1. Corporate Services Restructuring 31 March 2008

2. Introduction  The AG completed the restructuring of Corporate Services in November 2005  The restructuring of corporate services was aimed at developing a service delivery model that would –Facilitate better and more focussed service delivery to the rest of the organisation –Establish a reliable administrative and technological platform to ensure that processes are efficient, cost-effective and facilitates effective decision making –Facilitate knowledge sharing as a culture –Facilitate ongoing scanning of the environment within which the organisation is operating –Establish the ability to apply relevant benchmarking of acceptable norms and standards

3. An overview of the Corporate Services delivery model Special & Strategic Projects  Implementation of policy and strategy  Service delivery effectiveness  Business partner enhancement  Project Management excellence Operational & Transaction Management  Implementation of policy and strategy  Service delivery effectiveness  Business partner enablement  Seamlessness Stakeholder Management  Relationship management  External stakeholder management & development  Promotion and enhanced external awareness of AG  Strategic communication and information  Enhance AG’ reputation, branding and image Governance  Policy consistency and coverage  Risk management framework for AG  Enablement of the service delivery framework in terms of strategic administrative processes (secretariat functionality: minutes, delegations, accountabilities, etc.)  Quality control Strategy  Coherence of strategy across AG and CS  Facilitation of strategic development in accordance with determined standards  CS strategic alignment with the business

4. Structure as of November 2005 Auditor General Strategic & Special Projects Deputy Auditor General Deputy Auditor General Operations & Transaction Mgt Reputation & Stakeholder Strategy Audit CEsx4 Audit CEsx4 Audit Operations Audit Operations Governance SM:BBBEE CE 7 Strategy & Governance Scan the environment in which the AG operates and identify areas for strategic consideration Provide transversal advisory services Facilitate effective and integrative planning Facilitate consistent application of norms and standards Manage strategic risks Reputation and Stakeholder Facilitates and integrates the management of the AG’s relations with internal and external stakeholders Consolidates brand, image and reporting initiatives Strategic & Special Projects Delivers value- adding and project-based solutions according to the auditing and support requirements of the AG Operations & Transaction Mgt Delivers all transactional activities according to established processes, procedures and well- defined norms

5. Transition Plan  Cost of the restructuring process until March 2006 was R16 177 300.00  The AG allowed for a two-year transitional period to successfully implement and refine the relevant process, so that the new structure can yield benefits for the organisation  This period was set to end in November 2007  Within the two year period, the structure was refined so that the AG can have a close focus on ICT, Human Capital and Finance, which form the core of the AG transactional engine.  The refinement led to the creation of the –Chief Operations Officer who heads ICT, Finance and Human Capital transactional activities, and Reputation & Stakeholder management looking at all stakeholders except auditees –CE: Audit Innovation and Development is responsible for ensuring that innovative and best practices within auditing are developed and implemented –Head of Auditing who coordinates all auditing activities –Corporate office from the existing Strategy, Governance and Transformation units which is responsible for the development, monitoring and tracking of the implementation of the agreed strategic priorities

6. Updated management structure

7. Corporate Services Ratios 2007-082006-07 Staffing ratio Org: Corporate Services Salaries as % of total expenditure AG** Total9:113.2%8.8% AG*11:19.9%5.7% Comparable organisation8:16.8% * As compared to industry information, where Corporate Services include the disciplines of HR, IT, Finance, Marketing, Strategy and Legal. ** The standard corporate services plus the AG’s teams for research and development for audit and corporate disciplines; as well as a parliamentary support capacity.

8. Benchmarks Company * Total % labour cost for all Support services @ Total labour cost for the Office for April 2007 Total labour cost for Human Capital @ Total labour cost for the Office for April 2007 AG18.9%2.9% IDC53.9%4.4% KPMG4.8%0.8% PWC24.5%3.5% Deloitte13.1%4.9% BENCHMARK AVG23.0%3.3% A total of 15 companies in all segments were contacted and requested to participate in our benchmark of which 4 agreed to participate.