strength to strength. The ASA
people bring a great set of skills to our team and we’re
able to realise the benefits of having them involved in our
completions process.
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Ventia 2021 Sustainability Report
ASA team members undergo training with Ventia Telco team

OBJECTIVES2022 PRIORITIES
Our people are safe and
healthy and are as diverse
as our communities
•
Initiate and embed our enterprise-wide Female Participation Strategy and actions,
with a clear accountability and governance framework.
•
Increase the economic independence and development of Indigenous Australians
and Māori people by achieving our employment and procurement targets.
•
Review and revise Ventia’s parental leave to ensure it meets the needs of our people
and is aligned to industry.
•
Develop and implement anti-racism and sexual harassment education and
awareness initiatives to ensure we create a respectful workplace.
We engage and respect the
communities we work in
•
Develop and submit our next Reconciliation Action Plan for endorsement by
Reconciliation Australia.
•
Implement our cultural immersion leadership program at Board and ELT level.
•
Develop and implement a Māori action plan, including the introduction of a ‘Māori
World’ training program for our people.
We create value through
our local and diverse
supply chain
•
Leverage our progress with Indigenous businesses to expand supplier diversity,
including a broader range of social enterprises to enhance spend and business
engagement.
•
Improve our data capture and reporting of diverse supplier engagement in Australia
and New Zealand.
•
Increase contracts participation with Local Economy Investment reporting and
review process of engagement with local suppliers.
Keeping our people safe and healthy remains our #1 promise and we will
continue to navigate the challenges of the global pandemic in the near term.
In 2022, we will take further action to increase our social value contribution,
strengthening community partnerships, continuing to develop the diversity of
our workforce and ensure inclusive workplaces, and deepening our local supply
chain by expanding our network of local, Indigenous and social enterprises.
SOCIAL PROGRESS & PRIORITIES
Future focus: social

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Ventia 2021 Sustainability Report

GOVERNANCEGOVERNANCE
OUROUR
OBJECTIVESOBJECTIVES
Sustainability is embedded
in our decision making
Trusted for our sustainable
business practices
Advancing sustainable and
ethical procurement
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Ventia 2021 Sustainability Report

In 2021, Ventia reviewed, integrated, developed and established many of the
key strategies, frameworks, standards and policies that play a fundamental
role in governing how we operate to deliver our Sustainability Strategy and
ensuring we always do the right thing.
GOVERNANCE PROGRESS & PRIORITIES

WINNER
‘Company Secretary of the Year’ 2021
LawyersWeekly Australian Law Awards
Awarded to Ventia Group Company Secretary, Zoheb Razvi
Our governance approach is based on our values, which guide
how we behave, and the way we do business and represent
what we stand for. Our values help to ensure we focus on what’s
right and what’s important to our clients and our employees.
Our values are embedded into Ventia’s governance framework
which enables our people to deliver on our commitments and
plays an integral role in effective and responsible decision
making to our shareholders, employees, business partners,
government, regulators and the broader community.
Safety and Sustainability Committee
The Ventia Board and Executive team place the utmost
importance on all matters relating to Ventia’s Sustainability
Strategy, performance and governance.
The Ventia Board has established five Committees to assist
in carrying out its responsibilities including the Safety and
Sustainability Committee, which is responsible for:
•
identifying risks and opportunities in relation to Safety
and Sustainability at Ventia;
•
reviewing and recommending health, safety and
environment (HSE) policies for Board approval;
•
reviewing and recommending sustainability policies,
the Sustainability Report and regulatory reporting on
sustainability for Board approval; and
•
reviewing management reports related to HSE and
sustainability, and monitoring compliance with
obligations and delivery against targets.
The Safety and Sustainability Committee and Charter were
established in April 2021 and three meetings were held in the
third and fourth quarters.
Setting foundations for future success
In August, the Ventia Board approved our revised
Sustainability Policy, establishing our commitments across
the elements of environment, social and governance (ESG).
In September, we were pleased to launch our Sustainability
Strategy, outlining our approach and objectives and
supporting our refreshed sustainability commitments.
Our Sustainability Council and dedicated working parties
played an important role to inform our Sustainability
Strategy, reviewing policies and championing and monitoring
implementation of key initiatives. Five Sustainability Council
meetings occurred throughout the year.
Executive remuneration
The purpose of Ventia’s Executive remuneration framework,
both before and after listing on the ASX, has been to facilitate
long-term sustainable growth for Ventia’s shareholders.
This includes ensuring remuneration levels are market-
competitive and sufficient to attract, motivate and retain
suitably qualified individuals who are focused on Ventia’s
strategic priorities.
Since listing and from 2022 onwards, the Executive
remuneration framework has been redesigned to align with
Ventia’s strategy and values, and provide strong alignment
with shareholders’ interests over both the short and long term.
Our remuneration framework is underpinned by key
objectives that guide decisions and design, including to:
•
drive the right behaviours and alignment to Ventia’s
values, environment, social and governance (ESG)
principles and risk appetite; and
•
ensure policies and practices are compliant with all
relevant legislation.
Importantly, remuneration will reflect Executives’
contribution to performance including delivery against
the ESG targets of our Sustainability Strategy. The Group’s
Director and Executive remuneration frameworks and how
they contribute to the execution of our business strategy are
outlined in Ventia’s 2021 Annual Report.
Our progress: governance
Published our first Modern Slavery
Statement

Code of Conduct training
Ventia’s Code of Conduct and our values set out the
standards of behaviour we expect of our Directors,
employees, contractors, subcontractors and agents. They
support our commitment to good corporate governance,
responsible business practice, our customers, our workforce,
the communities in which we operate and the environment.
They also provide the structure through which we maintain
compliance with our legal obligations.
Training on the Code of Conduct is part of our induction
process and is a mandatory annual training requirement for
our employees, with 94% of full-time employees completing
the training in 2021.
Ventia chooses to work with business partners, suppliers and
subcontractors who follow the ethical business practices
reflected in Ventia’s Code of Conduct. Our standard supplier
and subcontractor contract terms require third parties
(including labour hire companies) to understand and comply
with our Code. Ventia engaged more than 13,000 suppliers
during 2021. New suppliers are required to disclose their
compliance with modern slavery laws and other relevant
human rights laws. A current focus is for Ventia to review the
ongoing assessment of supplier adherence to our Code.
Modern Slavery risk management
Ventia’s Modern Slavery Policy confirms our commitment
to the eradication of all forms of slavery. It requires a due
diligence process to be in place to analyse Ventia’s supply
chains to ensure proper compliance measures are taken.
Ventia’s Business Partners Standard and its associated due
diligence are refreshed annually and combined with our
international trade controls and Anti-money Laundering
Policy to supplement our approach, which is set out in our
policy framework.
Ventia has designed a modern slavery due diligence
questionnaire to be completed when we engage a new
overseas supplier. It is also completed annually by all
Australian suppliers with whom we spend greater than
$1 million per annum.
Our risk analysis at Ventia found that human rights risks,
including those linked to modern slavery, are more
prominent in the supply of low value goods (for example,
protective vests and high visibility clothing). This product
category has been a particular focus in the design of our
supplier audit and engagement program.
We also assess suppliers’ sustainability risks as part of
the selection and contract renewal process to identify
if equipment and clothing supplied to Ventia has been
produced in a situation likely to involve modern slavery risk.
Ventia has identified modern slavery risks both for goods and
services, in the following categories with low to medium level
risk of potential modern slavery:
•
Personal Protective Equipment (PPE) and workwear;
•
promotional items;
•
cleaning services;
•
cleaning equipment;
•
fresh fruit, vegetables and seafood; and
•
technology services.
Suppliers identified in the above categories represent
approximately 5% of our total spend.
Industry collaboration
Ventia continues to work collaboratively with key peers
to strengthen our response to modern slavery through
the Infrastructure Sustainability Council (ISC) Road Sector
Modern Slavery Coalition. The Coalition was established by
the ISC in 2019 to support businesses to assess and address
modern slavery risks in the road infrastructure sector and
focuses on:
•
supporting collaborative solutions to modern slavery risk
management, driving industry good practice to support
compliance with the Act; and
•
building members’ capacity to manage modern slavery
risks.
As part of its work program over 2020 and 2021, the Coalition
identified and engaged with two pilot supply chains involving
PPE and bitumen, with the goal of further understanding
potential modern slavery risks associated with the
procurement of these two commodities.
Modern slavery training for first
responders pilot
In 2021, Ventia partnered with Transurban and
Anti-Slavery Australia, an Australian leader in
the anti-slavery movement, to develop a unique
modern slavery training program for operational
employees responsible for responding to incidents
on motorways.
The purpose of the program is to provide a
standardised framework for incident response
crews to respond to any reasonable human rights
or modern slavery concerns and is implemented
via a joint training session.
Anti-Slavery Australia, together with a working group
from Transurban and Ventia, developed and piloted
the training, informed by research and Anti-Slavery
Australia’s work with survivors, that looks at:
•
modern slavery and its relevance to the daily
work of traffic control operators and incident
response teams; and
•

how to recognise, identify and respond
appropriately to suspicions of modern slavery
on the motorway.
The 90-minute pilot training workshop was held
online due to pandemic restrictions, providing the
foundation for future in-person delivery.
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Ventia 2021 Sustainability Report

GOVERNANCE PROGRESS & PRIORITIES
PARTNERING WITH TRANSURBAN TO
ACCELERATE SUSTAINABLE PROGRESS
Ventia and our client, Transurban,
have established a joint
Sustainability Governance Group
to advance sustainability in the
communities where we work.
The power of our partnership comes
from collaboration, embedding
sustainability into decision
making, and our shared drive to
make meaningful and measurable
sustainability improvements.
Ventia provides traffic incident response and maintenance
services on motorways and tunnels across Australia to
Transurban, one of the world’s largest toll road operators.
Transurban sets high standards for its performance on
social and environmental issues and invests in both areas
to create social inclusion and manage environmental
impacts – an approach strongly aligned with Ventia’s
commitment to making infrastructure work for our
communities, and doing that in a sustainable way.
Our joint Sustainability Governance Group (SGG) is a
taskforce, comprised of key leaders from both businesses.
The Group meets regularly to discuss new and better
ways of working, develop new initiatives, and monitor
the progress of our mutual sustainability agenda.

The Group’s focus areas have evolved over time to
include carbon emissions, diversity and inclusion, waste
management and modern slavery.
2021 saw the SGG achieve initiatives under each focus
area; and despite working through the pandemic, we have
seen great progress, such as:
•
Carbon emissions: We scoped, ordered and are
preparing to introduce our first custom-built fully
electric truck-mounted attenuator (TMA).
•
Waste management: We consolidated waste contracts
in July 2021, adding new recycling streams and
engaged an Indigenous waste contractor to boost
waste recovery.
•
Diversity and Inclusion: We commenced a shared
value approach to engaging with social and Indigenous
enterprises. Through the SGG-endorsed steering
committee an Indigenous business was engaged in
late 2021 providing landscaping apprentices to our
New South Wales motorways contracts.
•
Modern slavery: An industry-first pilot training
workshop was held at the Cross City Tunnel in
Melbourne in June. A joint collaboration with
Transurban and Anti-Slavery Australia, the session
educated attendees about potential instances of
modern slavery, which may be detected in road
operations.
It’s partnerships like this that demonstrate how we can
elevate our impact through shared commitment and
focused action. We see a real opportunity to replicate
this model with other clients in the future to accelerate
progress and deliver enduring and positive outcomes to
our communities.

OBJECTIVES2022 PRIORITIES
Sustainability is embedded
in our decision making
•
Include sustainability criteria in tender and key decision gate approval processes.
•
Develop tools and awareness for work winning teams to address sustainability
objectives in proposals.
Trusted for our sustainable
business practices
•
Review framework for the rollout and support of Code of Conduct training to enable
100% completion.
•
Review processes for assessment of supplier and subcontractor adherence to the
Ventia Code of Conduct.
Advancing sustainable and
ethical procurement
•
Maintain and improve systems and processes to prevent modern slavery within our
diverse businesses and supply chains, including those from overseas.
•
Review ongoing due diligence processes for suppliers and subcontractors in relation
to human rights.
•
Continue participation with the ISC Road Sector Modern Slavery Coalition to
understand and address risk in identified high-risk commodity supply.
Next year will provide another opportunity for Ventia to continue our crucial
work developing and embedding the foundations and practices that will
support our good governance in sustainability into the future.
Future focus: governance
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Ventia 2021 Sustainability Report

“For Ventia, sustainability goes beyond reducing
our environmental footprint. It is about creating a
positive impact for future generations and a lasting
legacy for people, communities and our planet.”
DEAN BANKS, GROUP CEO
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Ventia 2021 Sustainability Report

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