BIENIO DE TEOLOGÍA MORAL

The Human Resources (HR) Corporate Function works closely with the local HR departments to implement a uniform per- sonnel strategy. The focuses of strategic HR work in fiscal year 2013/14 included developing employees’ leadership skills and professional expertise across all management levels as well as change management.

Personnel structure

A total of 6,503 employees worked in the Aurubis Group worldwide as at September 30, 2014. Of this number, 57 % were employed in German plants and 43 % worked in other countries.

Aurubis Group personnel are mainly dispersed among the fol- lowing countries: Germany (3,676), Bulgaria (822), USA (691), Belgium (531), Netherlands (320), Finland (200) and Italy (133).

R&D expenditure € million 12/13 11/12 10/11 09/10 13/14 10 8 8 8 8 10 8 6 4 2 0

Aurubis Group employees

Number as at September 30 6,503 6,563 6,372 6,279 4,831 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 12/13 11/12 10/11 09/10 13/14

Aurubis Group personnel structure

Number as at September 30, 2014: 6,503 4,136

Blue collar White collar2,063

304

Apprentices

Apprentices at the Aurubis Group’s German sites: 278 (7.5 %)

Management Feedback and Employee Survey

Our managers have an important leadership role within the Group organization. They manage the employees in the international company environment on the basis of uniform corporate values and the Aurubis management guidelines. Two years ago a Management Feedback program was success- fully introduced for the highest management level as a new leadership instrument in the form of a structured dialogue for intensive discussion between managers and their respective employees. Due to the positive experience with this program, we are implementing it for the next management level across the Group as well.

The most significant feedback instrument in fiscal year 2013/14 was a group-wide Employee Survey, which addressed all em- ployees for the first time ever. It took place in late 2013 and provided a good insight into the views of our personnel. Many employees participated in the survey and expressed their opinions. More than two-thirds of all of the employees offered their feedback, leading to a solid data pool for meaning ful results. These results were evaluated, action areas were defined and concrete measures were developed. The key points iden- tified – whether group-wide or local issues – were addressed and handled.

Development of specialists and managers

It is the employees who decisively contribute to Aurubis’ success. In light of changing circumstances, rising complexity and a difficult economic environment, we are required to live the principle of “continuous improvement”. Changes must be handled competently, and internal and external communi- ca tion must be professional. We therefore view continuous development as an investment in the future. Supervisors speak with their employees about their strengths and development ideas in an annual development discussion.

Qualification programs aligned with personnel needs form the framework for systematically building employees’ professional skills. With the Leadership Development Program, Aurubis offers established and successive development courses for managers at all levels and therefore has an important compo- nent for establishing a corresponding leadership culture at its disposal. In addition, tailored networking events are offered to ensure that the insights gained are maintained and intensified. Networking among the managers in the Group also helps strengthen corporate identity. Moreover, new forms of person- nel development were recently initiated, in particular to shape change processes and improve dialogue.

EXPLORE! program for high-potential employees

After a successful first run of our international successor program EXPLORE! for potential managers, the second round of the program concluded in summer 2014. Candidates from various sites took part in the program, which included presen- tations, active learning, team-oriented exercises, fireside chats and project work.

University marketing activities were further expanded. In addition to close cooperation with our partner universities in Aachen, Freiberg and Leoben, we intensified contact to addi- tional universities in Hamburg. We offered a total of 50 intern- ships in Hamburg. The percentage of female interns rose compared to the previous year from 28 % to 34 %. Additionally, the number of supervised thesis projects in technical and com- mercial subjects increased considerably. Several interns were able to work at various Group sites and were therefore able to gain international experience. The offerings were rounded off with scholarships, dissertations and visitor groups.

Education and training

Drawing in qualified specialists and managers is still of central importance for Aurubis. We have different methods for this purpose:

Career information events

This year we took part in a variety of fairs and events once again, including the “Career Start Fair” in Hamburg and the “BIT Career Information Day” in Lünen.

The “mint:pink” program, which involves multiple schools, started in early December 2013. The term MINT is an acronym for mathematics, informatics, natural sciences and technology. The addition of “pink” indicates that the purpose of the pro- gram is to address female students. Companies with both male and female managers have better results, a more pleasant work environment and more open communication. One aim of the program is to raise interest for MINT subjects among female students.

The focus of our third career information day “Your Future Starts Here”, which took place at our Hamburg plant in May 2014, was on drawing in young employees. More than 500 visi tors received information about apprenticeships, the range of qualified jobs available and other career options. The third “Apprenticeship Night” in September 2014 in Lünen was a great success once again. It was organized together with other companies from the Lünen area, the city government, the Lünen Economic Promotion Center and the local employ- ment office. Around 500 visitors were able to gather informa- tion about qualified jobs at Aurubis at interactive stands. New apprentices start their training at Aurubis AG In August and September 2014 a total of 75 young people started apprenticeships at Aurubis AG.

In light of the lack of young employees in industrial appren- ticeships, the selection of suitable applicants is becoming increasingly difficult. It is therefore that much more important to continue efforts to increase entrance qualifications. Aurubis is involved in two projects: the 10-Plus project which we are carrying out together with the neighboring Hamburg Veddel District School and a project for enhancing entrance qualifica- tions with the Käthe Kollwitz Comprehensive School in Lünen. In addition to a preliminary apprenticeship, the concept of an apprenticeship together with university studies is becoming more and more important. It is increasingly difficult to find suitable IT specialists in particular. As a result, this year we started apprenticeships in Hamburg for informatics specialists, who are simultaneously studying Business Informatics at the Hamburg School of Business Administration (HSBA) or the Northern Academy of Applied Informatics.

Aurubis AG had 220 young employees in apprenticeships as at the balance sheet date, making up 7 % of the total workforce. The retention rate following the apprenticeship period has been over 90 % over the past few years.

Apprenticeships in Bulgaria

A new apprenticeship concept started up at our site in Bulgaria in early 2014. The first step was the apprenticeship program successfully implemented in 2011, whose purpose was to enable young people to work in technical occupations. Experience from this program has shown that this is an efficient way to pass on knowledge to younger generations.

Work-life balance

As a family-friendly company, Aurubis would like to support as many employees as possible in finding a balance between pro- fessional and private goals. With the Aurubis Family Service, we support our employees in coordinating childcare and work and in better balancing their jobs and caring for elderly family members. The service was offered for a second year and is well received by employees. The Aurubis Family Service profession- ally advises employees in all issues related to childcare and support for family members requiring assistance or nursing

care, helping them to find an individual solution. Furthermore, employees have the option of utilizing professional support in emergency situations with the “Insite” consultation service. Aurubis would especially like to support its employees when they are confronted by difficult or unexpected life situations and have to find solutions.

Promoting female employees

Equal opportunities for women and men are a matter of course for Aurubis and are outlined in the Code of Conduct. However, due to the nature of the industry, the number of female applicants in technical professions in particular is still relatively low, so the overall percentage of male employees is higher. The proportion of female employees in the Group was 11.6 % (11.8 % in the previous year). Aurubis continues to pursue the goal of addressing female applicants more strongly as an employer. We take this into account in our university market- ing and as part of our existing contact with schools. A related initiative at the Lünen site, which was part of an EU project in the Unna region of Germany, focuses on promoting future female managers and will be continued. During this project we agreed on targets and measures that are intended to increase the number of female employees until 2020.

Employee compensation: incentive via variable components

Management salary system

Aurubis has a uniform compensation system for its manage- ment. This compensation system is based on an analytical job evaluation, clearly established income brackets and a target bonus model with defined levels of performance measure- ment and weighting. These factors allow managers to assess what performance is required on the Group level, Business Unit level and individual level. The system is reviewed at regular inter vals for its international competitiveness and attractiveness.

Employee profit-sharing at Aurubis

Employees participate in the Aurubis Group’s success. Perfor- mance and success-oriented compensation is a fundamental element of the remuneration system at Aurubis AG. Motivated, high-performance employees make a decisive contribution to the Company’s success and value. The performance of the individual is always assessed in connection with the perfor- mance of the team, the department or the production sector. The individual performance and collective team performance serve as parameters in this case. Both contribute significantly to company success and are considered in the performance and success-oriented compensation accordingly.

Good demand for employee shares once again

Staff at the German sites were again given the opportunity to acquire Aurubis AG shares at a discount during the past fiscal year. Overall, 1,612 employees participated (1,225 in the previous year). A total of 31,270 shares were purchased (23,690 in the previous year).

Thanks from the Executive Board

We would like to thank our employees for their daily com- mitment in fiscal year 2013/14. Only with the motivation and performance of our staff is it possible to develop the Aurubis Group successfully. Our thanks also go to the employee repre- sentatives, with whom we worked constructively and closely during the past fiscal year.

Sustainable development, environmental