As at June 2018, we employed approximately 217,000 people globally, including around 210,000 in Australia, making the Wesfarmers Group Australia's largest private-sector employer. Of our people, approximately 64 per cent are employed on a permanent basis and 36 per cent are employed on a casual basis. In addition to our employees, our divisions engage contractors in a range of roles. There are seasonal variations in employment numbers, with a peak throughout the Christmas/summer period in line with the broader retail industry. In the 12 months to 30 June 2018, we employed 66,310 new people across the Group in a range of permanent, part-time and casual roles.  Over the same period we have had a net decrease in our overall employee numbers of approximately 5,600 people. A decrease in numbers resulting from the divestment of the UK Homebase business was offset in part by increases in employees at Coles and Officeworks. Our voluntary turnover rate for permanent employees across the Group was 15 per cent (2017:18 per cent). Where headcount reductions are necessary, our divisions seek redeployment opportunities and where this is unsuccessful, they offer redundancy packages and outplacement services to affected employees.  We pay at least minimum wage in all locations in Australia as required by law and in no areas of operation does minimum wage vary by gender. Our 217,000 people are mostly located in Australia, with around 6,500 in New Zealand and 815 in other global communities.

Wesfarmers’ divisions provide numerous job-specific and career development training opportunities that cover technical skills, customer service, team work, leadership, and much more. These programs are available to full-time, part-time and casual employees. At a Wesfarmers Group level, the talent team focus is on the potential and capability of our leadership teams and general managers, ensuring that they have the capabilities we require for today and for the future, as reflected in our values and leadership model below. We focus on setting standards for talent, leading cross-divisional talent development processes and supporting the individual development of our most critical and highest potential leaders. This year Wesfarmers has also launched a Group-wide investment in awareness and capability building associated with data analytics, in line with one of our strategic focus areas. Our processes for identifying, developing and retaining talent are categorised into four work streams:  Know, Grow, Connect, and Include, as shown below. Our key Group leadership development and talent management-related activities for 2017/18 include: Facilitating twice yearly divisional talent reviews, focused on divisional leadership team bench-strength and succession; chaired by the Managing Director and Chief Human Resources Officer Providing bespoke 360 degree assessments and individual development plans for more than 60 general managers and leaders in critical divisional leadership team roles Developing a leader-led Wesfarmers Commercial Leadership program to be rolled out to all divisional leadership team members and GMs in FY 2018/19 Providing training on analytics for leaders and a new role of ‘translators’ across all businesses Delivering and distributing WEStalks – 15 talks on leadership challenges and personal storytelling accessible to all team members via a mobile platform Launching an HR community of practice across the Group to share and strengthen practices

More than 87 per cent of our workforce is covered by collective agreements. We recognise the right of those we employ to negotiate either individually or collectively, with or without the involvement of third parties. Collective agreements typically include provisions for notice periods and provisions for consultation and negotiation. We also believe in maximising the flexibility of workplace arrangements available to our employees and their managers. During the year, workplace relations at Coles received some public attention. In 2017, Coles reached agreement with bargaining representatives for a new Store Team Enterprise Bargaining Agreement covering over 80,000 supermarket team members. The 2017 Agreement was approved by 90 per cent of participating team members in a ballot which concluded in February 2018, and subsequently by the Fair Work Commission in April 2018. The 2017 Agreement provides: for team members to be paid more than the Award at all times certainty about future pay increases for each year of the Agreement protections around take-home pay for existing team members choice of superannuation fund the right to request increased contract hours or to be made permanent access to additional benefits, including a number that are above the Award, such as two days paid Domestic Violence Leave and paid Compassionate Leave of up to five days. GRI 102-41, GRI 407-1, GRI 103-1, GRI 103-2, GRI 103-3