Good morning everyone, and thank you for joining us for Transurban's 2025 full-year results briefing. Transurban acknowledges the traditional owners of the lands throughout Australia, and we pay respect to elders past and present. We acknowledge our roads and infrastructure are built on country. With deep respect, we incorporate the voices of First Nation peoples in our approach, supporting equitable access to mobility across communities. We're joined today by our CEO, Michelle Jablko, and CFO, Henry Byrne, and together they'll take you through the presentation that we launched with the ASX early this morning. We realize it's a very busy day today. The presentation should take about 20 minutes, which will leave us plenty of time for Q&A and maybe an early finish. I'll now hand over to Michelle to get us started.
Thanks, Craig, and good morning to everyone on the call. This year we worked hard to deliver and to set ourselves up for next year and beyond. We did what we said we were going to do, and today's strong result shows that. We increased distributions by around 5% and outperformed our cost guidance. We increased revenue by 5.6%, traffic grew across all markets, and we achieved 7.4% EBITDA growth, keeping our costs flat. We also took decisive action to be a more efficient, growth-ready business. This has given us a platform to increase our distributions by 6% next year, creating longer-term value for our stakeholders. Over the past year, we've spoken about some of the complexities we had to work through in our business. We needed to reset our cost base, we needed to demonstrate more value to our customers, and we needed to reset some of our relationships.
We have strong momentum on all fronts, with some important milestones coming up in the year ahead. We're well progressed on New South Wales toll reform and closer to outcomes that are positive for all. We have three major projects opening in the next year, each offering significant benefits to road users. In Australia alone, these new roads are expected to save over 28,000 hours of travel time each day, bringing relief to fast-growing communities. We're exploring new ways to grow using both traditional and innovative approaches. We've realized efficiencies across every part of our business, making us more agile with a sharper focus. We've reallocated investment into our customers, bringing together our physical and digital infrastructure as a point of differentiation. With these foundations coming together, we're in a strong position to act on new growth opportunities and keep the momentum going.
With traffic, we're seeing resilient growth across all markets. North America performed strongly this year, with traffic up 6.4%. Sydney and Brisbane delivered solid underlying growth, even with the impact of Cyclone Alfred in Brisbane. Large vehicle traffic grew strongly in Brisbane, up 4.1% for the year. WestConnex saw a boost from the opening of the government's Sydney Gateway, cutting travel times to the airport by up to 17 minutes for a round trip. As we've touched on before, construction projects impacted traffic growth in Sydney. These should start to ease in FY 2026. In Melbourne, traffic growth grew 1.2%, with more airport-related trips and weekend traffic. Construction impacts started to abate through the year, and office occupancy remains at around 60%. Let's now look at our markets a bit more closely, starting with Sydney.
One of our biggest near-term priorities has been finding an outcome on toll reform that works for everyone. We're optimistic we're getting closer to a solution. You would have seen recent commentary from the New South Wales government stating discussions are collaborative and constructive. We're continuing to work positively with government to deliver solutions that meet their priorities, while protecting the significant investment we've made in Sydney's road network. As part of these discussions, we're making good progress on initiatives like toll notice simplification. All of this has taken time, the network is complex, and there are many stakeholders involved. We expect that the government will have more to say later this year. Also in Sydney, our M7/M12 integration project remains on track to open mid-next year. Looking ahead, growing congestion in the northwest presents further opportunities to enhance our network as the city grows.
In Melbourne, our longer-term fundamentals remain strong, and we're well positioned to benefit from macro trends like population growth. We've also made significant progress on the West Gate Tunnel project. As you can see on the slide, we're more than 95% complete, which is a big move from even a few months ago. As we've noted before, projects like these are naturally complex and not done until we're done, but we're now firmly in the final stages. We're planning with the state for a successful opening and looking forward to easing congestion in Melbourne's west. There have been a number of reports that the contractor has had some challenges, none of which are new or have slowed the project down, and work continues at pace. Claims are not unusual at the end of the project, and if any claims are made, we'll assess them in the ordinary course.
Our Brisbane market continues to show great potential. It has the fastest population growth of all our markets, with congestion being a key concern. There's also a sense of excitement as we get closer to the 2032 Olympics. The Logan West upgrade is progressing as we undertake investigative works and engage with the community. While there's still work to do, we're planning to submit the binding upgrade proposal in 2026, which is a key milestone. More recently, we welcomed the government's 2032 delivery plan, which includes upgrades on the Gateway Motorway. We are working through the details of this with the state, with our roads being central to connecting sporting venues, tourism hubs, and the broader city for the games, and supporting Brisbane's growing population. As I mentioned, North America was a real standout this year.
For a business that makes up around 7% of our traffic, it is having an outsized impact, delivering nearly 25% of overall revenue growth. Drivers are clearly seeing the value in our Express Lanes, and not just during the peak. We are seeing traffic grow even outside congested periods, and our pricing reflects that value. While everyone is watching the U.S. economy closely, we know that the need for infrastructure is very local. Today, North America contributes more revenue than it did five years ago, and we own 50% less. We are confident there is a lot more upside to come from our assets, particularly with the Northern Extension project opening this year. More broadly, our partnerships in the U.S. are enabling us to explore new cities in fresh ways, striking the right balance between risk and returns, and creating optionality for longer-term growth.
Delivering clear value to customers really matters. It is an important differentiator, both as governments consider new projects and as new policies like road user charging emerge. This year, we have continued to take clear, targeted steps to enhance the entire customer experience. With the new travel time savings feature in the Linkt app, customers can now see exactly how much time they are saving, bringing the benefits of our roads to life. We are expanding our Linkt rewards program with good feedback from customers and our rewards partners. We know there is substantial value able to be unlocked in this space. You will be aware of the significant organizational change we made this year. It was a hard decision and not one we took lightly. When we announced the change, we acted quickly, decisively, and with care for those impacted.
It was hard, but we are confident it was the right decision. We are already starting to see the benefits. We are operating with greater focus, becoming more nimble and dynamic. Importantly, the capital released is being reinvested for our future. This means improved outcomes for security holders, direct benefits for our customers, and more efficient operations, making work easier for our people and strengthening the safety and performance of our roads for our customers. It's a big year ahead. We have nearly $13 billion worth of projects opening in the next year. These are significant milestones that will drive growth and unlock new value. Beyond that, with a strong balance sheet behind us, we're engaged with partners in more than $10 billion of new project discussions across existing and new markets.
The initiatives I've outlined today, like our digital investments and our focus on customer personalization, are opening doors to new types of opportunities. Take road user charging, for example. We're encouraged to see the federal government considering this as part of the Productivity Summit. The New Zealand government also announced they'll be taking a modern approach to road user charging. With our customer focus and mobility expertise, we're examining ways to support these initiatives. I feel really pleased with the progress we've made, and I'm excited about the opportunities ahead. Let me now pass to Henry to take you through some more details on the result, and then we'll come back and go through questions.
Thanks, Michelle, and good morning, everyone. We've set out our statutory results on slide 15, but I'll move to the next slide where we've set out our proportional results. Michelle's outlined a number of key areas where we've made good progress, and this is showing through again in the operating leverage in our numbers. Proportional toll revenue grew 5.6% to $3.7 billion, and that was supported by resilient underlying traffic. Proportional operating costs remained flat year on year at $947 million, which was ahead of the guidance that we provided at the half year below inflation. That contributed to proportional operating EBITDA growth of 7.4% and a margin improvement of 140 basis points. Free cash increased 7.6% with distributions 99.5% covered by free cash.
As we did in the first half results, you'll see we've shown proportional operating EBITDA this half to highlight the performance of the business, excluding the first half litigation impacts that we announced in late December last year. Just to refresh your memory, this litigation relates to the roaming fees payable by ConnectEast to Transurban. As we flagged in December, we had an initial judgment against us in that matter, which found we'd overcharged fees. The amount claimed by ConnectEast is in the order of $10 million a year since 2009, but I think it's important to stress that this is an issue specific to CityLink that does not impact customers, and we're currently appealing this matter. When we look at our funding outcome and the position of the debt book, we're really pleased where the year has landed.
Our weighted average cost of Australian dollar debt remained flat year on year at 4.5%, and this was mainly due to some well-timed hedging of some of our floating rate exposure that we carried over the financial year end. You can see as at June 2025, our debt book is hedged at 92.5%, which is up from 88.2% in June last year. Looking ahead, despite the higher interest rate environment, we're only expecting marginal increases in the cost of funding given the staggered maturity profile, when no more than 10% of the debt book matures in any given year. I'll discuss our liquidity position in more detail shortly, but the headline is that it remains strong with $3.7 billion of corporate liquidity and in excess of $1.7 billion in balance sheet capacity, which can be utilized to fund some of the opportunity pipeline that Michelle spoke to a moment ago.
Slide 17 presents the free cash bridge, and that shows a 7.6% or $141 million increase, and that's mainly driven by higher EBITDA, which was partially offset by some higher proportional net finance costs. While the weighted average cost of debt remains steady year on year, finance costs increased by $35 million, and this was driven by approximately $1 billion of additional drawn debt to fund current projects, and that's really an investment in future growth. Interest income also declined slightly, which reflected lower average cash balances over the period. In addition, tax paid increased marginally across pockets of the group, and we also saw the commencement of debt amortization across CityLink. Overall, the result reflects strong operational leverage and disciplined cost control, which has flowed through to free cash growth. If you move to slide 18, you'll see a clear illustration of the operational performance I touched on earlier.
The year-on-year operating EBITDA improvement was supported by particularly strong results from our Transurban Chesapeake business in Virginia, as Michelle just mentioned. When you couple that with flat cost growth across the group, this contributed to the margin expansion of 140 basis points that I spoke to earlier. A key feature of the result was the flat proportional operating costs, and we've set out some more detail of that on slide 19. Over the past year, we've remained focused on driving efficiency across the business, and we've now been able to achieve this for the past couple of years. We've strengthened our supplier engagement to drive better value, streamlined our systems to unlock technology efficiencies, and refined our asset lifecycle planning to ensure we're managing resources as effectively as possible. We believe there's more opportunity in front of us in relation to this.
At the half year, you may recall we noted that part of the cost outperformance was timing related, with maintenance spend expected to be more heavily weighted to the second half, and that did play out as anticipated, with approximately $80 million of the spend in the second half compared to $50 million in the first half on maintenance. Going forward, we anticipate the proportional group spend for maintenance to increase over the coming years as a number of the assets enter their new cyclical phase or their next cyclical phase, notably with WestConnex entering its first major cycle. We do see meaningful opportunities to refine our maintenance program and asset lifecycle models. With the new enterprise operating model now in place, we're better positioned to manage maintenance costs, unlocking efficiencies, and supporting long-term portfolio optimization.
Looking ahead, we expect cost growth to remain below inflation in FY 2026, excluding new assets, and that's also subject to the level of development activity, which can vary with the opportunity set in front of us. If I turn to our balance sheet and funding summary, after accounting for committed project spend and distributions, we estimate balance sheet capacity in excess of $1.7 billion, and that positions us well to support further growth. We expect additional capacity to emerge over time on the basis that EBITDA is expected to grow. As you can see on the right-hand side of the slide, our treasury team has already progressed on the funding task for FY 2026, refinancing $700 million of the corporate debt early in June.
Finally, despite some volatility in debt capital markets through FY 2025, we were able to consistently secure strong outcomes when accessing debt markets, and this really reflects the depth of our funding relationships and the quality of our credit profile. Slide 21 brings together our capital allocation framework, and this is one that we presented previously. It provides a clear lens into how we think about the portfolio, delivering consistent growth in distributions while creating capacity to reinvest in the business and support future growth. The framework illustrates how we think about funding of distributions and growth opportunities, and in FY 2025, we delivered 4.8% growth in distributions per security, which was underpinned by 7% free cash per security growth and 7.4% operating EBITDA growth. That demonstrates the strength of our model and the momentum within the portfolio.
We invested $700 million in CapEx during FY 2025 and have $600 million committed for FY 2026 to finish out those projects. Our balance sheet remains well positioned to support growth opportunities, and we're actively assessing opportunities across the portfolio and in new markets. I'll wrap by saying we're very pleased with the financial performance this year. We've seen resilient traffic growth, disciplined cost control, and margin expansion, all underpinned by a clear focus on operational efficiency. These outcomes are setting a strong foundation for sustainable growth that's going to drive returns. From a funding perspective, we're in a robust position. Our balance sheet continues to support delivery of committed projects, and we're actively evaluating new opportunities both within the existing portfolio and in adjacent markets where we see potential to unlock further value. I'll now hand back to Michelle for some concluding comments.
Thanks, Henry. Today's result reflects the tremendous progress we've made over the year and the tangible outcomes we're delivering. We've moved the dial on some of our biggest opportunities, from progressing toll reform to becoming a more customer-focused business and resetting our cost base. We have emerged a more nimble and efficient business positioned for growth. We're entering FY 2026 with momentum, a solid foundation, and a clear ambition to continue driving value. Let us now open up for questions.
Thank you. If you wish to ask a question, please press star one on your telephone and wait for your name to be announced. If you wish to cancel your request, please press star two. If you are on a speakerphone, please pick up the handset to ask your question. Your first question comes from Andre Fromyhr with UBS.
Thank you. Good morning. Firstly, I just wanted to ask about the guidance for distributions at $0.69 per share and recognizing that we're in the new distribution policy settings of the 95%- 105% payout ratio. I mean, should we be interpreting the $0.69 as a point estimate, you know, at the 100%, and then the uncertainty around traffic and performance is the wiggle room around that, or are you somehow sort of preparing your cash flow coverage at an alternative level for FY 2026?
Henry, to answer that, thanks, Andre.
Yeah, sure. Look, we don't provide guidance on where we think we'll sit within the 95%- 105% range, but clearly the Board wouldn't put guidance out unless we were comfortable in terms of our ability to meet that, subject to a number of variables. That's probably how I'd answer that, Andre, in terms of where the coverage range sits. We do obviously contemplate differing scenarios around traffic. We do have an ongoing focus around cost discipline within the business, and that's going to remain into FY 2026. You can hear from the cost guidance I've just given around an objective or guidance to come in below CPI growth again this year, obviously excluding new assets. It tells you that will be an ongoing effort that will then support the distribution outcomes.
Yeah, maybe what I'd add to what Henry said is when we think about the distribution, and one of the reasons we changed the policy to 95%- 105% was just being conscious of the glide path of distributions as well. It all sort of gets taken into account.
I guess a related question. There was a comment in the pack around the expected contribution from West Gate Tunnel to be broadly neutral to free cash flow. Is that a comment specifically about FY 2026, or is that true for a longer period of time? Maybe you could remind us what is the run rate of cash finance costs that switch on once you start operating the asset?
Yeah, this is a comment that's consistent with comments we've made for some time, but I'll get Henry to go through the detail of that.
Yeah, so there's two components to it. The comment around being broadly neutral to free cash is a comment we've been making now for a number of periods, and that does relate to FY 2026, Andre. You would expect as traffic and revenue ramp up on that asset over time that it would start to make a positive contribution in the years beyond FY 2026. In terms of the quantum of capitalizing interest costs, you'll see it in the back of the deck. I can't recall which slide, but it's $171 million capitalized in FY 2025. Slide 51, someone's just pointed out for me now.
Great, and if I can just follow up on your comment just then, Henry, about the ethics on costs. If I understand the context here, the focus from the org structure changes has primarily been on headcounts. I'm curious to understand how much remaining opportunity there is on costs when you move across to, let's say, the non-headcount parts of the cost base.
Yeah, sure. Look, the first thing to note is that the changes we made to the organizational structure don't flow through into the outcome in FY 2025. That's an FY 2026 prospect, and it tells you that we've been doing a lot of things inside of this business beyond just looking at the composition of the workforce. A big focus is around the corporate costs, and we have been able to have quite a bit of success around rationalizing third-party costs within the business, thinking about how we can get some technology rationalization going, simplifying some of our systems. It is quite a broad-based effort going on across that corporate cost because we are continuing to invest in other areas. Notwithstanding the fact that the actual maintenance spend was a little down year on year in FY 2025, that will increase in FY 2026.
That's certainly our expectation, and that reflects the intention for us to continue to invest in areas where we think we'll add value. For instance, you know, you will see us undertake some maintenance on assets like the M2, where we'll do some resurfacing works in FY 2026. There'll be some swings and roundabouts in terms of where we achieve some savings and where we make some investments. It's a very broad-based effort across a range of areas, probably with a focus more on corporate than other areas in terms of where we've been able to have success to date.
Great, thank you.
Thanks, Andre.
Your next question comes from Adam West with JP Morgan.
Hi there. I'm just wondering, so EBITDA margins look to be down in Sydney, North America this year. Is there anything specific to call out there?
I think, and Henry can sort of jump in, when you look at EBITDA margins, because of some of the structural change we've made in the business, you're probably better off looking across the group. It's essentially reflective of what Henry said. We've been focusing on costs, particularly in corporate, and that's where the bulk of the changes we've made have taken place, investing more into the roads. You've got some of the roads increasing in maintenance costs, for example, and we're offsetting that with savings in corporate.
Yeah, I think that covers it well. We did see an increase in road operating costs, for instance, which you will see in the breakdown, and some of that is obviously centered on the New South Wales business in terms of where some of that cost has come through. The broader piece is, I think the step back is to look at that's why we have a broader portfolio so that we can balance some of the swings and roundabouts in the movements like that.
Yep, that's clear. Just looking at the opportunities, I'm just wondering, have you got a sense of how competitive the bidding process for the, I guess, the I-285 East and I-24 in America would be?
Look, it's probably a bit early to comment on that. There are a number of parties that have been shortlisted, of which we're one. We think it's a region where there is lots of potential for longer-term growth, but it's probably a little early to comment on that, Adam. One of the reasons we thought partnering made sense is as we go into that kind of process, it makes sense to appropriately balance risk and return early, and then if we're successful, give us optionality to build a bigger presence over time. That's why we've taken that approach.
Yep, no, that's clear. Just a final one from me, there's been a couple of reports in the media in the last couple of weeks that Canberra motorists are set to get a refund. I'm just wondering, do you have any indication on how large that would be, or is it just largely immaterial?
From a financial perspective, we're not expecting it to be material. It was something that the issue was around duplicated plates, affecting not just us, affecting others. We did get it wrong. We shouldn't have got it wrong. We're putting customers right, and we're working with both New South Wales and ACT governments to get the data we need to be able to put in place longer-term fixes on the issue.
Thanks .
Thanks, Adam.
Your next question comes from Ian Myles with Macquarie.
Hey, Ian.
Good afternoon. Good morning, sorry.
Feels like afternoon. No problem.
Quick one. Yeah, it's going fast. Your West Gate Tunnel, the dealer asking for some more money, et cetera. Can you just confirm when you signed the sort of the updated contract, it was fixed price, fixed time, and are you comfortable to say that you don't carry any liability associated with that?
Firstly, this project is going to be amazing when it opens, and we're certainly getting closer to the end. We can see the end in sight. As I noted in my remarks and in the presentation, the contractors had some challenges. A lot of those have been reported on, and if a claim comes, we'll have to assess it. As we sit here today, we're not aware that it would give rise to any material liability for us, but if a claim comes, which is normal at this end of a project, we'll just have to assess it.
Yeah, you're not saying you had a fixed price, fixed time contract then?
No, we did. No, we absolutely did, Ian. What I'm saying is, if a claim comes, we'll have to assess it in the ordinary course. As we sit here today, we're not aware of any material liability.
Okay. You sort of hinted about the M7 needing another widening in the northern section. You went through that consideration when you probably negotiated with government on the broader widening of the road. What's changed, at least, to move that? Can we, should we be thinking that this might be also part of a wholesale settlement around the toll reform?
Congestion has continued to build in that part of Sydney, and clearly there's been a lot of economic growth, a lot of new businesses being formed, job growth, and it made sense to do the existing widening of the M7 first. Over time, congestion in that sort of M2, M7 part of the corridor has continued to grow, and it's more the M2 than the M7. We'll see. It's probably a bit early to say when and if there's going to be anything there, but we want to call it out as an increasingly congested corridor.
Have you put a proposal to government for it already?
We talked to government about a lot of things around the road network, so you could imagine we have constructive discussions on the performance of the road network all the time.
Okay. In terms of the settlement with the government, is it fair to assume that this whole thing is smaller, not grander, than what it started as?
It's probably premature because it's going to be up to the government to announce what the outcomes are. I think, as I sort of said in my remarks, it is a whole road network, and every change has a, it's not just about a price. There's a network efficiency and network impact of any change, and all of that's been taken into account. The positive is the government's been very clear, publicly and with us, that they respect the value of contracts, that they respect revenue, and we know that's been something that's been really important to our investors. Within all of that, we're iterating around solutions, and hopefully there's a bit more to say on that over the coming months.
Okay. One final question. In 5 West, the maintenance provision really does look like it's being drawn down pretty hard, and I think you hinted that you're trying to negotiate that to be deferred with conversion. I'm sort of wondering where that's occurred.
Do you want to take that, Henry?
Where that's occurred?
Yeah, look, that's still our intention, Ian, we haven't actually got to that agreement yet, so we just had to take it through now in this set of results. I think when we look forward to future periods, we still have an intention and an unassumed likelihood that we will get to that position.
Either way, we've got to do, you know, we will do the maintenance over the right timeframe, and it is because we have new partners coming into that asset. It will still be our responsibility to undertake that maintenance.
Yeah, okay. Thanks, guys.
Thanks, Ian.
Once again, if you wish to ask a question, please press star one on your telephone and wait for your name to be announced. Your next question comes from Rob Koh with Morgan Stanley.
Hey, Rob.
Good morning. Congrats on the result. Apologies if I'm asking a question that's covered in your presentation. I had to join your call a bit late. Apologies.
Sorry, we're not too busy today.
Thank you. I just wanted to ask a question about the Tennessee Choice Lanes possibility. I know that it's early days, but my understanding is that these are going to be raised lanes. Will they also be variable toll and three passenger free kind of things? Is there any technological developments that we should be thinking about for that project?
They will be express lanes or choice lanes, as they call them. All of the details are just being worked through at the moment, so it's a bit premature to say much more than that in terms of how they'll operate. We're literally going through that process. Over the next period of time, there'll be more detail emerge, but yeah, they'll definitely be express lanes.
Okay, thank you. All right, from the big picture growth to a more detailed modeling style question, I just wanted to do my best to understand how I should think about your proportional costs for FY 2026. The guidance is to be below CPI for the year of, I guess, a $947 million base. Is that, I guess, inclusive of the $50 million cost target announced previously? That would get me to my number, and then I should add on some OpEx for West Gate Tunnel. Is that the right way to think about the bridge?
Yeah, that's a pretty good way to think about it. Maybe to just help people dimension the new assets, we'd expect that to be about 3%- 4% growth on that FY 2025 base in terms of the volume of costs that would come through associated with West Gate Tunnel and a tiny bit of NEXT.
You get the revenue on the other side.
You get revenue associated with that cost, yep.
Okay, all right, and this is possibly a question for offline, but just looking at slide 56, which is the timing of the tax, looks like Transurban's tax has pushed out a year. Anything particular driving that one?
No, I don't think so. There's a little bit of movement at the margins, but Chesapeake doesn't really come online for a few years as a taxpayer. I think that's more an anomaly in the current year.
Okay, right on. Thanks so much.
Thanks, Rob.
Your next question comes from Justin Barratt with CLSA.
Hey, Justin.
Good morning, guys. Good morning, yeah. Thanks very much for your time. I just wanted to check, obviously, you have mentioned New Zealand as a new market opportunity in the past, and you reflected it again in your opportunity set today. I just wanted to see if we could get an update there on, I guess, broader conversations with the broader New Zealand market there.
Yeah, the New Zealand government's working through market soundings in relation to what the structure is going to look like, particularly the tolling structure around opportunities. We participated, we gave them some ideas and thoughts, including some thoughts around road user charging, some of which they picked up in their recent announcements. They're just working through that process, and then subject to where they get to and what the structure is, we'll make an assessment about which, if any, of those projects sort of make sense. I think what we were quite encouraged about was the modern approach they're taking to road user charging with it replacing excise tax pretty quickly and a digital approach. We think some of the investments we've been making in terms of mobility and digitization, we may be able to be part of a solution there, but it's too early to say.
Yeah, fantastic, fantastic. Another one I just wanted to double check on, any broader commentary on how we should think about capital releases going forward and the likelihood of those in the next few years?
Yeah. You recall when we shifted the definition of free cash as the basis for supporting distributions, we moved away from capital releases being part of that, and we've stopped providing guidance on that. There are assumptions that we have internally around our ability to access capital releases, which in the current debt market environment we test quite carefully in terms of when we access it, the timing of them, and the quantum of those. We've moved away from giving a profile of capital releases to rather thinking about how you might dimension the debt capacity that comes onto the balance sheet or the incremental debt capacity that comes online with the increased earnings.
That is obviously dimensioned by the credit metrics that we have in place, which keep us within our current ratings band, principally with Moody's and S&P. Previously, I think we've spoken about in the order of $1 billion of additional debt for every $100 million. It does move around a little bit, depending, it's a little bit less at the moment than where that was when I've previously given it. In broad terms, that gives you a ballpark of the quantum of additional funding capacity that we see available to us on the balance sheet associated with the earnings increases.
Yeah, fantastic. Henry, just while I've got you, it's very clear that you have gotten a lot of cost efficiency from that broader corporate part of your business, as you mentioned in response to a previous question. I was curious to understand a little bit more about going forward.
Getting cost growth below inflation is obviously going to be a very good effort. Where should we think about those cost efficiencies going forward coming from? Is it again more from that corporate part of your business again?
Yeah. Look, certainly that remains a focus. I think the step back is we, Michelle and I, certainly see this as a multi-year journey that we're on. We've already, I think, delivered two years of fairly consistent cost discipline within the business, and we've projected towards a third year now. We are looking beyond that in terms of what we think is achievable in managing this business in a disciplined way, and that should flow through to the cost line.
When you get to the specifics of where that is coming from, obviously we made the organizational changes in FY 2025, which will flow through to support that cost position in FY 2026, but there are other areas. The increasing maintenance costs, which are coming through as reflected in the provisioning, are still an area that we're quite focused in on controlling and managing, and we think there's opportunity there to optimize our practices. We obviously moved to an enterprise-based model, and we're seeing some benefit in bringing those teams together to take more of an enterprise lens across the business. We think there's further opportunities when we look into the corporate space, particularly around ongoing technology rationalization and working to simplify systems and working to just manage that broader third-party spend that comes in.
Fantastic. Thanks, guys.
Thanks, Justin.
Your next question comes from Nathan Lead with Morgans.
Hi, Nathan.
Good day, Michelle and Henry. Just two or three questions for me. First up, when I'm looking at the traffic growth versus revenue growth, what really stands out is what's happening in North America. My question to you is, first up, how much further can the strength and the dynamic pricing on the Express Lanes go? I've just noticed there's quite a disconnect between traffic growth and revenue decline on the A25. Maybe if you can just explain those two things, please.
Yeah, why don't I take the first, and then Henry can cover the A25. Certainly what we saw over the last year or two, but very much this year, was as new capacities come online, the way in which drivers are seeing the value of the express lanes has been really positive. Outside of congested periods, we've seen a pretty big pickup in both volume and price. We think there is more to be done there. Clearly, everyone's watching the U.S. economy, and you know we'll go through whatever cycles that goes through. From a pricing perspective, yeah, we do see more potential there, Nathan.
If I pick up the A25, look, this is an asset that has been disrupted for some time. There's obviously some adjacent works going on around the Lafontaine Tunnel Bridge repairs, and that continues to be an issue here on this asset, which is limiting the full recovery from those COVID years, and that's really going to carry through it forward for a little while yet. It's not until the back end of calendar 2026 that we see that issue dissipating. I think that's probably the key issue we'd call out there.
Okay, great. Secondly, you know slide 26, you note that you're expecting the impact from construction projects in Sydney to dissipate. Can you, are you able to give us some sort of steer about what sort of impact you think that will be on traffic? Something we can actually work with, quantify?
If I give you kind of the macro, Henry can step through some more of the details. You've got Warringah Freeway, that will start to dissipate over the next year in terms of the construction impacts. Clearly, M7, as we open that sort of in the middle of next calendar year, we've spoken in the past about both the traffic impact from construction and then the pretty strong uplift when it opens. The M6 has been unknown when that's going to open. In terms of dimensioning the impacts, Henry, did you want to add anything?
Yeah, and maybe to call out where it's impacting most, the CBD-related assets. When we talk about those, generally we're talking Cross City Tunnel, Lane Cove Tunnel, Eastern Distributor, are the most impacted, and their numbers were down year on year. That is a construction impact compounding a sort of redistribution issue that came with WestConnex on those assets. We do think we passed the peak of construction, so we do start to see a recovery in those numbers on those assets, but that is probably where the most accentuated impact has come through on the network in terms of timing. It's calendar 2026 for Warringah and M7, so that's why we talk about passing the peak of construction.
Okay, great. Thank you.
Thanks, Nathan.
Your next question comes from Anthony Moulder with J efferies.
Morning, Anthony.
Good morning all. If I can start with the West Gate Tunnel, you're saying that it won't add a lot, and obviously the capitalized interest starts to be expensed, but you've received a lot of the benefits of West Gate Tunnel upfront in CityLink. How should we think about the impact across the broader network in Melbourne from West Gate Tunnel?
Yeah, I'll pass that to Henry Byrne.
Yeah, sure. Michelle made the observation earlier, this is an incredible project. It's the most significant addition to the Melbourne road network in many, many years, and it will have a transformational impact on the network here. The key, and we put some of this detail in the presentation, is it goes to the catchment zones that it's going to serve. It's alleviating the single biggest pinch point on the network for those coming in from the west, which is the growth part of the city, or the highest growth part of the city, I should say. You have 200,000 vehicles a day going over West Gate Bridge currently with no other option. This effectively provides a pressure release valve for that and then provides a way of distributing traffic to the north of the city.
In addition to that, it will take thousands of trucks off local streets and provide them with direct port access. It's quite transformational when we step back and look at it in terms of what that will then do for the broader value proposition on the network. It will strengthen it significantly or restore it in some respects for those who've been weathering quite significant construction impacts now for a couple of years. The preceding example we'd point to for the kind of uplift you see or reaction you see from road users when that value is presented is what happened in Sydney with the delivery of the final pieces of the WestConnex project and particularly that M8 tunnel that gave that incredible value proposition for those commuters coming in from the west.
We see something akin to that emerging on the Melbourne network for us as we look out into next year.
Very good. The impact that you're talking to is a flat impact in FY 2026 once it's opened, and that's across the broader network as a consequence of that capitalized interest becoming expensive effectively.
Yeah, that's right. Bearing in mind that the value on this project was tied to more than just the traffic and revenue off the tunnel, this is sort of the final piece in the value puzzle for this project. It has been delayed for us, obviously, but when it comes online, it will be broadly neutral as a standalone piece, and it will ramp from there to kind of add incremental free cash in future years, as I referred to earlier.
Very good. If we can switch further north to Brisbane, now that the Olympics are a bit closer, it's more of a plan, some would argue not a plan, but more of a plan from the State Government of Queensland. Where are you as far as some of the expenses that you would have had to have signed by now in Brisbane, please?
Yeah, we talk about two things in the presentation. One is the Logan West upgrade, which we announced a little while ago, and we're just working through the next stage of that. We've been doing some investigative works, we've been engaging with the community, and the next milestone on that is to get to a binding proposal sometime next year, mid-next year, I think it is. In the 2032 delivery plan that the government put out a few months ago, they included there a couple of interchange enhancements on the Gateway, and we're at the early stages of just working through that. Longer term, clearly for our business, it's about way more than the Olympics. It's about just a very strong population and economic growth that we've been seeing in Brisbane generally, and we continue to remain pretty optimistic about Brisbane over the longer term.
Very good. Thank you.
Fantastic. Thanks, Anthony.
There are no further questions at this time. I'll now hand back to Ms. Jablko for closing remarks.
I'm going to hand straight to Craig to close it.
Time this morning. Please come through to the IR team if you've got any questions and queries over the course of the day, and enjoy what looks to be a pretty busy day ahead. Thank you.
Thanks, everyone.
Great work today, everybody. We'll have all those reporting details back at you.