2022 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
15 March 2023
2022 Sustainability Report
Ventia Services Group Limited (Ventia) is pleased to provide its 2022 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.

2022
SUSTAINABILITY REPORT

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.
CREATING A LASTING AND POSITIVE CREATING A LASTING AND POSITIVE
LEGACY FOR PEOPLE AND PLANETLEGACY FOR PEOPLE AND PLANET
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
manawhenua in Aotearoa and Te Waipounamu
where our teams respect local Iwi and
communities across the country.
Ventia Sustainability Report 2022

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-22
A r
eport on Ventia’s progress towards the
United Nations Sustainable Development
Goals (SDGs) is available on our website
at www.ventia.com/SDG-22
Reporting Criteria
Ventia’s Reporting Criteria is outlined
in the Environmental and Social
Basis of Preparation for the year
ended 31 December 2022, which
can be found on our website at:
www.ventia.com/sustainabilitymetrics
About this Report
This 2022 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 2022 to December
2022 and can be read in conjunction with the Ventia Annual
Report 2022, 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.
Limited Assurance for select environmental and social metrics
for 2022 has been conducted by PwC.
The information in this Report is given in good faith and derived
from sources believed to be accurate at this date.
To the extent
permitted by law, no responsibility for errors or omissions
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 external regulatory environment, or
changes in the markets in which we operate, may impact our
ability to deliver on our objectives.
CONTENTS
A message from the Chairman and Group CEO 2
2022 Highlights: Sustainability at Ventia
6
Ventia: For when it’s essential 8
Our purpose and values 10
Our Ventia strategy 11
Informing our strategy 12
Measuring our success
14
Environment: progress and priorities 16
Social: progress and priorities 38
Governance: progress and priorities 72
Independent Limit
ed Assurance Report 80
CREATING A LASTING AND POSITIVE CREATING A LASTING AND POSITIVE
LEGACY FOR PEOPLE AND PLANETLEGACY FOR PEOPLE AND PLANET
Ventia Sustainability Report 2022 1

A message from the Chairman
and Group CEO
2022 HIGHLIGHTS
2 Ventia Sustainability Report 2022

2022 has been a year of substantive progress
for Ventia
We are incredibly proud of our people and the essential work
they do. It is essential because it fulfils our purpose: to make
infrastructure work for our communities. It enables Ventia to
positively impact those communities and our world as we go
about the business of supporting our clients, so that people
and the planet can thrive for years to come. Achieving this
outcome is a significant challenge.
Both the CSIRO and the Bureau of Meteorology have identified
climate change driven trends and impacts are already evident,
including an average Australian land warming of 1.4°C since
the early 20th century and ocean warming of about 1.0°C in
the
same period. Sea levels have been rising, increasing the
risks of coastal inundation and rainfall patterns have shifted,
with rainfall decreasing in southern Australia and increasing
in the north.
The Climate Change Authority has declared that momentum
needs to shift if we are to meet decarbonisation targets.
Since
2009, Australia has decarbonised its economy at an
average annual rate of 12 MtCO
2
-e per year. Achieving Australia’s
2030 and 2050 targets means stepping up and sustaining a
decarbonisation rate of at least 17 MtCO
2
-e per year.
Optimistically, the way forward on a national basis with
respect to mitigating climate change is emerging with better
clarity. At Ventia, we are resolutely committed to playing our
part in contributing to decarbonisation both in terms of our
impact on the environment, and in working with our clients to
manage theirs.
This Report demonstrates how we are achieving the objectives
of our key sustainability focus areas: environment, social and
governance. Our commitment has simply become part of how
we work, engrained in the things we do every day.
Setting our science based targets as part of the Science
Based Targets initiative (SBTi) remains a key priority and one
which we will realise in 2023, as we strive to support the aims
of the Paris Agreement, including limiting global warming to
below 1.5°C.
As we enter the third year of driving our Sustainability Strategy,
Ventia will be both a catalyst and a facilitator of progress. We
will continue to refine how we measure success as we further
assess and build our understanding of performance across
our
diverse business.
Safety and health above all else
Ventia realised continued improvement in safety performance
in 2022 as we put our promise of safety and health above all
else into action; proactively addressing health and safety risks
and striving to create a safe work environment for everyone
across all our projects.
We saw a positive declining trend in injuries at Ventia in the
measures of Total Recordable Injury Frequency Rate (TRIFR)
(from 4.32 in 2021 to 3.71 in 2022) and Serious Injury Frequency
Rate (SIFR) (from 0.45 in 2021 to 0.29 in 2022). We increased
our focus on managing critical risks through new campaigns
targeting hazards and engaged technology to encourage safer
driver behaviours.
We continued to invest in frontline capability with over
1,300
leaders participating in our Safe for Life leadership
program. During the year, we received recognition from
national industry bodies for our outstanding talent and our
SHEQ management system.
Environment
We focused on environmental initiatives to reduce Ventia’s
carbon emissions, and supported our clients to enhance
climate resilience and improve adaptation. Through our
operations we are supporting the wider energy transition
with work ranging from maintenance of renewable assets,
transmission, engineering and energy solutions, to adopting
alternative fuels in our operations.
Inclement weather presented opportunities for us to lend
our expertise to natural disaster preparation, response and
recovery and saw us train extra Ventia team members to join
the efforts as we supported east coast communities and people
in need in flood affected areas.
In 2022 Ventia achieved a 10.6% reduction in combined
Scope
1 and 2 emissions through a reduction in the use of
electricity and fuel in vehicles and equipment. The sale of our
investment in the MTC Broadspectrum joint venture had the
most impact on our reduction in emissions from electricity, as
well as efficiency improvements on other contracts and other
reductions in emissions factors as additional renewable energy
sources become available in the grid.
Partnering on exciting innovations such as the Yarra Energy
Foundation’s community battery project provided us a chance
to participate in developing future-facing greener technologies.
Our fleet reduction and transition initiatives also progressed
well, despite the challenge of readily available technology to
enable a rapid transition of all vehicles and equipment. Viable
options are expected to remain a challenge in the near term,
particularly alternatives for utility vehicles which comprise a
significant proportion of Ventia’s fleet.
Ventia Sustainability Report 2022 3

During the year, we doubled our hybrid vehicle fleet and
introduced our first hydrogen vehicle, with more alternatively
fuelled vehicles on order. We also added electric mowers in
Australia and a hybrid excavator in New Zealand.
As a fundamental component of Ventia’s business decision
making, we further developed our approach to climate risk
and opportunity management. We are pleased to deliver our
climate change disclosure on page 26, which is structured
to respond to the recommendations of the Taskforce on
Climate
-related Financial Disclosures (TCFD) and details
this process.
Social
We share a strong passion for ensuring Ventia generates
meaningful social value and impact. We do this through
our work across three social pillars: diversity and inclusion,
Indigenous and social procurement, and community
engagement.
Although overall female participation at Ventia disappointingly
declined to 29.7% in 2022, our emphasis on employing more
females at all levels remains a key focus. We are a signatory
to the HESTA 40:40 Vision to achieve gender balance in our
Executive team by 2030 and have set interim targets of 30%
by 2023 and 35% by 2027. At end 2022, 22.2% of our Executive
Leadership team members were female.
We have applied a more rigorous method for measuring
female participation – specifically, how we identify Women in
Senior Management (WISM) for whom we have a participation
target of 40%. This has resulted in recalculating our WISM
participation position for 2021 to 18.1%, a figure which has
increased by 12.1% in 2022 to 20.3%.
Our resolve to have more people with a disability bring their
unique skills and abilities to Ventia has been strengthened
through a 12-month partnership with the Australian
Government’s JobAccess program. JobAccess works with large
employers to drive disability employment and build disability
confidence in the workplace. This year, 380 Ventia hiring
managers participated in disability awareness training.
Our Reconciliation Action Plan (RAP) reflects our public
commitment to the reconciliation process and respectful
engagement with Australia’s Indigenous people. Our team
continued to bring their passion to delivering on our RAP
commitments in 2022, working with CareerTrackers and Supply
Nation to create pathways for young people and Indigenous
business, engaging with Aboriginal and Torres Strait Islander
stakeholders to create local employment and procurement
opportunities and ensuring we always deliver our services
abiding by cultural considerations.
We strive to support
the aims of the Paris
Agreement, including
limiting global warming
to below 1.5°C.
4 Ventia Sustainability Report 2022
A message from the Chairman and Group CEO
continued

We also worked on Ventia’s fifth RAP during the year and went
through Reconciliation Australia’s application process. We have
been invited to develop a Stretch RAP, which we expect will be
launched in Q2 2023.
In Aotearoa, our Te Ara o Rehua working party escalated
efforts to support our social sustainability objectives. Guided
by Tikanga (Māori practices), Te Ara o Rehua focused on
supporting Māori and Pasifika employment, community
engagement, building industry relationships, and developing
cultural awareness through celebrating key customs
and
events.
In 2022 our spend with Indigenous enterprises increased
by $23.4 million to $107.3 million as we engaged with
165
Aboriginal and Torres Strait Islander suppliers across
Australia. Our spend with social enterprises also grew slightly
to $11.3 million, working with 35 partners. We continue to
embed an ethos of social procurement within our business
and endeavour to offer term contracts rather than one-off
purchase orders to make an investment in the sustainability
of each enterprise.
Our community engagement program continues to go from
strength to strength having granted $533,000 to 323 community
groups since 2011. This year 37 community groups received
$73,000 in our annual round of grants.
Governance
Sound governance provides the basis for our Sustainability
Strategy to be effective and for Ventia to make a difference.
Our Code of Conduct is central to our foundation of good
governance and guides how we work, setting minimum
behavioural standards. This year, 93.0% of Ventia’s full-time
employees completed mandatory training on our Code.
We have seen information security and privacy become a
central theme in corporate and public life this year and, as
such, we have included cybersecurity as an issue of high
materiality to our stakeholders. You can read more about our
cybersecurity approach on page 78.
Improving sustainability data capture and reporting has
also been a priority focus, and we refined our measurement
and benchmarks for reporting across environmental and
social metrics. A Sustainability Data Centre is now available
at ventia.com which includes our environment, social and
governance indicators for enhanced transparency.
Growing our Impact
With our Sustainability Strategy now well embedded, we
will continue striving to meet our targets and pursuing
opportunities to create value and grow Ventia’s impact
across our Sectors, with clients and in the communities
in which we work.
The diversity of our business and the range of industry
segments we work in, combined with the breadth of our supply
chain, poses challenges to accelerate our progress; however
also provides us with great opportunities for collaboration
and
impact.
We would like to thank our entire team for their focused efforts
to drive our Sustainability Strategy and initiatives towards
success in 2022. We would also like to thank our shareholders
and clients for sharing our commitment to creating a lasting
impact and positive legacy for people and planet.
While 2023 promises further external uncertainty and a
challenging operating environment, we will again seek to
harness our team’s passion as we work together to Redefine
Service Excellence and achieve our sustainability goals.

David Moffatt Dean Banks
Chairman Managing Director
and Group CEO
Ventia Sustainability Report 2022 5

This year we made further
progress towards the goals of
our Sustainability Strategy.
While we again celebrated many
achievements throughout the year, we also
invested time and effort to deepen our
understanding of our business performance
and our impact across environment, social
and governance aspects. We continued to
refine the way we measure our performance,
improving processes and ensuring rigorous
mechanisms to accurately capture relevant
data and enhance transparency.
environmentenvironment
Committed to setting science based targets
including net-zero
Sustainability at Ventia
2022 HIGHLIGHTS
60,175
tCO
2
-e Scope
1 and 2
emissions
10.6%
Emissions
reduction
from 2021
109
Number of EV and hybrid vehicles
added to fleet
6 Ventia Sustainability Report 2022

WINNER
‘Best Continuous Improvement of a
Management System’
29th National Safety Awards of Excellence
NSCA Foundation
WINNER
New Zealand Environmental Award
Kerikeri Inlet Road boat ramp and carpark project
Civil Contractors Northland
Construction Awards
WINNER
Ventia Group Company Secretary
Zoheb Razvi
2022 Governance Top 100
‘Excellent’ Infrastructure Sustainability
Operations rating awarded for Western
Roads Upgrade (WRU)

5-star GRESB sustainability rating achieved
at EastLink
2
93.0%

Completion of Code of Conduct training by
full-time employees
GovernanceGovernance
1.2

Female
participation
declined by 1.2
percentage points
14.0%
TRIFR improvement
4.1
Female
participation (ELT)
1
increased by 4.1
percentage points
27.8%
Increased spend
with Aboriginal
and Torres Strait
Islander businesses
SOCIALSOCIAL
Committed to complying with the ASX
Corporate Governance Principles and
Recommendations
Formally signed up to HESTA 40:40 Vision
Celebrating our achievements
WINNER
Disability Employment category
2022 Australian Human Resources Institute
(AHRI) Awards
Note: All 2022 highlights indicating increases or decreases are as compared to 2021.
1.
E
xecutive Leadership Team (ELT).2.
V
entia provide operations and maintenance services to EastLink.
Ventia Sustainability Report 2022 7

Ventia: for when it’s essential
BUSINESS OVERVIEW
We are a leading essential services provider in Australia and New Zealand, proudly
providing the services that keep infrastructure working for our communities.
An Australian Securities Exchange (ASX) 300 company, with a secondary listing on New Zealand’s Exchange (NZX), we specialise
in the long-term operation, maintenance and management of critical public and private assets and infrastructure.
Our business is structured across four key Sectors: Defence and Social Infrastructure, Infrastructure Services,
Telecommunications and Transport.
WA
NT
SA
QLD
NSW
ACT
TAS
VIC
Perth
Darwin
Brisbane
Sydney
Melbourne
Adelaide
Canberra
Auckland
Wellington
Hobart
Defence and Social
Infrastructure
Infrastructure
Services
TelecommunicationsTransport
8 Ventia Sustainability Report 2022

35,000
Workforce
(employees and subcontractors)
400
Project sites
40%
of our people work in regional
and rural areas
Ventia Sustainability Report 2022 9

Our purpose and values
Watch the many ways in which
Ventia supports essential
infrastructure assets.
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
BUSINESS OVERVIEW
10 Ventia Sustainability Report 2022

Our Ventia strategy
Redefining Service Excellence
is our approach to delivering
service excellence for our
stakeholders. We
differentiate
ourselves by focusing on three
priorities: being client focused,
innovative and sustainable.
We are proud of our purpose, making
infrastructure work for our communities.
We recognise that every decision and action we
take is an opportunity to make a positive impact
on the people and world around us.
Our people are at the heart of our success.
Our values guide how we go about our business,
and our
diverse and inclusive culture allows us to
thrive personally and professionally.
Ventia Sustainability Report 2022 11

Informing our strategy
OUR SUSTAINABILITY STRATEGY
We continue to listen to our people, our clients and the communities in which
we work, collaborating to improve and evolve our approach.
We surveyed key stakeholders in 2020 as we undertook our materiality assessment. The issues we identified as being most
important to them continue to inform our Sustainability Strategy and plans, with high priority issues reflecting the economic,
environmental and social impacts (positive and negative) from our operations, plus those that influence stakeholders’ decisions.
Understanding these issues has shaped our sustainability commitments, ensuring we focus our efforts on areas where we can
make the most impact.
Cybersecurity and data protection have become pertinent issues in the context of high-profile corporate data security and
consumer privacy breaches. Reflecting this increased focus from our stakeholders and the public, we have included cybersecurity
as a high priority material issue and outlined our cybersecurity approach in this Report on page 78.
high high
materiality materiality
ratingrating
CLIMATE
CHANGE
ATTRACTION
AND RETENTION
OF SKILLED
PEOPLE
ENERGY
CYBERSECURITY
INDIGENOUS
PARTICIPATION
ENVIRONMENTAL
MANAGEMENT
SYSTEM
LOCAL
EMPLOYMENT
FINANCIAL
PERFORMANCE
WORKPLACE
WELLBEING
LOCAL
COMMUNITY
ENGAGEMENT
EFFLUENTS
AND WASTE
HUMAN
RIGHTS AND
MODERN
SLAVERY
OCCUPATIONAL
HEALTH AND
SAFETY
DIVERSITY
AND EQUAL
OPPORTUNITY
STAKEHOLDER
RELATIONSHIPS
AND
ENGAGEMENT
INNOVATION
AND
TECHNOLOGY
very high
materiality
ra ting
Key materiality issues
12 Ventia Sustainability Report 2022

Our contribution to the United Nations Sustainable Development Goals
Ventia’s progress in 2022 demonstrates our commitment to the seven United Nations (UN) Sustainable Development Goals that
are particularly relevant to our business. The below snapshot provides an indication of our achievements aligned to each of these
seven SDGs and more comprehensive reporting on SDG indicators is available on our website at www.ventia.com/SDG-22.
(UN) Sustainable
Development Goal
V
entia’s 2022 SDG-aligned progress and achievement highlights
Ensuring
healthy lives
and promoting
well-being for
all at all ages
18% reduction
in high potential
incidents
SDG target 3.4
~180 Healthy Minds
Champions trained
across Australia and NZ
SDG target 3.4
26% increase
in our people accessing
support through our
Healthy Bodies early
intervention program
SDG target 3.4
14% decrease
in TRIFR (Total
Recordable Injury
Frequency Rate)
SDG target 3.4
Achieve gender
equality and
empower all
women and girls
42.9% of Directors and
22.2% of the Executive
team are female
SDG target 5.5
Became a signatory to
HESTA 40:40 Vision
SDG target 5.5
Respect@Work
training launched
SDG target 5.1
Invested in
29 female
leaders as part of our
Women Leading program
SDG target 5.5
Promote sustained,
inclusive and
sustainable
economic growth,
full and productive
employment and
decent work for all
5th Reconciliation
Action Plan
development process
underway for launch
in 2023
SDG target 8.5
45+
disability
services providers
engaged nationally
SDG target 8.5
6 internships
provided for
refugees and
asylum seekers
through
CareerSeekers
SDG target 8.5
$107.3m
spend with Aboriginal
and Torres Strait Islander
businesses
SDG target 8.3
Build resilient
infrastructure,
promote inclusive
and sustainable
industrialisation
and foster
innovation
1st electric TMA (Truck
Mounted Attenuator)
in
production for early
2023 delivery
SDG target 9.4
Trial of 1st
hydrogen vehicle in
maintenance fleet
SDG target 9.4
‘Excellent’
Infrastructure
Sustainability Operations
Rating at Western
Roads Upgrade
SDG target 9.1
14 electric
mowers
introduced in our fleet
SDG target 9.4
Make cities and
human settlements
inclusive, safe,
resilient and
sustainable
One of Australia’s
1st inner-city
community batteries
installed in Melbourne
SDG target 11b
Ventia Operations Centre
took over 1.1 million
calls supporting social
housing, defence and
government agencies,
and telecommunications
customers
SDG target 11.1
3,600km of urban
roads and 6,300km of
rural roads maintained
across Australia and
New
Zealand
SDG target 11.2
17% improvement
in driver behaviour
through our technology
partnership with EROAD
SDG target 11.2
Ensure responsible
consumption and
production
patterns
3,000t+
of EarthSure treated
material beneficially
reused by industry
SDG target 12.5
13,000t+ of
recycled content used in
pavement on our Sydney
Asset Maintenance
Services contract
SDG target 12.5
21.5t of
combat uniforms
diverted from landfill
and converted
into biofuel
SDG target 12.5
3.5t+
of material reused
or recycled from
ATO regional office
conversion
SDG target 12.5
Taking urgent
action to combat
climate change
and its impacts
24,000t
of carbon
reductions
in first phase of LED
lighting upgrade across
37 Australian Defence
Force bases
SDG target 13.1
10.6%
reduction in Scope 1
and 2 emissions
SDG target 13.1
Climate Leaders
Coalition member and
Scope 3 Roadmap
signatory
SDG target 13.3
90.4t of carbon
saved by
employees on the
FutureFit program
learning how to reduce
personal impact
SDG target 13.3
Ventia Sustainability Report 2022 13

Our Sustainability Strategy is to create
a healthier planet, be people and
community focused, and be ethical and
accountable in everything we do.
With clear objectives, we are working towards the targets
we set last financial year to achieve our goals over time,
measuring our success along the way to create a lasting
legacy for people and our planet.
Ventia’s sustainability targets align to recognised industry
frameworks to ensure we deliver best practice outcomes
and meet the expectations of our people, our clients, our
investors and our communities.
As we continued to embed our sustainability approach
throughout 2022, we also developed our understanding
of our current performance across all target areas and set
benchmarks to report against. This will help us demonstrate
our progress against our targets and set a sound basis for
comparison into the future as we continually improve the
transparency of our
reporting.
Measuring
our success
OUR SUSTAINABILITY STRATEGY
environmentenvironment
Creating a healthier planet
Objectives
Achieve net-zero emissions and reduce
our clients’ emissions
Managing climate resilience for us and
our clients
Leading in environmental protection and
enhancement solutions
Measures
Pathway to net-zero emissions
defined with visible progress
demonstrated
Targets
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
2022 Performance

10.6%

Emissions reduction achieved in 2022.
Science based targets for submission in 2023.
1.0%

Renewable energy usage (437.96 MWh)
5.6%

of light vehicle fleet now EV and hybrid
14 Ventia Sustainability Report 2022

socialsocial
People and community focused
Objectives
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
Measures
Continuous improvement
in safety, diversity and inclusion
Targets
(HESTA 40:40 Vision commitment)
40% female participation by 2030
1. on the ELT
2. of Women in Senior Management (WISM)
3. across all employees
Retain Reconciliation Australia’s Elevate
RAP
status
2022 Performance
22.2%
Female participation:

Executive Leadership Team (ELT)
20.3%
Female participation:

Women in Senior Management (WISM)
29.7%
Female participation: all employees
governancegovernance
Ethical and accountable in
everything we do
Objectives
Sustainability is embedded in our
decision making
Trusted for our sustainable business practices
Advancing sustainable and ethical
procurement
Measures
Exceed industry and society’s
expectations of our corporate
behaviour
Targets
Compliance with the ASX Corporate
Governance Principles and Recommendations
All significant suppliers complying with
the
Ventia Supplier Code of Conduct
2022 Performance
57.0%
Independent Directors

Suppliers with an annual spend >$1m
comply with the Ventia Business Partners
Standard
Ventia Sustainability Report 2022 15

ENVIRONMENT
16 Ventia Sustainability Report 2022

OUR OBJECTIVES
Achieve net-zero emissions
and reduce our clients’
emissions
Managing climate resilience
for us and our clients
Leading in environmental
protection and enhancement
solutions
Ventia Sustainability Report 2022 17

As we progress initiatives to reduce emissions and climate impact,
defining our pathway to net-zero, we act in alignment with the United
Nations SDG 13 and to support the aims of the Paris Agreement,
including limiting global warming to below 1.5°C.
Climate and emissions
ENVIRONMENT: PROGRESS AND PRIORITIES
10.6%

Reduction in Scope 1 and
2 emissions from 2021
109

EV and hybrid vehicles
added to fleet
KEY STATISTICS
Setting targets to achieve
net
-
zero emissions
At Ventia we are committed to achieving
net-zero with the Science Based Targets
initiative (SBTi) because this provides a
measurement, reporting and verification
framework we can use to set targets
and evidence progress. Our targets
will encompass near-term reduction
and net-zero targets for Scope 1, 2 and
3 emissions. We are on track to set
SBTi
targets in 2023.
Our actions commenced to date include
sourcing renewables for some of our
electricity, transitioning from diesel for
use in vehicles, plant and equipment,
and working with our clients and supply
chain to reduce emissions from products
and services.
60,175
tCO2-e Scope 1 and 2
emissions
11.6
Emissions intensity (t/$m)
One of Ventia’s Toyota RAV4 hybrid vehicles.
18 Ventia Sustainability Report 2022

Emissions (tCO-e)
Intensity (t/$m AUD)
Scope 1Scope 2Emissions Intensity
0
20,000
40,000
60,000
80,000
20222021
1
14.8
20,915
46,411
41,635
18,540
11.6
0
3
6
9
12
15
GREENHOUSE GAS EMISSIONS tCO
2
-e
Diesel – transport 52.0%
Purchased electricity 31.0%
Diesel – stationary 13.0%
Aviation fuel 2.0%
Petrol – total 2.0%
EMISSIONS BY ENERGY SOURCE
Our Scope 1 and 2 emissions
In 2022 our total combined Scope 1 and
2 emissions were 60,175 tCO
2
-e, a 10.6%
reduction from 2021. Emissions intensity
by revenue reduced from 14.8t/$m to
11.6t/$m in 2022, an overall intensity
reduction of 21.2%.
80.0% of our emissions are from our
Australian business and 41,635 tCO
2
-e,
or 69.0%, are Scope 1 emissions with the
largest contributor being diesel use in
our vehicles, plant and equipment.
We divested our interest in the MTC
Broadspectrum Joint Venture (JV) in
New South Wales in 2022, which was
previously a material contributor to
Scope 2 emissions. Our 2021 and 2022
emissions profiles
excluding this JV
were 61,163 tCO
2
-e and 55,814 tCO
2
-e
respectively, reflecting a like-for-like
emissions reduction of 8.7% from 2021.
Overall, our reduction in emissions was
driven by the completion of contracts,
including the MTC Broadspectrum JV,
as well as fleet initiatives. An 11.0%
reduction in Scope 2 emissions was
supported by an improvement in
location-based emissions factors and
efficiency upgrades across our contracts.
A 9.0% reduction in emissions at
our EastLink contract in Victoria was
achieved through LED lighting upgrades
to the EastLink tunnels that occurred in
mid 2021, street-lighting LED upgrades
which commenced in 2022, and the
introduction of four hybrid vehicles and
other vehicle upgrades.
Ventia’s energy use was 683,019 GJ in
2022 with a reduction in use recorded for
most energy types. Aviation fuel in Ventia
aircraft accounted for 2.0% of Scope 1
emissions in 2022, an increase driven by
a return to flying after COVID-19 impacts
in 2021.
Electricity comprised 13.0% of our energy
use and 31.0% of our emissions in 2022.
To achieve our target of 100% renewable
electricity by 2030, we are reducing and
avoiding energy use, monitoring progress,
installing behind-the-meter solar where
feasible, and strategically procuring
renewable energy.
Our Sydney Road Asset Performance
(SRAP) contract has installed 256 solar
panels on the depot roof, producing
133.5 MWh in 2022, while 22.0% of the
contract’s regional depots sourced
electricity via GreenPower. 98.0% of the
energy supplied to our North Sydney
head office and our Parramatta office
in New South Wales in 2022 was also
renewable, supplied by GreenPower.
1. 2021 emissions figures have been adjusted from the previously reported figure of 67,389 tCO
2
-e due to addition of new data sources, replacement of estimates,
removal of data outside Ventia’s operational control and to correct some errors in emission factor calculations.
Vic 25.0%
Qld 22.0%
NZ 20.0%
NSW 19.0%
WA 8.0%
SA 4.0%
NT 1.0%
TAS 1.0%
ACT 0.0%
Transport 30.0%
Telecommunications 17.0%
Infrastructure
Services 25.0%
Defence & Social
Infrastructure 28.0%
EMISSIONS BY GEOGRAPHYEMISSIONS BY SECTOR
Ventia Sustainability Report 2022 19

Fleet reduction and transition
initiatives
Our fleet reduction and transition
initiatives progressed well in 2022.
We added 108 hybrid vehicles to the
Ventia fleet and our first Electric Vehicle
(EV) in New Zealand. 5.6% of our light
vehicle fleet is now hybrid or electric
(213 EVs and hybrids) and
our drive for
optimisation in 2022 reduced the overall
number of light vehicles in our fleet
by 49, while we replaced older vehicles
with more fuel-efficient models.
Ventia trialled our first hydrogen car
this year, a second-generation model
Mirai hydrogen vehicle for the Western
Roads Upgrade (WRU) in Victoria. One
of only
20 in Australia, this vehicle is
estimated to reduce carbon emissions
by more than seven tonnes compared
to
a petrol-fuelled car.
Six electric mowers were introduced to
our Mornington Peninsula Shire contract
in Victoria, where we maintain open
spaces, parklands and buildings. A further
eight electric mowers were introduced
to our Defence Base Services (DBS)
contract in Victoria. These alternative
mowers reduce diesel usage and provide
reduced operational noise.
In November our New Zealand team
introduced a hybrid excavator at Ventia’s
Puketona quarry as part of a program
to improve efficiency and lower our
environmental impact. As well as
introducing this excavator, the team
replaced other heavy plant with newer,
more efficient models and delivered a
25.0% reduction in diesel use compared
to 2021.
We reviewed our plant and fleet
inventory in 2022 to ensure we
are identifying current and future
opportunities to replace diesel across
all plant equipment types from the
largest to the smallest. 4.0% of all Ventia
plant and vehicles are now electric,
hybrid or hydrogen-fuelled. An electric
truck-mounted attenuator has been in
production this year and will be added
to our fleet in early 2023, replacing
diesel
in one of our larger vehicles
which has typically high emissions
during operation.
Electrifying our fleet presents some
challenges, including the availability
of electric models to replace plant
and equipment that are suitable for
the operations, terrain and remote
locations of our work sites, as well
as the availability and proximity of
charging infrastructure. Transitioning to
electric will ultimately be important for
delivering on our science based targets
commitment; however hybrid models
play an important role for us to reduce
our emissions while we work through
these challenges in the short term. We
are
committed to pursuing initiatives that
advance the application of alternatively-
fuelled vehicles and equipment and to
sharing our experiences with clients and
across our supply chain.
Mapping our Scope 3 inventory
At Ventia we are developing our
understanding and approach to Scope 3,
the indirect emissions that occur in
our upstream and downstream value
chain. In 2022 we conducted relevancy
testing across Scope 3 categories and
are well progressed with developing our
baseline
inventory.
Our Scope 3 emissions are greater
than our combined Scope 1 and 2
emissions. Purchased goods and
services is the largest component of our
Scope 3 emissions – therefore offering
the greatest opportunity to impact
emissions reduction, through the way we
partner and engage with our suppliers.
We are proudly one of the 48-member
Australian Climate Leaders Coalition,
who together can challenge and support
the drive towards a low carbon future.
In
November 2022, the Coalition launched
a Scope 3 Roadmap: Practical Steps to
Address Scope 3 Emissions. The Roadmap
features practical, actionable and proven
advice on what leaders and organisations
can do now to drive the transition to a low
carbon future and Ventia Group CEO,
Dean Banks is a signatory.
While we may not have all the answers
right now, we are committed to
understanding and addressing priority
categories in our value chain as we work
towards our ambition of net-zero emissions
across our business and industry.
Ventia introduced 14 electric mowers in 2022.
20 Ventia Sustainability Report 2022
ENVIRONMENT: PROGRESS AND PRIORITIES
Climate and emissions continued

Ventia’s
focus
areas
Scope 1
emissions
Light vehicle
transition
Electrification of
plant and equipment
Fuel eiciency
and monitoring
1
Scope 2
emissions
2
Scope 3
emissions
3
Our clients’
emissions
Energy eiciency and
monitoring
Rooop solar on our
buildings
Procurement strategy
for renewables
Supplier engagement
in high impact
categories
Collaboration and
information sharing
Waste to landfill
measurement and
reduction
Partner on energy
and decarbonisation
solutions
Low carbon approach
to asset management
Provide circular
economy outcomes
including through
EarthSure
Leverage data and digital solutions
Training, awareness and capacity building
Decarbonisation priorities
Ventia trialled our first hydrogen car in 2022.
Ventia Sustainability Report 2022 21

Supporting our clients to reduce emissions at scale
We continue to focus on supporting our
clients to drive their emissions down and
seek opportunities to facilitate change
that will support the energy transition in
Australia and New Zealand. Understanding
our clients’ sustainability goals enables
us to proactively identify opportunities to
drive meaningful improvements.
We are working with the Australian
Defence Force (ADF) to decrease energy
consumption and help achieve their net-
zero goals through scalable solutions.
As the asset manager for Defence bases
across Western Australia, Northern
Territory, Victoria and South Australia,
we are responsible for determining
and implementing best practice asset
management and driving continuous
improvement.
This year Ventia installed 87,000 LED lights
across 37
Defence bases with a predicted
carbon emissions reduction of over
24,000t in the first phase of the rollout,
and an additional 29,000t in phase two.
The LEDs will also lead to a reduction in
reactive maintenance costs and improve
the quality and smart control of lighting.
Ventia received the Asset Management
Sustainability Award at the 2022
AMPEAK conference in recognition of our
achievements on this project to date.
CASE STUDY
ENGINEERING EMISSIONS REDUCTIONS WITH ORICA
In 2022 Orica partnered with the New South Wales
Government and Ventia to upgrade three nitric acid
manufacturing plants as part of the $37 million Kooragang
Island decarbonisation project, installing proven nitrous
oxide greenhouse gas (GHG) emissions tertiary catalyst
abatement technology. Ventia’s Engineering Services team
(formerly ICD Asia Pacific) worked closely with Orica to
ensure the success of this project.
Ventia provided detailed engineering services, including
project management, Structural, Mechanical and Piping
(SMP) and Electrical and Instrumentation (E&I) design in a
complex, brownfield operating environment. The team took
up the challenge of integrating the innovative thyssenkrupp
Uhde EnviNOx® abatement reactor technology into an
operating ammonium nitrate plant. Representing an
Australian industry-first, the technology is designed to reduce
total site emissions by 48.0% – significantly accelerating
Orica’s progress towards achieving their 2030 target to
reduce Scope 1 and 2 operational emissions by 40.0%
1
.
By installing this technology across all three plants used in
the production of ammonium nitrate at Kooragang Island,
Orica will eliminate at least 567,000 tCO
2-
e per year from site
operations and deliver a cumulative emissions reduction of
at least 4.7 MtCO
2-
e by 2030, based on forecast production.
Findings from the decarbonisation project will serve as an
important Australian industry case study, demonstrating the
potential for tertiary catalyst abatement technology to be
deployed more widely.
A highly collaborative project model was required by Orica,
Ventia and other vendors to ensure integration and vendor
risks were mitigated, leading up to successful commissioning
of the first plant in late 2022, with the remaining two plants
on track for completion by early to mid 2023.
Ventia and Orica recognise the critical role partnerships
and collaboration play in the decarbonisation of hard-to-
abate industries and are committed to working together
to forge pathways towards a lower carbon future through
tangible action.
1. On FY19 levels.
Abatement installation at Orica’s Kooragang Island
nitric acid plant.
22 Ventia Sustainability Report 2022
ENVIRONMENT: PROGRESS AND PRIORITIES
Climate and emissions continued

Adaptive mitigation supports
bushfire resilience
At Ventia, we provide expertise in land
management and bushfire mitigation to
address physical climate risks to clients’
assets, improve safety and sustainable
outcomes, and support Indigenous
cultural burn objectives where
appropriate.
Examining and assessing landscape-
scale environmental risks presented by
bushfire and implementing programs
to minimise them is critical as our
climate changes. Fire has always shaped
Australia’s environment and landscapes,
but as the climate changes, the
frequency and severity of bushfires is
expected to increase.
Ventia adopts a holistic approach to
landscape management using fire,
focused on asset management and
ecological integrity. This practice
maintains ecosystem resilience by
reducing the likelihood of wildfire and
the potential impact of higher severity
bushfires.
In 2022 Ventia undertook more than
75
hazard reduction burns to support
our clients across four Australian
states. We develop adaptive mitigation
strategies to minimise the potential
for wildfire, pro-actively managing the
landscape to reduce risk and promote
positive environmental and cultural
outcomes. Continuous monitoring for
risks and changes in the landscape is key
– annual on-ground monitoring ensures
current risks are captured, and negative
or positive changes in ecosystem
composition are identified.
Active management ensures we remain
adaptable for when conditions change.
We monitor fire history, ecology, and
heritage values, and assess and identify
areas of higher potential fuel hazard.
We check the adequacy of the fire-trail
(or firebreak) network infrastructure for
safe access and egress, and integrate
the needs of the underlying vegetation
ecosystem into planning to balance
the imperative of life and property
protection with sustainable outcomes.
Our approach to bushfire management
systems and plans is underpinned
by spatial technologies. We capture
environmental data and integrate it with
information such as land zoning, fire
history and severity, and community
assets. This informs integrated, targeted
planning, evidence-based decision
making and predictive analysis to
assist in the development of effective
strategies to mitigate bushfire risk.
This approach and planning
functionality guides land managers
to sustainably manage landscapes to
endure fire conditions and develop
resilience.
CASE STUDY
REDUCING ENVIRONMENTAL IMPACT THROUGH INNOVATION
A new initiative on Ventia’s
Auckland Council community
facilities contract in New Zealand
leverages technology and
process innovation to improve
performance and reduce carbon
emissions. Through the contract,
we are responsible for ensuring
that over 5,000 public bins are
regularly
emptied.
Data collected since the contract
commenced offered valuable insights
into when and where bins were
filling up, how long it took our team
to complete their routes and empty
them, and where improvements
could be made.
The team reached out to New Zealand
company Pip IoT to assess this data
and provide recommendations on
ways to improve performance with
the addition of sensors using radar
and infrared to assess bin fullness.
The sensors inform the crew which
bins to empty and which to leave until
next route. The team modelled their
recommendations on a specific route
on the Whangaparaoa Peninsula that
includes 135 bins.
Results of the analysis revealed that
with the addition of sensors under
the bin lids, a route that was taking
up to seven-and-a-half hours could
be reduced to four hours, creating
dramatic efficiency gains.
This reduction in completion time
also
enabled the fleet to be reduced
by up to eight vehicles meaning
less carbon emissions and less
noise
for residents in the local
community.
When the sensors are deployed right
across the region, which is currently
serviced via 30 separate rounds,
we have the potential to achieve a
reduction of up to 51 metric tonnes
of CO
2-
e per year.
A reduction in emissions from the
collection fleet was achieved by:
•
Optimised and shorter
collection routes
•
Reduction in fleet by
up to eight vehicles
~51
tCO2-e potential reduction per
year possible with sensors
deployed across the region
Ventia Sustainability Report 2022 23

Supporting the energy transition
and climate resilience
Arcadis’ global study estimates Australia
needs to spend $165 billion on clean
energy projects over the next eight years
to create a pathway to net-zero by 2050
1
.
With one of the largest interconnecting
electrical systems in the world, rapid
grid upgrades are required in Australia
to transmission and distribution
infrastructure to ensure an efficient
transition to renewable energy and
storage.
Ventia provide sustainable solutions
across all of our Sectors to support our
clients in the energy transition to create
a renewable, electrified, low carbon
economy. In 2022 Ventia acquired the
assets of an electrical transmission
and distribution services provider
headquartered in Victoria. With more
than 55 highly skilled linesmen, the
team are now supporting Victorian
distribution utilities.
Our high voltage technical services
include substation construction,
upgrades, commissioning, maintenance
of transmission and distribution
assets, process plant and electrical
infrastructure.
In New Zealand Ventia have supported
Transpower for 25 years, providing
operations and maintenance,
and specialist electrical and
telecommunications services to the
national electricity grid. Across more
than 12,600 transmission towers and
58 substations we perform a full range
of maintenance tasks. In 2022 our
teams conducted more than 1,300
inspections and condition assessments,
and over 3,500 maintenance jobs, as
well as critical maintenance, repairs
and additional works including a large
stringing project.
We have partnered with Meridian Energy
since 2011, providing asset management
services to their hydro-generation and
wind farm assets in New Zealand. Our
power and electrical scope of services
includes electrical and mechanical
maintenance, and scheduled, corrective
and emergency maintenance.
In 2022 Ventia led the design and
construction of one of Australia’s first
community batteries. The project
was a partnership with Yarra Energy
Foundation, supported by a range of
partners from across government and
the private sector, including Ventia’s
client and battery manufacturer, Pixii.
The community battery stores electricity
generated by neighbourhood solar
panels, reducing residents’ reliance and
expenditure on grid power and easing
peak-hour stress on the grid.
1. https://www.arcadis.com/en/knowledge-hub/
perspectives/global/2021/energy-transition
Community battery. Photo by Matt Krumins, courtesy of City of Yarra.
24 Ventia Sustainability Report 2022
ENVIRONMENT: PROGRESS AND PRIORITIES
Climate and emissions continued

CASE STUDY
RESPONDING TO WEATHER EVENTS AS WE WORK
TO BUILD CLIMATE RESILIENCE
Fires and floods have become more
frequent in recent years, as the
effects of climate change increase.
In 2022 Ventia provided and restored
essential services on Australia’s east
coast after record-breaking rain and
widespread flooding – particularly in
New
South Wales.
As we prepared to support clients
across our portfolio, field teams
were deployed to flood-prone areas
to check that people, homes and
infrastructure were safe and ready.
The Ventia Operations Centre (VOC)
received an unprecedented number
of enquiries from social housing
tenants, defence personnel and
government agencies.
The VOC recorded an increase of
approximately 20,000 calls from New
South Wales’ social housing customers
seeking urgent assistance with leaking
roofs, water damage, flooding and
removal of fallen trees. To meet
demand, we seconded, trained and
deployed approximately 200 extra staff
from across Ventia, swiftly established
a critical triage system to allocate
urgent works to the field, and worked
with the SES to complete jobs quickly.
2022’s adverse weather also impacted
vital communication networks
that communities rely on and our
Telecommunications customers
experienced multiple power outages.
Our VOC worked to maintain
communications so that emergency
services and alerting systems were
unaffected and crucial lifelines
remained available.
Throughout the year, our VOC
received several thousand requests
to support essential network sites,
coordinating over 300 field resources
to approximately 2,000 critical
communications sites, and deploying
more than 2,100 generators to support
and restore services of national
importance for customers. Ventia
were recognised with a Customer
Experience Award at the 2022 nbn
Supplier Summit for our response
following the floods in Queensland
and New South Wales.
Road infrastructure across
Hawkesbury, Yarramundi, North
Richmond and Windsor was also
impacted. The Network Delivery
Hub team on our Sydney Roads
Asset Performance (SRAP) contract
coordinated works to ensure a fast
response that kept road users and
motorists safe on behalf of Transport
for NSW (TfNSW). In a typical month,
SRAP crews usually respond to
approximately 68 incidents; but from
March to June 2022 the team dealt
with over 730, and pothole repairs
increased from 500 to 1,500.
As we evolve our response to major
incidents at Ventia, we remain
committed to creating solutions that
build and manage climate resilience
for our clients, and help to lessen the
impacts of climate change on our
communities.
The Ventia Operations Centre (VOC).
Ventia Sustainability Report 2022 25

Managing our climate risk
Governance of climate-
related risk
The Ventia Board of Directors has overall
responsibility for risk management.
The Board has assigned responsibility
for all workplace health, safety and
sustainability risks and liabilities, targets
and associated legal responsibilities
to the Safety and Sustainability
Committee (SASC). The SASC also
has oversight of Ventia’s sustainability
plans and monitors our sustainability
performance. Sustainability matters
include, but are not limited to, climate
change, human rights (including modern
slavery), resource efficiency, responsible
procurement practices, diversity and
inclusion, and community engagement.
The Managing Director and Group
CEO, and 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 (refer to page 75).
Ventia’s Group Executive – Strategy and
Corporate Affairs is responsible for the
management of Ventia’s sustainability
performance and exposure to climate-
related risks and opportunities, and
is supported by the Group Manager
– Sustainability. The Group Manager
– Sustainability is responsible for
communicating Ventia’s management of
climate-related risks and opportunities
to the SASC on a quarterly basis.
Strategy
Ventia’s strategy is to Redefine
Service Excellence via three strategic
pillars: client focused, innovative and
sustainable. With sustainability as
core to our strategy, we aim to realise
opportunities for business growth and
consider the sustainability impact of
our decisions on our business, our
stakeholders and the environment.
Our Sustainability Strategy establishes
our business-wide objective to achieve
net-zero emissions and support our
clients to achieve their climate goals.
Risk and opportunity management is
a fundamental component of Ventia’s
strategic and operational decision
making. A strong risk management
culture is critical to enable Ventia to
achieve our strategic, operational and
commercial objectives. It can also be a
source of competitive advantage and a
key differentiator for our clients.
Through scenario analysis and
engagement with internal stakeholders
(outlined below), three clear climate-
related themes have been identified,
supported by 10 climate-related risks
and opportunities, which may impact
Ventia’s operations, supply chain and
customers in the future.
Ventia acknowledge the existence of climate change and support the aims of
the Paris Agreement, including limiting global warming to below 1.5°C.
These Sustainability Report pages form our climate change disclosure, which
is structured around the four categories of recommendations of the Taskforce
on
Climate-related Financial Disclosures (TCFD): governance, strategy, risk
management, and metrics and targets.
Risk or
OpportunityDescriptionImpact on Ventia
Theme 1: Enhancing Ventia’s collaboration with clients
OpportunityClients’ appetite to
partner for improved
resilience
Ventia’s level of sustainability ambition within the tendering process is strongly
linked to the ambition of our clients.
Ventia will work with clients on innovative and cost-conscious solutions to improve
resilience to climate risks.
OpportunityAbility to influence clients
on resilient and efficient
design
Ventia can influence asset designs to factor in the potential impacts of climate
change. Ventia has a strong culture of educating clients, based on our broad service
offerings and extensive expertise, which has been identified as a key strength.
RiskImpacts of climate
change on our people
The impacts of climate change, particularly in the >2.0°C scenarios, will result in
more frequent and severe weather events. Contracts in locations experiencing the
most extreme weather conditions may experience a changed risk profile in relation
to physical personnel risks, and for attracting and retaining staff.
26
Ventia Sustainability Report 2022
ENVIRONMENT: PROGRESS AND PRIORITIES

Theme 2: Leveraging Ventia’s ability to support a transition
OpportunityClimate related service
offerings
There are opportunities for Ventia to gain a competitive advantage through
offering both transition and adaptation services in response to climate change,
including alternative services consistent with a lower carbon world, whole-of-
asset management services, and additional maintenance/capital works in existing
contracts in response to the physical impacts of climate change.
OpportunityProvision of
environmentally efficient
services
Innovations in materials and technologies have the capacity to revolutionise the way
we deliver projects in the future, including by using low/zero carbon materials and
improved use of resources.
OpportunitySupporting long-term
consideration of climate
change
Business as usual approaches will need to be adapted to manage both physical
and transition impacts of climate change. The nature of Ventia’s contracts,
including
short delivery timeframes, limits capacity to adapt asset designs for
future climate impact.
In a transition scenario, Ventia’s clients could increasingly request more
environmentally efficient services and our ability to meet these demands could
provide a competitive advantage. Ventia will be required to align with the
environmental targets (including emissions and waste) of our clients.
Ventia can support transition and physical resilience of assets designed and
constructed today by including components that align with future needs, and
ensuring that Ventia has the skills and knowledge innovation to support a transition.
RiskImpact of climate change
on operations
Climate change has the capacity to be a significant disruptor to Ventia’s operations.
Chronic and acute weather have the capacity to disrupt Ventia’s workforce.
Physical climate change may increase the volume of work we are required to perform
to manage assets and therefore present a risk if Ventia cannot source the labour
required to complete tasks.
Theme 3: Understanding Ventia’s long-term contract exposure to climate risks
RiskExposure to fixed risk
profiles on long-term
contracts
Some of Ventia’s contracts are long-term and have a fixed-risk profile for service
delivery. Fixed-risk profile long-term contracts that commence in the present may
not have adequate visibility of potential future climate-related risks, while older
contracts have little coverage of contemporary sustainability matters and therefore
may carry a higher financial risk.
RiskExternal price shocks to
supply chain
Extreme weather and other impacts of climate change could result in external price
shocks. Extreme price fluctuations are difficult to price into contracts, and short lead
times for contracts diminish the ability to secure long-term prices for materials and
services. Increased costs may be difficult to recover and would need to be absorbed
by Ventia.
RiskPhysical risks lead to
disruptions in supply
chain
As evidenced by COVID-19, the world is vulnerable to disruptions in the availability
of materials and resources. In a future climate, extreme weather or the decreased
viability of certain materials may drive supply constraints.
Ventia Sustainability Report 2022

27

Climate risk management
Ventia’s approach to risk management is supported by our Risk and Opportunity Management Policy, which acknowledges the
importance of applying a whole-of-Ventia approach, including from the Board, senior leaders and employees’ to managing risks
and opportunities.
Identifying and assessing climate-related risks and opportunities
Building on work completed in 2021, Ventia assessed our exposure to climate-related risks and opportunities across all Sectors
with the use of scenario planning. We developed four future climate scenarios, ranging from warming of 1.5°C to >3.0°C and
tailored to our business, to enable our senior leaders to assess the impacts of a future climate on our operations.
• Fast reduction of emissions
fr
om now
•

Rapid decline in f
ossil fuel use
•
Wors
t physical impacts

avoided
Best case scenario
Fast action


(1.5°C future)
Delay
ed rapid action
Required action

(2.0°C future)
C
urrent trajectory
(>3.0°C future)
Worst case scenario
• Little additional action on
climate change until 2025,
rapid action from 2030
•

Wors
t transition risks due to
rapid pace of change
•

Physic
al impacts still present
• Increased action during 2030s
and 2040s
•

Slower phase
-out of fossil fuels
•
Physic
al impacts experienced
• Physical impacts are severe,
with impacts to supply chains
•

F
ossil fuel consumption
continues to grow out to 2050
Figure 1: Climate scenarios
The process to identify the range of risks and opportunities used in scenario planning included interviews with internal
stakeholders considering how Ventia’s operations, customers and supply chains may be affected under each scenario.
The consolidated and aggregated themes from the interviews, which described the most prominent climate risks and
opportunities relevant to Ventia, were explored and assessed through a series of workshops.
Consideration of these themes in our risk management processes will contribute to our ongoing management of climate-related
risks and opportunities. We will continue to explore the significance of these risks and opportunities, including across the four
scenarios and various time horizons.
Ventia’s Risk Management Framework
We are committed to being proactive in risk and opportunity management at all levels of the organisation and we apply risk
and opportunity management through processes and specific practices. A culture of actively managing risks is embedded in
how we run our business. This ‘risk culture’ fosters our collective ability to identify, understand, escalate, then openly discuss
and respond to current and future risks. We continue to foster a culture of positive risk behaviours, which adapt to our rapidly
changing
business.
Management of climate-related risks and opportunities is ultimately overseen by the Audit Risk and Compliance Committee
(ARCC), in alignment with the Safety and Sustainability Committee (SASC). The Committee receives a quarterly update on Ventia’s
enterprise risks through an enterprise risk scorecard, which is used to monitor all potential areas of risk and determine alignment
with Ventia’s risk appetite for each area.
28 Ventia Sustainability Report 2022
ENVIRONMENT: PROGRESS AND PRIORITIES
Managing our climate risk continued

Figure 2: Risk Management Framework
Metrics and targets
At Ventia, we use climate-related metrics and targets to monitor our progress towards mitigating climate-related risks and
delivering on the objectives of our Sustainability Strategy.
We are committed to setting science based targets for emissions reduction (near-term) and net-zero (long-term). Our 2023 priority
is to set these targets, including submission and validation through the Science Based Targets initiative (SBTi).
While we develop our science based targets we have also set targets for 2030 for:
•
100% renewable electricity use
•
100% of our fleet to be hybrid or electric.
We collect and measure emissions data for Scope 1 and 2 emissions. This is disaggregated by source into emissions from liquid
fuels, electricity and natural gas. We also track the emissions intensity of our business, based on tonnes of CO
2
/$m revenue.
Our progress towards these targets in 2022 and in reducing our Scope 1 and 2 emissions is provided on page 19.
In 2022 Ventia commenced building our Scope 3 Emissions Framework and establishing our baseline. In 2023 we will commence
tracking of our Scope 3 emissions as a metric for monitoring progress, including for tracking against our science based targets once
established.
ESCALATE
RISK MANAGEMENT
RISK MANAGEMENT
BOARD SUB-COMMITTEES
RISK MANAGEMENT
EXECUTIVE LEADERSHIP
TEAM INTERNAL AUDIT
ALL EMPLOYEES
VENTIA BOARD
CASCADE
CASCADE
ESCALATE
ENTERPRISE
RISK
Organisation
BUSINESS RISK
Sectors / business units / enabling functions
PROJECT DELIVERY / CONTRACT RISK
Gate governance processes
Management policies
Work winning processes
Delegation of authority
Project delivery processes
Incident response procedures
Internal control environment
Business unit strategy
EMERGING RISKS
A new or unforeseen
risk that we haven’t
yet contemplated
Continuous scanning
by all levels of
management
STRATEGIC RISKS
Long-term external
factors, industry trends,
potential to change
direction of Ventia’s
strategy
Appetite scorecard
TACTICAL RISKS
Medium term, Sector/BU
specific, potential
to change direction of
Sector’s strategy
Top 10 risks and
opportunities
OPERATIONAL RISKS
Day-to-day, compliance,
people, systems and
processes, potential
to change direction of
project’s
strategy
Risk and opportunity
register
Ventia Sustainability Report 2022 29

Protecting and enhancing
our environment
We consistently seek opportunities to minimise
our impact on the environment, protecting
environmental value and delivering services to
enhance the potential for our environment to
thrive in the future.

WINNER
AMPEAK Sustainability Award
Assessing lifecycle costs and
upgrading lighting to LED
technology at ADF bases
nationally
2022 Asset Management Council
Awards
FINALIST
‘Organisational Excellence’
2022 Victorian Water Awards
Australian Water Association (AWA)
WINNER
New Zealand Environmental
Award
Kerikeri Inlet Road boat ramp
and carpark project
Civil Contractors Northland
Construction Awards
Awards
Prioritising action for a
Healthy Planet
Given the broad range of services Ventia
provide, there is the potential that our
operations could adversely impact the
environment. This may include pollution
events, impacts on heritage and
archaeological sites, biodiversity, waste
generation and emissions.
Ventia’s commitment to protecting
the environment is articulated in
our Environmental Policy and is
underpinned by our integrated Safety,
Health, Environment and Quality (SHEQ)
management system.
In 2022 we focused on raising
further awareness of environmental
compliance
requirements with
the launch of our Healthy Planet
program which includes new online
environmental awareness training and
resources, and a planned review of our
environmental management system
including implementation.
The review was led by an independent
environmental consultancy and
extended across projects in both
Australia and New Zealand. It highlighted
areas of strength and opportunities
for improvement, which will form
the basis for planned enhancements
to our environmental management
system in 2023. Ventia’s
environmental
management system was also
independently recertified to ISO
14001 by our certification agency,
Bureau
Veritas.
Our new environmental awareness
training was completed by 670 staff
in 2022, primarily in frontline SHEQ
roles, ahead of a broader rollout
planned
for 2023.
Ventia’s Environment Community of
Practice (CoP), an internal network of
environmental professionals, also gathered
momentum this year with monthly
meetings held to share environmental
innovations and case studies, and
promote external collaboration.
At Ventia we take all environmental
incidents that occur seriously, act to
identify root causes and take appropriate
action. Our joint venture with Downer,
Utilita, received a compliance notice in
2022 from Brisbane City Council for a
2021 incident of native tree removal on
Council land. Utilita paid AU$16,199.40
to offset the tree canopy loss.
The most common incidents in
2022 were classified as minor and
negligible
1
environmental incidents,
which were localised and rectified
on site. No
environmental incidents
were classified as serious
2
and no
prosecutions or infringement notices
were reported in 2022.
1. 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.
2.
A serious environmental incident includes any event that resulted in a ‘major’ or ‘catastrophic’
consequence to the environment according to Ventia’s Risk Matrix.
30 Ventia Sustainability Report 2022
ENVIRONMENT: PROGRESS AND PRIORITIES

Biodiversity solutions
We supported our transport, local
government and defence clients with
the management of more than 790,000
hectares of natural assets in 2022.
Providing maintenance, landscaping,
weed management, bushland
restoration, bushfire management
services and solutions, and pest control
to protect natural value and enhance it
where possible, while being sensitive to
resource use.
On our EastLink contract, goats have
been used for seven years as a low
impact means to manage roadside
weeds with the benefit of less chemical
application. In 2022 we used goats to
maintain 7.7 hectares at EastLink and
conducted a trial at one Australian
Defence base combining a native
planting program alongside the goats for
weed control.
To manage the natural assets of the
Defence estate we create hydrozoning
plans. These plans are based on a
‘xeriscaping’ concept which seeks to
minimise inputs and reduce resource
consumption while maintaining the
landscape to an appropriate standard for
intended use – for example only using
irrigation where the land use requires
a higher standard of care for either
aesthetics or resilience to activities. This
targeted approach reduces resource
inputs including fuel and water, as
well as achieving a reduction in waste
generated.
CASE STUDY
ALTERNATIVE SOLUTIONS FOR GREENING
MEDIANS LEAD TO SMART SAVINGS
Our Transport maintenance team
working on the Sydney Roads
Asset Performance contract in
Western Sydney identified a 100
metre stretch of median to trial a
low maintenance, low emissions
alternative to conventional grass
coverage which increases roadside
biodiversity and road user amenity.
The innovative, sustainable approach
involved the selection of a range of
low maintenance native plant species
from a local Aboriginal supplier that
require less watering, mowing, fuel
consumption and weed spraying, and
avoid extra mobilisation activities
and
costs.
The conventional grass maintenance
work was estimated to generate
2.3
tonnes of carbon dioxide
equivalent (tCO
2-
e) over the
remaining eight years of our contract
in comparison with the 0.4 tCO
2-
e
calculated for the team’s native plant
maintenance alternative, resulting in
a saving of approximately 1.9
tCO
2-
e;
emissions that equate to taking one
Australian car off the road for a
year.
Further to their sustainable
median greening solutions,
Ventia Transport’s Sydney
Roads Asset Performance
contract developed Geographic
Information Systems (GIS)
layers for tree canopy coverage
and noxious weeds. Using
this GIS tool, the team’s plan
works to support biodiversity
outcomes and measure positive
change over time.
Ventia Sustainability Report 2022 31

CASE STUDY
PLANTING ‘TREES FOR SURVIVAL’ IN NEW ZEALAND
Over the past three years Ventia
have supported the planting
of over 11,700 plants through
their sponsorship of the Trees
for Survival program. Trees
for Survival is a charitable
trust working with over
190 New Zealand schools and
communities to grow and
plant
native trees.
Trees for Survival also runs an
education program, providing an
opportunity for school children
to make a practical difference
to their environment and learn
about conservation, revegetation,
wetland restoration and protecting
stream
quality.
Ventia’s support, driven first by
New Zealand’s Electricity & Gas team
and more recently by our Auckland
Council team, has grown significantly
over the past few years. Having started
with just 1,500 plants and no student
involvement at two schools in 2019,
it has now grown to over 5,100 plants
and more than 150 students attending
planting days across seven schools
in 2022, including two new schools
(Howick College and Albany Primary
School) which held Ventia-sponsored
planting days this year.
Native plants ranging from Ti Kouka
and Mahoe, to Manuka and Karamu,
are grown from eco-sourced seed from
the Auckland and Bay of Plenty regions
and nurtured to become seedlings
by local nurseries. Seedlings are
then potted into larger bags and
tended to by each school before they
are
planted.
Ventia’s partnership with Trees for
Survival has resulted in hundreds of
new and native plants sprouting to life
in the communities where we work.
Planting areas include revegetation of
waterways, retired pasture and erosion
prone hillsides – most recently, the
Papakura Stream restoration project,
which the Howick College planting
group were first to contribute to.
This project will improve forest cover
around the stream and its catchment
and improve stream quality, while
educating and engaging landowners
and community members.
32 Ventia Sustainability Report 2022
ENVIRONMENT: PROGRESS AND PRIORITIES
Protecting and enhancing our environment continued

Supporting the circular economy
Ventia’s role in the circular economy
flows from our role across the spectrum
of all stages of life for infrastructure
assets – from how we plan and manage
assets to prolong their life, to the
selection of materials including the
use of replacement and lower impact
products, and reducing resource use and
waste to landfill.
We create impact through many
different initiatives, such as our work
on the South-East Queensland Road
Asset Management contract, where
we completed our first self-delivered
pavement rehabilitation in Josephville
in 2022, incorporating cement insitu-
stabilisation. This pavement treatment
reuses existing pavement materials with
the incorporation of cement, reducing
the amount of old material removed
from site and the volume of new
pavement material required, resulting in
less emissions from transportation, less
virgin materials and less waste. We have
now reused 1,300t of pavement material
on this project reducing the need for
virgin road aggregate material.
Our greatest opportunity to provide
circular economy outcomes is through
lifecycle asset management, ensuring
our decisions have a long-term holistic
view to achieve efficient and optimised
use of materials and equipment,
minimising the need for intervention or
replacement.
Our teams seek sustainable solutions
of all scales, including identifying
alternative products for use in day-
to-day operations. We avoided the
use of approximately 175 litres of
chemicals at RAAF Edinburgh through
the introduction of the e-Water cleaning
solution, which uses electrolysis to
generate commercial-grade disinfectant,
providing a biodegradable natural
solution for the team’s general cleaning
and sanitising. The onsite generation of
e-Water means that multiple cleaning
products are no longer necessary, which
also reduces single-use plastic waste.
Reducing water use
Water is an essential resource used by
Ventia as we deliver the services set
out in our contracts. Our water use
includes potable water, and recycled
and reclaimed water, including from
rainwater tanks. Our teams are focused
on reducing the use of water in
operations.
Our Auckland City Council team
replaced high-pressure water blasters
by introducing hot water pavement
washers to our fleet, the first of this kind
in New Zealand. Combining the action
of high pressure and hot water without
using chemicals, the pavement washers
reduce water use in street cleaning
by
95.0%.
We also reduced our water use by
installing a new wash bay in the
Withcott, Queensland workshop of our
Rig and Well Services business. The wash
bay system filters the water separating
oils and solids then recycles it to be
reused for cleaning, saving an estimated
5,000 litres of water each week.
The new Rig and Well Services’ wash bay in Withcott, Queensland.
Ventia Sustainability Report 2022 33
Protecting and enhancing our environment continued

Unearthing a better solution
EarthSure’s new soil washing technology
received over $1.1 million of funding to
establish a soil washing facility in Victoria
that transforms contaminated soils into
reusable aggregate, sand and road base
to help drive the circular economy.
Led by EarthSure and supported by the
capabilities of joint venture partners
Ventia and Veolia, the project is one of
only four successful funding recipients
from round two of Sustainability
Victoria’s Circular Economy
Infrastructure fund – Hazardous Waste
stream (previously the Recycling Victoria
Infrastructure fund). The fund aims to
assist businesses and local government
to increase the capacity and capability
of Victoria’s resource recovery sector and
recover high quality products.
EarthSure’s contaminated soil and
hazardous waste processing facility
is licensed to treat a wide range of
hazardous materials generated by
civil and environmental remediation
projects for industrial, commercial,
utility, manufacturing, government and
defence sectors, for beneficial reuse
where it is viable. In 2022 EarthSure
treated 9,000t of soils and provided
more than 3,000t of treated soils back
to industry for reuse. It is Victoria’s only
facility licensed to accept Category
B
prescribed industrial waste and
N160 stabilised/immobilised wastes,
such as heavy metals (lead, arsenic,
mercury) and
PFAS (perfluoroalkyl and
polyfluoroalkyl substances).
CASE STUDY
VENTIA SUPPORTS CLIENTS TO PROTECT AND ENHANCE RIVER AND
WETLAND HEALTH
River regulation and climate change
have interrupted many of the natural
river and wetland processes needed
for native plants and animals to
survive and thrive. Environmental
water is released into some of these
rivers and wetlands to improve
their health. However, existing river
operating rules currently limit how
much water can be delivered to enable
higher river flows and small overbank
flows into low-lying floodplains and
wetlands.
In 2012 the Murray Darling Basin Plan
was developed to protect and restore
the health of the Basin’s environmental
values, in a way that balances
environmental, social, cultural and
economic considerations. Restoring
the health of the Goulburn River is
part of this Plan and has been put
forward by the Victorian Government
as a project to address obstacles
in delivering environmental water.
These projects are called constraints
measures.
Ventia’s Environmental Monitoring
team contributed to planning and is
responsible for installing streamflow
and rainfall gauges in the River
system to broaden the coverage of
the existing hydrometric network.
Three
streamflow and 10 rainfall
gauge sites are being installed and
commissioned by Ventia to provide
important information for the
calibration of rainfall run-off and
streamflow forecasting, and support
ongoing management of River
operations.
The Ventia team also completed
a 200km bathymetry survey on
the Goulburn River between Lake
Eildon and Nagambie in Victoria,
providing critical information for flow
behaviour simulation to help develop
understanding of the River’s capacity
at different flow levels.
34 Ventia Sustainability Report 2022
ENVIRONMENT: PROGRESS AND PRIORITIES

CASE STUDY
COLLABORATIVE INITIATIVES MINIMISE WASTE THROUGH CIRCULAR
ECONOMY
In collaboration with our client
Yarra Valley Water (YVW) and the
EarthSure soil treatment facility,
Ventia’s Water team is undertaking
a long-term pilot project to create a
sustainable approach to managing
spoil from emergency excavations.
The project aims to utilise recycled
aggregate material back through
the YVW network, rather than
utilising virgin quarried materials.
Operational practices for managing
spoil have traditionally relied on
landfill; however Ventia, YVW and
EarthSure are all driven to support
a circular economy, pursuing
innovations and new approaches to
reduce emissions and minimise waste.
The pilot was recently recognised
by the Australian Water Association
(AWA) as a finalist for ‘Organisational
Excellence’ at the 2022 Victorian
Water
Awards.
The first phase of the pilot was focused
on understanding the spoil material.
Spoil is comprised of soil and other
material recovered when excavations
are required to manage issues, such as
burst mains, across the YVW network
as part of emergency and maintenance
works. Leveraging EarthSure’s
specialised Melbourne-based soil
processing facility, the spoil is treated
using a thermal desorption process to
safely remove contaminants.
This step enables the team to
understand the spoil’s composition
and remove items like concrete and
rock to produce a benign and reusable
soil product. It also enables treated
spoil to potentially be reclassified
as material suitable for a range of
alternative uses.
Trials completed during the first two
pilot stages have revealed that more
than 99.9% of the material has the
potential for reuse. Ventia have also
engaged a specialised technical team
to further assess the material and its
reusability. The team are now working
on replicating results and working
with relevant authorities on approvals
to develop a proposal for reusing the
material back in the field.
Benefits of this project include
removing contaminants from the
water network, relieving pressure on
landfills from water industry works
and generating less greenhouse gas
emissions through waste avoidance
and a reduction in the use of virgin
materials.
Product soil after being treated at EarthSure’s soil treatment facility.
Ventia Sustainability Report 2022 35

Rehabilitation at Ranger Mine
Ventia were this year awarded two
packages of works with Energy
Resources of Australia Ltd as part of over
$1 billion in environmental rehabilitation
activities.
The works at the Ranger Mine in
Kakadu, Northern Territory, involve our
Environmental Services team designing
and constructing a purpose-built floating
platform to support two 100t wicking
rigs to install around 50,000 wicks into
a flooded mine pit full of uranium
tailings. The wick drains accelerate the
rehabilitation process.
In 2022 the floating platform was
fabricated, delivered, constructed and
commissioned, and almost 14,000 wicks
have successfully been anchored into
the tailings to date.
Our Rig and Well Services team have also
been engaged to drill three directional
wells to support our client’s upgrade of
their brine injection system and help
manage the salt content of the water.
Purpose built floating platform and wicking rigs at Ranger Mine.
Prefabricated vertical drains (PFD) or ‘wicks’ being installed by Venita in Pit 3 at Ranger Mine.
36 Ventia Sustainability Report 2022
ENVIRONMENT: PROGRESS AND PRIORITIES
Protecting and enhancing our environment continued

Diverting textile waste from
landfill
A sustainable reprocessing solution for
the Australian Defence Force (ADF) has
been implemented across all 31 Defence
National Clothing Stores managed by
Ventia. Ventia partnered with Veolia and
Shred-X Secure Destruction for uniform
processing, using a recycling system that
converts textiles to biofuel, significantly
reducing waste to landfill.
An initial trial proved the new approach
was a successful way to manage combat
uniforms at end of life and has led to a
national rollout of the solution. 21.5t of
textile waste was diverted from landfill in
2022 and converted to biofuel, enabling
Defence to meet environmental and
sustainability targets.
In 2022, the initiative was expanded
to include recovery of linen from an
accommodation refurbishment at RAAF
Woomera in South Australia. Six pallets
of linen were diverted from landfill and
converted to
biofuel.
FUTURE FOCUS:
ENVIRONMENT
Industry trends and
stakeholders’ expectations were
considered to inform our 2023
focus areas, which emphasise
innovative client solutions,
emissions and resource use
reductions, and a review of our
environmental management
system.
Set our science based
targets and create
a detailed plan to
achieve our emissions
reduction goals
•
Set validated science based
targets for near-term emissions
reduction and net-zero.
•
Continue to implement
emissions reduction and
environmental initiatives aligned
to the priorities of our clients.
•
Establish Scope 3 inventory and
measurement and identify key
opportunities.
Continue to raise
awareness of the work,
skills and capabilities
required for a Healthy
Planet
•
Environmental awareness
training to be rolled out
business-wide.
•
Planned revisions to the
environmental management
system to be delivered with a
focus on land management
and
heritage.
Further mapping of
Ventia’s waste profile
and execution of
targeted reduction
initiatives
•
Resource reduction plans in each
Sector establish initiatives with
a specific focus on the circular
economy and recycled content.
Managing and reducing waste
In 2022, our focus on understanding our
waste footprint has been incorporated
into our approach for establishing our
Scope 3 Emissions Framework. We are
currently developing Ventia’s waste
profile to establish a baseline for how
we measure our waste, including where
Ventia directly produces and manages
the waste, and where our service
providers and subcontractors generate
waste. Waste streams at Ventia range
from food, to green and liquid waste,
electronic waste and lighting, office
waste, spoil and construction waste.
Resource reduction plans introduced
into our Sectors in 2021 continue to track
initiatives that target reductions in waste,
materials, energy and water use.
Textile waste is diverted from landfill and converted to biofuel.
Ventia Sustainability Report 2022 37

SOCIAL
38 Ventia Sustainability Report 2022

OUR OBJECTIVESOUR OBJECTIVES
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
Ventia Sustainability Report 2022 39

Performing the essential work that keeps critical infrastructure running
smoothly for our communities can be inherently dangerous. Because
people are at the heart of our success, our #1 promise is to put safety
and health above all else.
Safety, health and wellbeing
SOCIAL: PROGRESS AND PRIORITIES
KEY STATISTICS
14.0%
Decrease from 2021,
ahead of target
36.0%
Decrease from 2021,
ahead of target
18.0%
Reduction in high potential incidents
Healthy Minds Champions
~180
Compensation claims
18.0%

Reduction in claims
since 2021
1
1.

Includes accepted workers’ compensation
claims in Australia and New Zealand. Excludes
claims associated with COVID-19, which were a
one-off impact.
Team members trained to champion our
award-winning mental health program.
Total Recordable Injury
Frequency Rate (TRIFR)
Serious Injury Frequency
Rate (SIFR)
20212022
TRIFR
3.71
4.32
SIFR
2021 2022
0.29
0.45
40 Ventia Sustainability Report 2022

Delivering on our promise
In 2022 our objectives included reducing the frequency and severity of injuries, building the capability of our frontline
leaders, and embedding our unified Safety, Health, Environment and Quality (SHEQ) management systems. This year we
realised continued performance improvement, including:
Reducing our injury
trends: injury performance
continued a positive,
declining trend for both
Total Recordable Injury
Frequency Rate (TRIFR) and
Serious Injury Frequency
Rate (SIFR) (3.71 and 0.29
compared to our 2021
result of 4.32 and 0.45
respectively).
Increasing our focus
on managing critical
risks: new and engaging
campaigns were developed
to target hazards,
driving engagement and
heightening awareness of
safety requirements; while
innovative technology
was used to encourage
safer driving behaviour
and increase leadership
involvement. As a result,
critical assurance activity
exceeded target by 35.0%
and we experienced a
reduction in high
potential incidents
of 18.0%.
Investing in frontline
capability: We continued
to embed our Safe for Life
frontline leadership training
program, exceeding our
target of 1,200 participants.
Continuing to embed our
harmonised systems,
ensuring compliance and
reducing complexity:
80.0% of planned
contracts transitioned to
our harmonised SHEQ
management systems.
WINNER
‘Best Continuous Improvement of a
Management System’
29th National Safety Awards of Excellence
NSCA Foundation
WINNER
‘Defence Innovator of the Year’
Filter Adaptor (breathing apparatus)
with firefighting PPE partner, Dräger
Australian Defence Industry Awards
WINNER
Bridie Vico
‘Young Health & Safety Leader of the Year’
2022 Australian Workplace Health & Safety Awards
Australian Institute of Health & Safety
Awards
Ventia Sustainability Report 2022 41

Our Healthy
Minds program
There are now approximately 180
Healthy Minds Champions trained
across Ventia, growing the network
of colleagues across Australia and
New Zealand. Champions are available
to guide their peers to access mental
health support services and to
amplify campaigns and initiatives
at local workplaces in all Sectors.
A
total of 216 leaders also completed
Healthy Minds Leaders’ training in
2022 to support their efforts to create
and maintain a positive working
environment and culture, where
team members feel comfortable to
discuss their mental health and are
empowered to seek assistance.
Our Healthy
Bodies program
In 2022 a total of 753 people accessed
expert health support through our
Healthy Bodies early intervention
program to proactively manage and
improve their physical wellbeing.
As a result of focused awareness
campaigns, use of the early
intervention program increased by
26.0% year-on-year. With more of our
people accessing the service, we have
more employees capable of looking
after their bodies, more leaders able to
support their people with appropriate
work; and we have less
injuries.
A proactive approach to
health and wellbeing
We are committed to the health
and wellbeing of our people and
support a
strong culture of care
through a wide range of
services and resources.
We
continue building capability
at all levels of the organisation to
facilitate access to health
support for employees and
contractors to
positively
influence their personal
wellbeing.
42 Ventia Sustainability Report 2022
Safety, health and wellbeing continued
SOCIAL: PROGRESS AND PRIORITIES

Partnering on key campaigns to
raise awareness
This year we launched our
‘What’s up?’ industry campaign to
support scaffold safety in industry.
We are proud to have partnered
with the Office of the Federal Safety
Commissioner (OFSC) to share
resources and raise awareness and
knowledge of this important risk area.
Spotlight on driving
and road safety
Driving is the #1 cause of work-related
fatalities in Australia and New Zealand.
Ventia’s fleet has approximately
3,750 light vehicles. Our combined light
and heavy vehicle fleet travels more than
92 million kilometres per year.
Commencing May 2022, Ventia
promoted safe driving with the launch of
our ‘All
roads lead to home’ campaign.
Safe driving visibility via our technology
partner, EROAD, increased to 90.0%
while improving driver behaviour by
17.0% and
maintaining better than
industry driving behaviour.
We will continue to promote safe driving
and focus on adopting more technology
to support our drivers to continue to be
safer while on the road.
CASE STUDY
BRIDIE VICO NAMED ‘YOUNG HEALTH &
SAFETY LEADER OF THE YEAR’
Ventia’s Bridie Vico was awarded ‘Young Health & Safety Leader
of the Year’ at the 2022 Australian Workplace Health & Safety
Awards in October.
Presented by the Australian Institute of Health & Safety, the Awards recognise
outstanding contributions to workplace health and safety in Australia.
Bridie is the Network Safety, Health, Environment & Quality Manager for Ventia’s
Motorways and Tunnels projects in New South Wales and manages her team of
seven to oversee the safe management of five of Sydney’s busiest road assets
for our client, including three tunnels and two open motorways.
In her leadership role, Bridie has changed the perception of safety and health
by fostering a positive workplace safety culture, which encourages teams to
participate, be open and trust that issues raised will result in improvements to
ways of working.
Ventia Sustainability Report 2022 43

Building frontline capability and skills
Ventia’s Training team provided key skills
training for over 13,000 people across
our business in 2022.
During the year, the team worked
on a variety of projects designed to
provide internal capability uplift. We
also identified an opportunity to work
with the Office of the Federal Safety
Commissioner to establish industry
training for scaffolding safety.
There are 12 training development
initiatives scheduled for 2023, as we
continue to partner with industry
experts to deliver business-specific
training and provide skills development
and awareness training to support the
Ventia
business.
Leading to ensure our people are Safe for Life
Our Safe for Life frontline leaders’ program is just one Ventia training and
development program leading the industry, with over 1,300 leaders trained
in 2022.
Safe for Life focuses on promoting behaviours that demonstrate effective
leadership and building a culture with leading health and safety tools,
processes and systems. Feedback evaluation indicated 83.0% of participants
believe the course has helped them in their role, with over 95.0%
recommending the program to colleagues.
3,900
Individual high-risk
accredited units of
competency/standards
awarded
26,000+
Industry-specific
training completions
1,300+
Safe for Life frontline
leaders trained
44 Ventia Sustainability Report 2022
Safety, health and wellbeing continued
SOCIAL: PROGRESS AND PRIORITIES

FUTURE FOCUS:
SAFETY, HEALTH
AND WELLBEING
We aim to build on our culture
by focusing on leadership
behaviours and simplifying
the way we work. We will
emphasise mental health and
workplace culture including
sexual harassment at work in
our 2023 initiatives.
Elevate culture by
focusing on leadership
behaviour
•
Onboard 100% of nominated
leaders to our safety culture
program and train in Ventia’s
in-house Safe for Life frontline
leadership training.
•
Increase the number of initiatives
delivered collaboratively with
clients and industry.
Continue to improve
safety and health
outcomes by
simplifying processes,
lifting governance and
investing
in capability
•
Reduce TRIFR by 10%.
•
Reduce SIFR by 5%.
•
Reduce serious claims by 5%.

Manage risks by
fostering ownership
at
all levels
•
Complete 100% planned
assurance activity.
•
Complete a mental health
compliance review to inform a
refreshed Healthy Minds plan.
CASE STUDY
AWARD WINNING INNOVATION ENHANCES
PROTECTION FOR FIRE CREWS
Following the 2019-2020 ‘Black Summer’ bushfires, Ventia’s Lead
Firefighter at HMAS Albatross in New South Wales, Gilbert Gary, saw an
opportunity to provide an additional safety measure for his crew after
noting the risk faced when they had to change masks to adapt to varying
conditions during an incident.
Ventia collaborated with long-time firefighting PPE provider Dräger to develop
and test a solution – creating a simple, but highly effective, filter adaptor that
allows an in-field change from breathing apparatus to cannister filters, without
removing the mask. The
adaptor has resulted in one mask being adaptable
for all aspects of firefighting, helping protect fire crews throughout an entire
incident, regardless of changing conditions or toxic environments.
This innovation won ‘Innovator of the Year’ at the 2022 Australian Defence
Industry Awards and is now used by over 300 Ventia firefighters across
14
Australian Defence bases nationally. It has also been adopted by ~7,000
New South Wales Fire and Rescue firefighters.
Ventia Sustainability Report 2022 45

DIVERSITY &
INCLUSION
Providing direct employment
to local communities and
under-represented groups
Value creation through our
supply chain
•Aboriginal and Torres Strait
Islander businesses
• Māori businesses
• Social and disability
enterprises
•Other diverse suppliers
OUR SOCIAL
IMPACT
COMMUNITY
ENGAGEMENT
INDIGENOUS
AND SOCIAL
PROCUREMENT
• Building local relationships
• Creating local opportunities
• Community grants and
sponsorships
•Volunteering and community
projects
As we go about our everyday
business, providing essential services
and delivering on our purpose of
making infrastructure work for our
communities, we are presented with
many opportunities to make a positive
and lasting difference for people and
the world around us.
Being people and community focused
is central to our sustainable approach.
This core focus sees us target and
prioritise three key social areas with our
plans and actions – which combined
are how we generate the momentum
to
create a positive social impact.
Our progress in creating social impact
is supported by our strong partnerships
with national and State-based
organisations, as well as collaborations
with our clients.
How we create social impact
46 Ventia Sustainability Report 2022
SOCIAL: PROGRESS AND PRIORITIES

DIVERSITY &
INCLUSION
Providing direct employment
to local communities and
under-represented groups
Value creation through our
supply chain
•Aboriginal and Torres Strait
Islander businesses
• Māori businesses
• Social and disability
enterprises
•Other diverse suppliers
OUR SOCIAL
IMPACT
COMMUNITY
ENGAGEMENT
INDIGENOUS
AND SOCIAL
PROCUREMENT
• Building local relationships
• Creating local opportunities
• Community grants and
sponsorships
•Volunteering and community
projects
Ventia Sustainability Report 2022 47

Diversity and inclusion
We celebrate and embrace diversity across our business –
diversity in background, heritage, age, gender, skills,
experience and thought. Every day we work across diverse
communities in Australia and New Zealand and it is important
that our workforce reflects this diversity to ensure we
understand the communities in which we operate. We know
that diversity and inclusion creates a wider talent pool and
reduces turnover, while bringing unique perspectives together
to increase innovation and enhance performance.

FINALIST
Diversity and Inclusion Award
Ventia Telecommunications team with partners,
Australian Spatial Analytics (ASA)
ACOMM
Awards
Disability employment
At Ventia we’re proud of our diverse
workforce and passionate about
providing opportunities for people with
disability as we continue to build a
culture of inclusion and opportunity.
In 2022, Ventia continued to increase
employment opportunities and support
the transition to employment for people
with disability across Australia and New
Zealand, as we seek to be recognised
as an employer of choice. On our NSW
Whole of Government contract we
now have over 150 employees with
disability in roles including helpdesk,
administration, data analysis and soft
services.
We have been able to successfully retain
employees with a disability through
a carefully managed performance
process, providing additional support if
an employee isn’t performing to ensure
we understand and actively help to
resolve any issues. The appointment of a
Disability and Social Inclusion Manager
has further facilitated and enhanced this,
and demonstrates the importance we
place on growing Ventia’s social impact
in this area.
We engage over 45 disability
employment services providers
across Australia, ranging from large
national providers through to smaller
organisations. Key
to Ventia’s success
in 2022 has been our engagement
with employer partner, JobAccess
and the rollout of disability awareness
training. With JobAccess’ support we
are enhancing the systems, processes,
policies and awareness that
support
disability employment across Ventia.
Our commitment has led to Ventia being
recognised in the disability employment
category of the 2022 Australian Human
Resources Institute (AHRI) Awards. We
are proud of the culture of inclusion and
opportunity we have created by tapping
into an often-overlooked talent pool,
bringing new ideas, unique skills and
thinking into our business.
WINNER
Disability Employment category
2022 Australian Human Resources Institute
(AHRI) Awards
48 Ventia Sustainability Report 2022
SOCIAL: PROGRESS AND PRIORITIES

CASE STUDY
NEW PARTNERSHIP PROPELS DISABILITY EMPLOYMENT AT VENTIA
At Ventia, we focus on people’s
abilities, rather than disabilities,
to ensure they have access to
meaningful careers and to help
break the cycle of disadvantage.
In 2022 we continued to expand
our disability employment
program and increase employment
opportunities for people with a
disability at our contracts across
Australia and New Zealand.
As we strive to become an employer
of choice for people with a disability,
we have established a 12-month
partnership with the Australian
Government’s JobAccess program.
The JobAccess program works with
large employers to drive disability
employment and build disability
confidence in the workplace. As one of
the largest essential service providers
in Australia, the JobAccess partnership
helps Ventia make a wide variety of
career opportunities accessible to
people with a disability across the
country.
By partnering with JobAccess, we tap
into specialised expertise, resources
and training, engage with a wider
talent pool, and support our goal to
have more people with a disability
bring their unique skills and abilities to
our business.
Our most significant activity this year
has been the delivery of disability
awareness training to our business,
with over 380 hiring managers
participating. Feedback suggests it
has opened managers’ eyes to what
is possible in recruiting people with
disability.
The training program has helped
garner support from leaders and
supervisors to drive diversity, find and
recruit employees with a disability,
and ensure these employees are
supported and find satisfaction in their
careers at Ventia. We upskilled more
than 15 people in our organisation to
deliver this training through a ‘train the
trainer’ session with JobAccess.
JobAccess’ detailed recommendations
are being implemented across
the business. For example, our
Communications team is focused on
improving external communication
and channels for vision impaired
people and updating training for
hearing impaired participants. Our
Safety team is scoping implementation
for adjustments to systems and
processes, while the Recruitment team
is ensuring our hire-to-retire process
supports engagement of people with
a
disability.
Partnerships with programs like
JobAccess foster Ventia’s ability to
create social value by providing direct
employment to local communities
and under-represented groups, and
are critical to delivering our diversity
action plans, which focus on pathways
into employment, recruitment and
retention.
Rebecca Teale and Amrita Ramjas are employed at Ventia’s Parramatta office.
Ventia Sustainability Report 2022 49

Veteran employment
Our national presence and decades
of service to the Australian Defence
Force (ADF) means we attract Veterans,
their spouses and civilians with family
connections to the military, who want to
continue some form of service to Ventia.
As a proud member of the Australian
Defence community, we are committed
to the employment and ongoing
support of our Defence Force Veterans,
Reservists, and their families past and
present.
We are a Platinum partner of Soldier
On,
a not-for-profit veteran support
organisation delivering a range of
services to enable Veterans and their
families to thrive. This partnership
supports our Veterans Employment
Program and commitment through
which we offer flexible short- and long-
term opportunities for career and skills
development of Defence personnel.
In collaboration with Soldier On, we
implement programs for Veterans and
Reservists to develop new skills and
capabilities to help them be successful
in the private sector.
The Ventia approach to Veteran support
and employment acknowledges that
Defence personnel have valuable,
mature technical and leadership skills,
which are valuable in Defence and other
industries such as Resources, Local
Government and Health. Veterans’ on-
base knowledge, combined with their
personal experience, helps Ventia to
ensure relevant, and focused support to
current Defence personnel.
We recognise that moving from military
life to civilian life can be challenging and
aim to provide a safe and supportive
transition. In collaboration with Defence
Family Support, Legacy and RSL we
support Veterans and families working
with Ventia to help with the cultural
and emotional challenges that come
with leaving Defence, career adjustment
and
relocation.
Along with alliance partners Soldier
On, RSL, 42 for 42, Legacy, Defence
Families Australia and the Department
of Veterans Affairs, Ventia proactively
connects with Veterans’ associations via
a Community of Practice (CoP). The CoP
operates at a national, State and Base
Services Area (BSA) local level, enabling
Ventia to work directly with members
to promote opportunities within the
Defence community and recruit greater
numbers of Veterans.
Veteran wins industry award
after career transition
Ventia’s Brisbane Motorway
Services’ Motorway Incident
Response Officer, Greg Cox BEM,
was recognised as the 2022
Australian Flexible Pavement
Association (AfPA) Queensland’s
‘Flexible Pavement Field Worker of
the Year’.
Greg is a military veteran who has
successfully transitioned to the
civilian workforce. As a member
of our Incident Response Team,
Greg
and the BMS team are
responsible for the safe passage
of over 320,000 Brisbane motorists
each day.
50 Ventia Sustainability Report 2022
Diversity and inclusion continued
SOCIAL: PROGRESS AND PRIORITIES

Refugees and asylum seekers
bring a world of experience to
Ventia
Ventia has a multi-year agreement
in place with social enterprise
CareerSeekers to help mid-career
refugees and asylum seekers overcome
the barriers they face when seeking to
recommence their careers in Australia.
Their programs also support university
students from a refugee background
to undertake internships during
their holiday breaks, giving them the
chance to link their studies to practical
experience and build relationships with
industry mentors. In 2022 Ventia offered
six CareerSeekers internships in our
business.
Throughout the year we participated in
a number of CareerSeekers Internship
Preparation programs, which aim to
help recently arrived refugees and
asylum seeker professionals understand
and prepare for Australian workplaces.
During this five-day program prospective
interns learn about the Australian job
market, job progression opportunities,
workplace culture, and how to
drive their careers, with interactive
discussions facilitated by volunteer table
moderators
from partner organisations
including Ventia.
Supporting kids who experience
social disadvantage
The Australian Business and Community
Network (ABCN) is a group of over 200
low socio-economic status schools and
43 leading businesses, working together
to address educational disadvantage in
Australia through structured workplace
mentoring and business/school
partnerships. Our dedicated corporate
mentors support the development of
students’ skills and mindsets, confidence
and aspirations, so they can achieve
more than they thought was possible.
In October 2022, we welcomed students
from Sunshine North Primary School
to our Melbourne office in Cremorne
as part of the ABCN STEMpreneur pilot
program.
Students presented ideas to their Ventia
corporate mentors on how their school
could be improved by using technology.
The many strong presentations included
ideas like a feedback robot for the school
canteen and a drone rubbish collector.
Rainbow Tick reflects an inclusive Ventia workplace in NZ
At Ventia we aim to provide a
supportive work environment that is
accepting of peoples’ differences to
benefit everyone in our organisation.
In 2022 Ventia in New Zealand
proudly received the Rainbow Tick
accreditation, after completing a
thorough diversity and inclusion
assessment process to test whether our
workplace understands and welcomes
sexual and gender diversity.
‘Rainbow’ refers to people who identify
as lesbian, gay, bisexual, transgender,
takatāpui and intersex (LGBTTQIA+)
and
the Rainbow Tick is a certification
mark which signals to employees,
customers and the wider world that
we
are a progressive, inclusive and
dynamic organisation and importantly,
that we reflect the communities in
which
we operate.
Maintaining this accreditation involves
an ongoing quality improvement
process and we will work closely with
Rainbow Tick to develop our strategy
to support continuous improvement.
Ventia Sustainability Report 2022 51

Diversity and inclusion
(gender)
We continue our work towards building gender balance
and equality in and for our workforce to enhance
diversity and inclusion of women at Ventia.
KEY STATISTICS
Female participation %
202220212020
30.2
30.9
29.7


1.2 percentage point
decrease from 2021
Female participation – ELT
22.2%

4.1 percentage point
increase from 2021
Female participation – WISM
20.3%

2.2 percentage point
increase from 2021
2022 Headcount by Gender and Level
1
Female% FemaleMale% MaleTotal
Directors342.9%457.1%7
Executive Leadership Team222.2%777.8%9
Women in Senior Management4420.3%17379.7%217
All employees4,65429.7%11,03370.3%15,687
1. Executive Leadership Team (ELT) is defined as the Group CEO and direct reports. Women in Senior Management (WISM) is aligned to Ventia’s Job Level Framework, an
externally evaluated methodology application considering role complexity and core job attributes such as impact, communication, innovation, knowledge and risk.
Workforce gender diversity
Male
70.3%
Female
29.7%
52 Ventia Sustainability Report 2022
SOCIAL: PROGRESS AND PRIORITIES

FINALIST
Jenny Gigliotti
Women in Defence Awards,
Technical Trade category
FINALIST
Margaret Aitken
Women in Contracting Award
Civil Contractors (New Zealand)
Northland Construction Awards
FINALIST
Raisa Rasul
Women in Digital Awards
Awards
Gender equality
We are a signatory to the HESTA 40:40
Vision to achieve gender balance (40%
women, 40% men and 20% any gender)
in our Ventia Executive Leadership Team
by 2030. This year we set interim targets
of 30% women in executive leadership
by 2023 and 35% by 2027. At the close
of 2022, 22.2% of the members of our
Executive Leadership Team were female
and 42.9% of Directors on the Ventia
Board were female.
As we work toward achieving the HESTA
40:40 Vision at Ventia, our emphasis on
employing more females at all levels
remains a key focus, and we continue
our commitment to increasing female
participation with targets of 40%
participation for Women in Senior
Management (WISM) and for the entire
Ventia Group.
During the year we undertook a review
of industry practice and applied further
rigour to how we identify WISM. We now
apply our Job Level Framework, which
reflects a truer representation of roles
with strategic leadership rather than
simply considering reporting levels in
relation to the CEO. Using this more
comprehensive and accurate method,
we have recalculated our end of 2021
participation position of WISM to 18.1%.
In 2022 participation of WISM at Ventia
has increased by 2.2 percentage points
to 20.3%. Across the entire workforce
female participation declined 1.2%
to 29.7%, while 32.5% of new hires
were
female.
Under the Workplace Gender Equality
Act (WGEA), reporting on behalf of
our Australian businesses, Ventia
is a ‘relevant employer’. Our most
recent ‘gender equality indicators’
are set out within Ventia’s Workplace
Gender Equality Report available at
www.wgea.gov.au.
We continue to drive and evolve our
female participation strategy, which sets
out initiatives to attract more, develop
more and retain more females across
all levels of our organisation to reach
our 40% target by 2030. Initiatives
within this strategy include deliberate
recruitment practices, the development
and promotion of female talent through
ongoing career conversations and talent
management and creating a safe, fit and
inclusive workplace where females feel
engaged and connected.
Aligning with our broader focus
on Diversity and Inclusion and our
commitment to being an employer of
choice, Ventia were a major sponsor of
the 2022 Diversity Council of Australia’s
Debate – Is it time to move on from
gender equality?
Pay equity
Ventia has a long-standing practice
that ensures remuneration for both
males and females remains competitive
and fair. Separate from the publicly
available WGEA annual submission,
which compares total average pay
between men and women, we undertake
comprehensive analysis through external
benchmarking of pay-related metrics by
gender for our salaried workforce (with
pay for Ventia’s non-salaried workforce
being governed by the various enterprise
agreements in place). This
is provided
to our leaders to support the
understanding and remediation of
gender pay variances during the
annual remuneration review process.
In
particular, this analysis considers
male and female pay in like-for-like roles
across the organisation compared to
market, as defined in Ventia’s structured
Job Level Framework.
The pay equity review in July 2022
highlighted that males and females in our
salaried workforce are paid consistently
with a small differential of 2.0%, which
will continue to be addressed in annual
remuneration reviews.
Ventia ELT:
Gender balance targets
Year Target
2023 30%
2027 35%
2030 40%
Ventia Sustainability Report 2022 53

CASE STUDY
A FRESH
PERSPECTIVE ON
ATTRACTING AND
RETAINING WOMEN
IN THE FIELD
Employees from across Ventia’s
Rig & Well Services business
visited remote work sites on
International Women’s Day this
year to gain a fresh perspective
on attracting and retaining
women in field-based roles.
A group of 17 Ventia women,
representing a diverse range of
typically office-based roles that
support our operational teams,
travelled to Moranbah and Surat in
Queensland to take part in gender
engagement discussions with our
clients and workforces.
The group met with female site
leaders including Alanna Spence,
a female Driller in our Rig & Well
Services business. Alanna joined
Ventia as an Offsider in 2018 before
becoming a Senior Offsider and
then a Driller in 2021 – she shared
her story and insights about how
she has succeeded in the resources
industry.
The visit was equally energising
for the site team as it was for
the visitors and seen as a great
opportunity to break the bias that
field work is too tough or not family-
friendly enough for women.
Our Rig & Well Services business
is committed to ensuring team
members in office-based roles visit
the field in coming months to share
insights into what Ventia could
do to better support women in
field-based roles. By seeking fresh
perspectives and feedback, we can
continue to identify opportunities
for change to ensure women in our
workforce are well supported in
their roles and set up for success.
ATTRACT MORE
Key partnerships drive targeted
attraction
Sustained relationships with external
partners remain a focus for Ventia
in attracting female candidates for
a diverse and inclusive workforce.
FlexCareers, Work180 and Working
Parents Connect are just some of our
partners that promote roles targeted
to attract a female demographic and
increase Ventia’s brand awareness
with females. Job advertising through
targeted job boards and publishing
posts and articles on social media also
supports this attraction practice.
Ensuring diversity and equality
in recruitment
To minimise gender bias when it comes
to attracting female candidates, we
continue to utilise gender decoding in
advertisements and a discipline of 50/50
gender targets for key leadership roles.
Over the past year we have increased
our use of social media for recruitment,
incorporating use of female and
culturally diverse imagery to encourage
and support diversity appeal in our
applications. Feedback from a survey of
candidates has resulted in streamlining
Ventia’s online application process to
make it more accessible and we continue
to work with our partners to ensure
we achieve the most diverse pool of
candidates possible for opportunities in
our business.
We have developed a company-wide
hiring manager training module, which
has a strong emphasis on gender
equality and diversity, which will be
rolled out across Ventia in 2023.
Online storytelling sets scene for
candidates
Telling the stories of our female leaders
and employees, and celebrating their
work and achievements via LinkedIn,
Facebook and ventia.com, sets the scene
for potential candidates and tells the
story of why Ventia is a great place for
females to work.
DEVELOP AND RETAIN
MORE
Building an internal marketplace
We are focused on building an internal
marketplace through continued open
conversations to better understand
team members’ career aspirations,
investing in training and development,
creating professional opportunities,
and improving the visibility of open
roles to all employees. We are also
working to enhance our onboarding
and exit experience using qualitative
survey insights, which will support
development, retention and attraction
strategies and tactics. 138
women
participated in Ventia’s core
development programs in 2022.
54 Ventia Sustainability Report 2022
SOCIAL: PROGRESS AND PRIORITIES
Diversity and inclusion (gender) continued

Women Leading program
For the second year running, Ventia
has partnered with Executive Central to
deliver a dynamic women’s leadership
program that builds heightened self-
awareness, and provides participants
with the chance to take a critical look at
their career, leadership and strengths
and to broaden their leadership impact.
In 2022, through a series of workshops,
surveys, guest speakers and fit-for-
purpose coaching, 29 high performing
females across Ventia had an
opportunity to:
•
discover the importance of working
from their unique strengths,
•
understand the value of career
planning,
•
explore the power of strategic
networking and strengthen their
connections with colleagues, and
•
identify ways to work collaboratively
across Ventia.
Graduate program
Over the past two years Ventia have
ensured that 60% or nine of the 15 team
members on the centralised graduate
program were female with a further
effort to ensure that at least five of those
nine originated from an educational
background in civil, mechanical,
electrical or environmental engineering.
When choosing rotations for our
female graduates we ensure placement
within an area of the business that is
traditionally male dominated and there
is a focused effort to increase female
participation. In 2022 we had seven
female graduates and five of them were
graduate engineers.
Training to support a respectful
workplace
In 2022 we launched our Respect@Work
(sexual harassment) e-learning training
package, which was completed by 4,321
employees. Respect@Work training will
be rolled out business-wide in 2023.
We also piloted a behavioural training
module on inclusive leadership in Ventia
Transport with plans to scale it across
the business.
Building a highly skilled and
gender balanced workforce in
engineering and IT
We partnered with Engineers Australia
to provide engineering professionals
with globally recognised, chartered
credentials through their engineering
workforce credentialling program. The
credentials are based on international
engineering education and competency
standards and eight female engineers
participated in the program in 2022, 10%
of the overall cohort.
Ventia continued our long-term
commitment to gender diversity in
engineering and information technology
(IT) in Australia through our sponsorship
of a four-year scholarship program
at the University of Sydney, which
began in 2020. The program aims to
attract, develop and retain women
in the fields of engineering and IT,
and incorporates financial support,
industry experience, mentoring and
networking opportunities. For six
months of the year we host a female
engineering undergraduate to undertake
an internship in a part of the Ventia
business that relates to their degree.
Connecting women across Ventia
Ventia has a number of networking
programs which provide female
employees great opportunities to
connect across the business, such as
our Women’s network, NZConnect and
within our Finance Academy.
HousingConnect is a structured internal
mentoring program created in 2021 by
Commercial Manager, Laura Jasiulec,
to connect women working on Ventia’s
social housing contract with female
leaders from across the business. The
program has since expanded beyond
Housing to include keen participants
and mentors from other teams across
the Ventia business, such as local
government, property, legal and SHEQ.
Each month mentors and mentees
meet in person or online, supported
by a content calendar that suggests
session topics relevant to women or
challenges flagged by mentees. The
HousingConnect program grew from
having 32 participants in 2021, to 52 in
2022, with over 250 hours of mentoring
scheduled for the year. Four ‘Levelling-
up’ personal development sessions
were held with Skout Solutions on
topics including difficult conversations
and preparing for your next role, and
over 100 participants and special guests
including subcontractors and clients
attended the annual Women Who Lead
Forum. The program’s success was most
evident when no less than seven female
participants were elevated through
internal promotions.
Participants at a Ventia Women Leading event.
Ventia Sustainability Report 2022 55

Diversity and inclusion
(Aboriginal and
We focus on delivering initiatives that support the aims of
our Reconciliation Action Plan (RAP) to develop pathways
for recruitment, employment and retention, and to create
respectful and inclusive workplaces.

WINNER
Donna Dai
2022 LOGIT Australia-IPWEA
Indigenous Scholarship in Asset
Management
WINNER
Eddie Clarke (TRACE)
Austin Asche
‘Apprentice of the Year’
Awards
4.8%
Aboriginal and Torres Strait
Islander employment
Our Reconciliation Action Plan
Ventia’s Reconciliation Action Plan (RAP)
and initiatives reflect the continuing
passion we have for participating
actively in the process of reconciliation
and respectful engagement with
Aboriginal and Torres Strait Islander
people across Australia. Ventia’s current
RAP is recognised by Reconciliation
Australia (RA) as an ‘Elevate’ RAP.
Throughout 2022 we worked on our
fifth RAP and went through RA’s RAP
application process. We have been
invited to develop a Stretch RAP, which
we expect will be launched in Q2, 2023.
Our Indigenous Advisory Board and
our five Regional Steering Committees
continued their progress and
engagement in 2022, working to ensure
that our RAP commitments are being
met and reported on.
We continued to work with our national
partners such as CareerTrackers and
Supply Nation throughout 2022 to
create pathways for young people and
Aboriginal and Torres Strait Islander
businesses. Our contract teams
continued to engage on a local level
with key Aboriginal and Torres Strait
Islander stakeholders to create local
opportunities across employment and
procurement as well as ensuring we
deliver our services considering cultural
needs and considerations, with a strong
focus on cultural heritage.
Torres Strait Islander)
56 Ventia Sustainability Report 2022
SOCIAL: PROGRESS AND PRIORITIES

Refreshing our Indigenous
Relations Policy
We reviewed our Indigenous Relations
Policy based on research and
consultation with key stakeholders
(including Aboriginal and Torres Strait
Islander people and Māori) in Australia
and New Zealand.
Meetings were held with representatives
from the First Nations Event Committee
(Australian) and the Hui a Marama –
Te
Roopu Whakahaere a Te Ara o Rehua
(New Zealand). These discussions were
then further informed by the policies
and approaches of other ASX-listed
companies, plus other Elevate and
Stretch RAPs.
The narrative in our Indigenous Relations
Policy now reflects current issues and
considerations in relation to Indigenous
engagement, and the language used
is more empowering with a focus on
creating a positive impact. While the
title
of the Policy remains the same,
we will no longer refer to ‘Indigenous’
within the Policy, instead referring to
Aboriginal and Torres Strait Islander
people and Māori.
CASE STUDY
STEPPING UP TO GIVE ABORIGINAL YOUTH
A SECOND CHANCE
Young Aboriginal adults in
Victoria are provided the
opportunity to gain valuable
work experience with Ventia’s
Mornington Peninsula Shire
Facilities Management (FM)
contract before re-entering
their communities following
rehabilitation.
Bunjilwarra Koori youth alcohol
and drug healing service is a 12-bed
alcohol and other drugs residential
rehabilitation and healing service
for Aboriginal young people aged
between 16 and 25. It is a purpose-
built Statewide service situated on
1.7
hectares in Hastings, Victoria.
The Bunjilwarra service model
is firmly placed in context of the
Aboriginal-defined notion of
healing and in a cultural framework;
supported by trauma-informed
practice, adolescent developmental
frameworks, therapeutic community
and recovery frameworks.
There are three stages to the
Bunjilwarra rehabilitation process
and in the third stage the service
likes residents to undertake work
experience. Residents interested in
work like fire management, brush
cutting, mowing and bushland
maintenance are employed on labour
hire contracts through Ventia’s talent
engagement business.
Ventia’s size, scope and breadth
of roles position us to work well
with organisations like Bunjilwarra,
giving young men and women a
chance to learn new skills, and
potentially discover a passion for
conservation and land management,
that can lead
to new directions,
apprenticeships and traineeships or
permanent employment.
Through the partnership with
Bunjilwarra, over a six-month period
in 2022 the Mornington Peninsula
Shire FM contract team supported
six participants, and the program is
slowly growing with
the potential for
Bunjilwarra residents to work with
other Ventia teams across Victoria.
Participants from Bunjilwarra Koori youth alcohol and drug healing service completing
work experience on Ventia’s Mornington Peninsula Shire Facilities Management (FM) contract.
Ventia Sustainability Report 2022 57

58 Ventia Sustainability Report 2022
SOCIAL: PROGRESS AND PRIORITIES
Diversity and inclusion
(Aboriginal and Torres Strait Islander) continued
CASE STUDY
COMMUNITY CUPS BATTLE HEATS UP THE FIGHT FOR EQUAL
OPPORTUNITY
In 2022, Ventia proudly received
an award from Port Adelaide
Football Club in recognition of
our partnership, which provides
an important pathway for
engagement with local Aboriginal
and Torres Strait Islander students,
helping to keep them in school,
and enabling us to learn about
their community and discover
more about how we can contribute
to reconciliation.
Ventia first began working with Power
Community Ltd, the not-for-profit
charity arm of the Port Adelaide
Football Club, in 2011 as part of our
commitment to provide mentoring
and meaningful career opportunities
for Indigenous Australians.
This includes an annual flagship event,
the Santos Aboriginal Power Cup,
which we have sponsored for the past
11

ye
ars. Now in its 15th year, the Power
Cup is an education-based program
that uses an Australian Rules football
competition held over several days to
engage Aboriginal and Torres Strait
Islander secondary school students.
Other event activities include a careers
expo where First Nations students can
meet prospective employers and hear
about work opportunities, and the
Aboriginal Leadership Forum held at
Flinders University, where our team
members talk about their professional
journeys with Ventia. The program
has made a difference to student
participation at school as well as
helping to improve grades.
A second Santos Aboriginal Power
Cup was held in September 2022 for
students from the Eyre Peninsula
who were unable to attend the
Adelaide event in May. About 100
students participated in the second
event at Mallee Park Football Club in
Port
Lincoln.
Our award, a team guernsey signed
by all Port Adelaide players from
the 2022 season, was accepted by
Ventia’s TRECCA team, our dedicated
Indigenous recruitment and mentoring
division designed to identify Aboriginal
and Torres Strait Islander candidates
for roles right across Australia.
Ventia was also proud to be a gold
sponsor of the Bennelong Cup,
organised by Bennelong Energy
Services in New South Wales and
now in its fifth year, which supports
Indigenous students transitioning from
school to work.
Ventia is committed to helping close
the gap for Australians from Aboriginal
or Torres Strait Islander backgrounds.
Supporting the Bennelong Cup has
enabled us to work with organisations
that have established connections to
Aboriginal and Torres Strait Islander
young people who are seeking career
opportunities and may see Ventia as
a
prospective employer.
Aboriginal and Torres Strait Islander employment and retention
We capture our Aboriginal and Torres
Strait Islander employment numbers
through a diversity survey. Our survey
identified that 4.8% of our employees in
Australia are Aboriginal and Torres Strait
Islander. In 2022 we hired 373 new team
members of Aboriginal and Torres Strait
Islander descent with the support of our
TRECCA
team.
Our TRECCA Indigenous employment
team achieved significant success across
a number of our contracts through a
specific employment program engaging
with key stakeholders and initiatives,
allowing for Aboriginal and Torres Strait
Islander people to be employed on
our
contracts.
Whilst our Aboriginal and Torres Strait
Islander employment outcomes
have been successful and targets are
being met, we understand that not
all applications have progressed into
employment and that further efforts
need to be embedded in relation to
retaining our Aboriginal and Torres
Strait Islander employees. Our next RAP
will include detailed steps to address
this through our broader hire-to-retire
actions enabling better opportunities
for Aboriginal and Torres Strait
Islander
people.