During the period under review, the number of new employee hires was 200 and employee turnover was 6.8% of the total workforce.

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1 Human Resources Our people are one of the three fundamental building blocks of the company and are central to its success. Our strategic approach to managing our people recognises that they are key stakeholders and essential to the continued sustainability of the company. As a result, we are committed to providing a safe, healthy and enabling workplace that is characterised by mutual respect, fairness, integrity, non-discrimination, equal opportunities and open, two-way engagement. Owing to the geographic diversity of our workforce, we have developed an appropriate blend of global, regional and site-based policies and programmes. We follow the guidelines promulgated by the International Labour Organisation (ILO) and comply with all legislation governing conditions of employment and labour relations in the countries in which we operate. Employee remuneration and benefits Our approach is to provide all potential and existing employees with equal opportunities in terms of recruitment, promotion, transfer, employee benefits, training and conditions of service. We provide well-structured employment contracts and fair and competitive remuneration. We offer an equal rate of pay to male and female employees of equivalent experience and the Probuild group has committed to supporting the Workplace Opportunities for Women (WOW) initiative in Australia. The benefits that we provide our full-time employees, over and above the legally mandated employment benefits, include retirement funding and medical scheme benefits. When hiring employees in Africa, we give preference to members of the local community where possible and, in some cases, offer training opportunities to community members that will allow them to develop the skills they need to be employed by the group. WBHO HR-related policies The following HR policies are available as PDF documents for download in this section: Recruitment Policy; Maternity Leave Policy; and Training Policy.

2 Workforce by region, contract type and gender REGION CONTRACT TYPE TOTAL HOURLY MONTHLY MALE FEMALE MALE FEMALE MALE FEMALE SOUTH AFRICA AFRICA AUSTRALIA TOTAL During the period under review, the number of new employee hires was 200 and employee turnover was 6.8% of the total workforce. Employee relations and industrial action WBHO recognises the rights of its employees to engage in collective bargaining and 78% of employees in South Africa are covered by collective bargaining agreements. We have recognition agreements in place with both the National Union of Mineworkers (NUM) and the Building Construction and Allied Workers Union (BCAWU) in South Africa and adhere to collective bargaining agreements, with due regard to the relevant legislation. WBHO does not tolerate discrimination and also upholds the rights of its employees to freedom of association. Potential employees are also advised of their rights in this regard. Within the group, the level of union representation is relatively low, nonetheless, with only 28% of employees electing for union representation in FY13. We consult with employees in advance of any significant operational changes and we consult with unions with the aim of reaching agreement. Negotiations on substantive matters take place at industry level with the South African Federation of Civil Engineering Contractors (SAFCEC) and the representative unions. While this process covers the majority of our hourly-paid employees, the balance are covered by various bargaining council and voluntary bargaining forum agreements. The number of days the group lost as a result of industrial action in South Africa decreased in FY13 to just 12 days. In Australia, the Probuild group has successfully negotiated four enterprise bargaining agreements across the group, which assist in providing predictability in the forecasting of costs and ensuring consistency across the group.

3 Development and training We prefer to develop internal talent rather than hire from outside whenever possible and have a policy of developing and promoting people from within the group. We consider investing in the development of our people to be a prudent way of ensuring the long-term success and sustainability of our business. Our focus is on ensuring all employees have access to training and development programmes that are relevant to their positions in the company and their personal growth. For further information, please see our Training Policy, which is available as a PDF document for download in this section. During the period under review, a total of employees received, on average, three days (24 hours) of training at an average cost to the company of R9 302 per employee. Number of employees trained Female 293 Female management 114 Male Male management 801 Average hours spent per employee 24 Hours (3 Days) Average amount spent per employee R9 302 We also spend time and effort supporting government and industry education initiatives. In South Africa, WBHO complies with all of the requirements of the Construction Education and Training Authority (CETA) and a comprehensive Workplace Skills Plan (WSP) has been drafted and submitted. We also emphasise the importance of getting Professional Engineering candidates (PR Eng) registered and registering qualified engineers as Mentors with the Engineering Council of South Africa (ECSA). Investment in skills development FY13 FY12 FY11 Total Spend (R 000) Number of Learners Number of Learnerships Number of Bursaries Number of Mentees

4 The learnerships WBHO has registered include: Supervision of Construction processes; Administration; Surveying; Safety; and Roadworks. We currently have 162 learnerships in progress, a 20% increase from FY12. WBHO currently sponsors the studies of 36 Bachelor of Science students and 26 National Diploma students. We are also providing in-service experiential training to a further 67 National Diploma students. Our bursary students also receive training at WBHO during their mid-year vacations, which includes soft skills and technical training on our systems, procedures, cultures and values. During the period under review, 20 of our employees received bursaries to fund their part-time studies. Go for Gold scholars are sponsored by WBHO in the Cape Province. The initiative is for scholars who show potential in mathematics and science and an interest in our industry. Once they have completed school, they undergo practical training before being considered for a further bursary. WBHO Core Contracting Competency Framework (C4) At the end of the Management Development Programme, it was identified that the standard Structured Mentoring Programme offered significant value in terms of building confidence and variety of other important soft skills for management development, but that there was not enough technical content. At the same time, it was recognised that there were often varying degrees of technical and management competence further up the WBHO career ladder. The solution was to develop an over-arching WBHO Core Contracting Competency Framework (C4) that would provide a robust and scalable career development model, for positions from Site Engineer to Contracts Director, and beyond, with agreed levels of proficiency at each step. The C4 programme commenced in July 2012 and will conclude at the end of The participants of this programme were carefully selected by a Review Panel. In-house training: engineers WBHO has developed an in-house training programme that focuses on young engineers who have joined our company within the first three years of their careers. This programme covers: the policies and procedures of the company; administration functions and contact details; quality; environment; safety; tendering; together with a visit to our plant and services yard. In-house training: assistant site agents WBHO developed also an in-house training programme that focuses on Assistant Site Agents and Site Agents with between three and six years experience. Topics covered by this programme include: scaffolding; costing; sub contractors; brickwork; and many more.

5 Diversity training WBHO is currently using an external provider to conduct Celebrating Diversity training for the company. This training intervention is an ongoing process. DIVERSITY TRAINING Total number of employees trained 319 Total hours spent on diversity training Total hours spent on Females 164 Total hours spent on Males Anti-corruption training Training on anti-corruption procedures is outsourced to an external provider, Compliance Online. The training is completed online by senior management and all staff involved in tenders and procurement.