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Published by Candace Bentel, 2017-07-18 07:54:13

Connect - Edition 2 | 2017

Group communication to inform • engage • inspire

C nnect
EDITION 2 2017
Group communication to inform › engage › inspire
Safety in everything
we do Dear Colleagues
Midway through the year is a good time to re ect on our progress in achieving our annual strategic objectives, and to recommit to areas in which we need to be focused and improve.
Always top of mind is safety. At South Deep, we tragically lost two
of our colleagues, Mr Bekwayo and Mr Mehlwana, in accidents earlier this year. Although we have made improvements in safety across
the Group, these incidents are
tragic reminders that we can never become complacent. When it comes to safety, we need to purposefully do what it takes to be exceptional.
No matter what the task, I’d like us all to follow three basic steps:
1. Look out for each other
2. Comply with the rules
3. Always do a risk assessment
before starting a job. Apply the ‘stop and x’ philosophy – if you notice a problem, stop and address it before you continue
Going beyond the average lies at the heart of Gold Fields’ high-
CLICK HERE
performance culture, and I believe that by working together, we can excel in safety.
Throughout the Gold Fields Group, great things are happening that
we can be proud of; some of
which are featured in this issue of Connect. Turn to page 5 to see how our Ghana team went the extra mile in commissioning their gas plants, page 4 to nd out what the International Cyanide Management Institute (ICMI) had to say about South Deep, and pages 6 and 7
for a progress update on our new investments.
As we head into the second half of the year, I know I can count on you to drive delivery in a safe way. Let’s go beyond expectations!
Nick Holland
CEO
Driving delivery Safely
to anonymously let us know what you think about our Group newsletter. Comments and suggestions welcome.
Nick Holland, CEO of Gold Fields.
Going beyond the average lies at the heart of Gold Fields’
high-performance culture, and I believe that by working together, we can excel in safety.”
Safety
If we cannot mine safely,
we will not mine.
Gold Fields › Group communication to inform › engage › inspire
Gold Fields › Group communication to inform › engage › inspire
1


People on the move
South Deep:
an opportunity
and a privilege
Martin Preece recently joined the Gold Fields team as EVP for South Africa. He shares his thoughts on the task ahead:
I am delighted to join Gold Fields and in particular the South Deep team. We have a unique opportunity and privilege to SAFELY and
SUSTAINABLY bring to account one of the greatest gold deposits in the world. In doing so we can make a fundamental difference to the lives of our people, communities, country and world, and demonstrate what can be achieved when we put our hearts and minds together as the people of South Deep.
“Last year we demonstrated that the mine’s Rebase Plan is achievable. While we have had a poor start to 2017, I believe the same great people who delivered the results in 2016 are going to overcome the short-term challenges and build on the achievements of last year. I am excited to be part of this team and the process to safely and sustainability take South Deep forward.
“We have an enormous task ahead of us but with clarity of purpose and great leadership across our business, we can deliver something exceptional that we are all proud of; a positive legacy way beyond our time at Gold Fields.”
New Group appointments
Quick CV
First job: Learner Miner
Job before joining Gold Fields: Technical Advisor at De Beers South Africa responsible for leading its Venetia mine optimisation study. Prior to this Martin was De Beers’ COO.
Years of experience: 32
Education: Various quali cations in both mining and business management from South African and international educational institutions, including the London Business School.
Across borders: He has worked in South Africa, Namibia, Botswana, Ghana and Canada.
At home: Martin is married to Gail and they have a son and daughter. In his spare time, he enjoys boating, gardening, cooking and spending time outdoors.
Driving our water strategy
Nosimo Macatsha, Group Head of Water Management, brings 13 years’ experience in water and environmental management, mostly in the mining sector, to this role. She will be developing and leading the Group strategy for water.
Water is a precious resource, but at the same time vital
to our mining activities, making it a fundamental business enabler. What excites me most at Gold Fields is that water is taken seriously and included on the Group scorecard.”
Focusing on sustainable
development
Charlene Wrigley, Group Sustainable Development Manager, has 17 years’ experience in the mining and industrial sectors. She will focus on our mine closure strategy, and sustainability reporting and assurance.
I am excited to be part of a team who is
integrating sustainable
development into all
aspects of the business
to grow the company,
enhance stakeholder bene ts, and secure our future in a changing landscape.”
2
EDITION 2 2017


COMPANY NEWS
New leadership in Australia share their key priorities
Stuart Mathews
Previously VP Operations & Technical Support, Stuart took over from Richard Weston as EVP for the Australia Region in February 2017.
My goal
... achieving a culture of delivery in safety, sustainability, production, and growth in resources/ reserves and new mines. Importantly, we need to
demonstrate strong support for our company Values while achieving this. I also aim to build on the strength of our collaborative Australian leadership team with ongoing training in professional and strategic leadership skills.”
People on the move
Safe delivery in all we do
Supporting operations
Graeme Ovens
Graeme, former General Manager of St Ives, is now VP: Operations responsible for all Australian operations.
My goal
... continuing to deliver on our plans as a Region, and
growing the business to be a long-term sustainable gold producer. We will do so by ensuring that our operations have all the support they need.”
Expanding St Ives
Tim Hewitt
Tim, Granny Smith’s former Mining Manager, has replaced Graeme as General Manager for St Ives.
My goal
... successfully completing the Beyond 2018 Project
(the mine’s expansion plan), and ensuring that St Ives forms the cornerstone for gold production in the Region for the next 10 years plus.”
Excellence at Granny Smith
Andrew Bywater
Andrew, previous General Manager at Darlot, now holds this position at Granny Smith.
My goal
... aligning safety and production excellence with our
world-class orebody to deliver improved outcomes. We need everyone to support a healthy workplace with the courage and compassion
to live our Values and make
a difference.”
(continues on next page)} Gold Fields › Group communication to inform › engage › inspire
3


EDITION 2 2017
4
Harnessing technology
and innovation
Ian Suckling
Former General Manager at Granny Smith, Ian is now
VP: Technical for the Australia Region.
My goal
... improving how we apply the technical talent and experience
of the Operations Support team to assist the operations. We’ll also continue improving ef ciencies, raising standards, and pursuing innovations across
the Region.”
Praise for South
Deep’s cyanide
management
After recently visiting South Deep, Board members of the International Cyanide Management Institute (ICMI) commended the mine on its exceptional commitment to the Cyanide Code.
They credited Stephen Joseph, Head of Metallurgy, and his team for their knowledge and expertise in managing cyanide on site. ICMI Board Member Peter O’Connor especially highlighted their proactive “above and beyond” actions to prevent employees from coming into contact with cyanide. Having an ambulance on standby, and clear roles and responsibilities were some of the good practice examples he noted.
Stephen comments that the team strives for continuous improvement: “I believe that all team members are aligned to the vision of having safe working conditions. We also ensure that each employee is
held responsible and accountable for their safety and that of their colleagues.”
Some of South Deep’s practices and protocols stood out as exceptional.” Paul Bateman, ICMI Chairman and CEO
This was one of the best, if not the best, gold plants I have visited.”
Michael Rae, ICMI Board Member
Enhancing capital
management
Matthew Hochen
New to Gold Fields, Matthew brings 20 years of experience to his role as VP: Capital Projects in the Technical & Innovation team.
My goal
... improving the Group’s capital ef ciency by
enhancing our capital management tools and frameworks, and developing the capabilities of our people to develop and deliver projects.”
Japhtha Sehume with team members William Tinane and James Msindidi who work in the Cyanide Of oading Area.


COMPANY NEWS
FAST FACTS I FAST FACTS I FAST FACTS I FAS
Team effort delivers Ghana’s gas power plants
Well done to Godfred Wunaki, Clement Asuo-Tandoh, Hans de Beer, Rosemond Owusu-Duah, Frank Ferreira, Roger Adamah, Emmanuel Ebo Turkson and Thomas Armooh.
At the end of 2016, Gold Fields West Africa switched over to gas-generated electricity thanks to the newly constructed gas power plants at our Damang and Tarkwa Mines. The project team, led by Hans de Beer,
VP: Projects and Head of Engineering, showed great commitment to delivering the plants, which will contribute to the energy security for our Ghanaian operations. They worked closely with Genser, an independent power producer responsible for the design, nancing, construction and maintenance of the plants.
Damang’s gas plant.
Successful delivery was achieved through:
Hands-on project management and improved synergy with Genser
Additional shifts to improve productivity
Project duration
11 Months
(starting in January 2016)
40MW
gas-generated electricity for Damang and Tarkwa
Harnessing the specialised skills of our people – ve Gold Fields employees from various engineering elds were assigned to the project
The gas power plant at Damang was fully commissioned to supply 100% of the mine’s demand by the end of 2016. The team is now focusing on the nal phases
of the Tarkwa gas plant’s implementation. It currently supplies 55% of Tarkwa’s electricity demand.
Business bene ts
Power supply security for operational continuity
No more emissions from old diesel plant
Electricity costs and emissions
Saving energy – it is everyone’s business
Switch off | Control | Replace
Email your questions and ideas about energy management to [email protected] elds.com.
Gold Fields › Group communication to inform › engage › inspire
5
Towards energy security


The year of reinvestment
Update on new investments
Damang Reinvestment Plan
Goal: Extending life of mine by 8 years
} Good progress made to date: Total tonnes mined in Q1 2017 were 9.61Mt vs plan of 7.34Mt
} Total tonnes mined in 2017 expected to be 36Mt vs plan of 33Mt, with a key focus on capital waste stripping
} Construction of the New Far East Tailings Facility has started
Gruyere Gold Project
Goal: Expanding our footprint
} Engineering Procurement
and Construction (EPC), bulk earthworks, SAG mill supply and primary crusher supply contracts have been awarded
} Stage 2 of construction of staff village has started
Spending in 2017
A$150 million (total – GFA 50%)
Salares Norte Project
Goal: Growing our portfolio
} In the nal stages of pre-feasibility study; move to feasibility expected later this year
Spending in 2017
US$64 million
Spending in 2017
Ghana
US$120 million
Australia
6
Chile
EDITION 2 2017


COMPANY NEWS
South Deep Rebase Plan
At the beginning of 2017, we shared the South Deep Rebase Plan with the market. Two years in the making, this plan is based on extensive scienti c data and analyses, and virtual simulation. It is key to South Deep reaching its full potential.
Why rebase?
Since Gold Fields purchased South Deep, production has fallen well short of the mine’s initial nameplate capacity of 330ktpm (current: 160ktpm). Work began on the Rebase Plan in 2014 to understand the multiple complex reasons behind failure to deliver, rede ne what the mine’s true capacity is and chart a way forward to realise the full, rebased production potential.
Key features of the plan:
• The Rebase Plan is designed to reduce operational and safety risks. Production targets are aligned to our proven ef ciencies and capability.
• The plan builds up to a steady state of 230kt/mth in
six years (2022). Production increases are driven by increased longhole stoping and steady step improvements in ef ciency, supported by the Business Improvement programme.
• To ensure the plan is more achievable, mining towards
the South of Wrench fault is delayed until our business fundamentals are proven in the North of Wrench area. This also extends the mine’s life to 2095.
Current Mine
North of Wrench South of Wrench East South of Wrench West
An important principle of the Rebase Plan is to embed excellence in existing mining areas before opening up new areas. “This is about more responsible utilisation of our asset, and in line with what we’ve been driving through the Business Improvement projects, which is to focus on embedding quality as a foundation in all we do,”says Adriaan de Beer, VP and Head of Operations.
South Africa
Targets
(build up to 2022)
Tonnes mined: 230ktpm Gold: ±500koz/year Recovered grade: 5.5g/tonne All-in Costs (AIC): US$900/oz
Improvements in mine design
MI Botha, Regional Mining Engineer at South Deep, explains the mine design changes that have been included in the plan: “The improved destress cut and infrastructure design is aimed at increasing ef ciencies and improving logistics support. Geotechnical improvements will reduce seismic energy release and risks, making mine areas safer. In the North of Wrench, we will
be implementing a massive mechanised mine design.”
Don’t miss the next Connect, when we will update you on the rollout. Goal
Embedding excellence to deliver South Deep.
Gold Fields › Group communication to inform › engage › inspire
7


EDITION 2 2017 Leading from the front
Coffee with Lucho in Peru
This new initiative gives employees in Peru the chance to meet with Lucho Rivera, EVP: Americas in person over coffee, breakfast or lunch. With eight employees at most, every session is informal and topics include our global and the regional strategy, job roles and even family life and hobbies. Sessions will be held in Peru (Lima, Cajamarca, Cerro Corona and Trujilo) and Chile this year.
What I like most is the transparent communication. Understanding our objectives for the year allows me to
contribute to addressing our challenges.”
Laura Delgado, Institutional Relations Coordinator, who attended one of the rst Coffee with Lucho sessions
Beyond traditional training in Ghana
You say...
At Granny Smith in Australia, we’re lucky to have strong management who really support
and listen
to employees. I’ve raised ideas for possible improvements we can make here, and Tim Hewitt (former Mining Manager) and the management team have really taken these suggestions on board. The point is not whether we implement them or not – what’s more important is that we are given a platform to be heard.”
Michael Taylor-Rennie, Operator: Long Hole Drill at Granny Smith
40
What: Launched in 2017, the West Africa Leadership programme aims to build high-performing, agile leaders ready to respond to business needs.
Who: Heads of departments and unit managers from our Damang and Tarkwa mines, and the Accra head of ce
What makes it different: Delegates not only improve their leadership skills, but also tackle real-life challenges facing the Region. “The idea is to come up with new, innovative ways of doing things, and to develop the leadership to support it so that we can take the business to the next level,” says Mohammed Abubakari, Learning and Development Manager.
Duration: 8 months
participants
8


COMPANY NEWS
Standing up for women and children
After reports of violence against women and children in South Africa, South Deep took a rm stand. In a note sent to all mine employees, and signed by male leaders at the mine, South Deep Head of Human Resources Tumelo Nkisi wrote: “Women are the pillars of our society; their strength is so vivid not only in our homes, but also in our organisations. Seeing the violence against them is shocking, as if they have no worth in our society. As South Deep men, we say NO to these actions.”
Taking action: A campaign on sexual harassment, abusive language, and violence against women and children will be rolled out at South Deep later this year.
Culture of responsibility recognised
Gold Fields Americas recently received a Socially Responsible Enterprise (ERS) award for a fth consecutive year. Awarded by Peru2021, in partnership with the Mexican Centre for Philanthropy (CEMEFI), it recognises the Peru team’s rm commitment to social responsibility in their:
} Environmental practices } Employee relations
} Safety initiatives
} Community development
Peru2021 focuses on building a sound sustainability culture in Peru and its ERS awards celebrate companies
that share this aim. Participating companies were assessed according to their organisational values and culture development, environmental development, and risk and impact management.
Rafael Sáenz, External Communications and Institutional Relations Corporate Manager, and Miguel Incháustegui, Vise-President of Corporate Affairs in Peru.
We want to share this award with everyone. Without the effort of every employee, who focuses on improving our social responsibility standards every year, this achievement would not have been possible.”
Rafael Sáenz, Corporate Manager of External Communications and Institutional Relations
Gold Fields › Group communication to inform › engage › inspire
9
5th time in a row


EDITION 2 2017 Women in mining
A passion for mining
Thabile Makgala was the rst female learner miner and graduate at Kloof and Driefontein Mines (now owned by Sibanye Gold) in South Africa. Today, she heads South Deep Technical Services and is a member of the mine’s Exco. Thabile tells us more about her journey.
1
2
3
4
5
Why mining?
What were some of your initial challenges?
What made you persist?
Why do
you believe empowering women in mining is so important?
How is South Deep making it easier for women to join?
Few women were involved in the industry when I started out. I wanted to contribute to the progression of women working in the mining industry.
The necessary facilities were not in place yet.
My abilities were questioned and at times, it was challenging to lead employees old enough to be
my grandparents. But with determination, drive and mutual respect, my teams and I achieved production targets despite these differences.
Alternative placement during pregnancy still remains a challenge for women working underground. Working shifts as mothers was also dif cult.
Passion for what I do. I did not get distracted by negative perceptions and unfavorable working conditions. More women were joining the industry and I wanted to show them that despite being in the minority, if you are courageous and believe in yourself, success is imminent.
I also realised that the industry needed women
at all levels to change the dynamic, reshape the conversation, and ensure women’s voices are heard.
I have experienced the struggles of working in
the industry. It is part of transforming society, and deserves more focus and urgency. Studies have
also shown that when you empower a woman, you empower an economy. This is because women invest most of their income back into their families and communities, which in turn has a positive impact on their immediate society and the wider economy.
The move towards mechanisation presents an opportunity to incorporate more women, as it limits the barriers to entry. But the company can’t do it alone. It requires government, society and individuals to get involved.
Thabile led a team of women who designed PPE speci cally for South Deep’s female employees.
1in 5 South Deep employees are women
Quick CV
Quali cations: BSc Mining Engineering degree (Cum Laude), MBA, Mine Managers Certi cate of Competency and a Mine Overseers certi cate of Competency.
Years of experience: 15 After hours: Reading, jogging
and spending time with family. Thabile is married with a daughter (6) and son (5). She considers the role as a mother her most important.
I believe that both men and women in our industry have
different strengths and qualities. When combined, they complement each other and bene t all who work in mining.”
10


PEOPLE
Superhero slogan: There is always a way.
Heroes don’t always wear capes
Gold Fields Americas’ Heroes Recognition Programme acknowledges employees and contractors who go the extra mile, whether in their performance at work, willingness to keep learning, or in positively impacting the lives of others. Employees and contractors nominate their heroes every quarter.
Henry Condori
Technical Electrician
Interested in electronics and electricity from a young age, Henry became a technical electrician, starting his career in mining in Cajamarca before joining Cerro Corona through
a contractor company.
Superpowers: High performance and dedication to his work. So committed, he has received a Gold Fields scholarship to study Industrial Engineering.
Iván Rebaza
Occupational Safety Instructor
Iván, who joined Cerro Corona’s emergency response team in 2008, is not just a safety instructor and member of our Mining Safety Institute (ISEM). He is also Lieutenant in the Volunteers’ Firemen Body of Peru
and has been a volunteer re ghter since 2000.
Superpowers: Altruistic, helpful, and committed to people’s safety.
Superhero slogan: There is no more heroic act than making our families happy.
Cesar Mejía
Plant Operator
Cesar started his career as a Diesel Engine Technician, but was looking for a new challenge. Studying while working, goal-driven Cesar set out to become a mining engineer
and with hard work and the support of his family and colleagues completed his degree in this eld.
Superpowers: Kind, honest, engaged at work, and committed to learning.
Superhero slogan: We decide where we want to go and who we want to be.
Gold Fields › Group communication to inform › engage › inspire
11


EDITION 2 2017
A first for Africa
Steve Gyan, Unit Manager Occupational Hygiene at Gold Fields West Africa, is the rst person in Africa to receive the Comprehensive Practice of Industrial Hygiene certi cation from the American Board of Industrial Hygiene (ABiH). This is one of the highest quali cations awarded globally in this discipline.
The Region funded the courses and conferences
he had to attend for admittance to the challenging certi cation exam. The rest was up to Steve, who credits management support and remaining goal- focused as the key to his success. “In addition to enhancing my work at Gold Fields, the certi cation has contributed to my career development. It has also earned me recognition from my international peers,” he comments.
Thank you Gold Fields for developing me in this eld to achieve the company goal for worker health protection. I humbly see myself as an example of Gold Fields’ investment in its employees.”
A roaring result for St Ives
Gold Fields’ St Ives mine rescue team, called the St Ives Lions, took top honours at the 2017 Surface Mine Emergency Response Competition, hosted by the Chamber of Minerals and Energy of Western Australia (CME) earlier this year.
The St Ives Lions’ win re ects the work put in by the team and the Australia Region as a whole, says Andrew Kozlowski, Unit Manager: Sustainable Development at St Ives.
Held at St Ives this year, the event saw teams from various mining companies put their skills to the test in re- ghting, incident management and con ned space rescue, among other simulated emergency scenarios.
The mine’s team effort extended beyond the physical challenges with volunteering employees showing supporters and community members true Gold Fields hospitality.
The team in action.
Thumbs up St Ives Lions
Captain Vice-Captain Medic One Medic Two Tech 1
Tech 2
Reserve
Team Manager Crisis Management
Wade Leeson Jay Stafford Mark Properjohn Tess Simpson Adam Keighran Dean Caporn Ashley Hay Derek Gale Trevor McIlwaine
12
 Best Captain Award winner for a third consecutive year  Winner of the Individual Theory category


PEOPLE
The roster
8 days on, and 6 off
“The only negative about the roster is time spent away from my wife, son and daughter and often missing important days. But you can’t complain about a six-day weekend – it gives me more time with the family.”
“Camp life is good”
“Quiz nights, sport, motivational talks and pizza evenings are just some of the activities here. And with such a diverse group, you never get bored of hearing people’s stories. After hours I try to go for a run (weather and light permitting), and watch movies or read.”
In addition to 640 modern rooms, the camp has a double-storey gym, squash court and big entertainment area. Free WiFi is available throughout.
Temperatures
“Getting a run of days well above 40°C is not uncommon in summer, but the hot nights are the worst. Winter gets quite cold, and thermals then become my best friend."
It is easy working
and living with my colleagues. They are a
great bunch of people.”
440 round-trips for David so far
FAST FACTS I FAST FACTS I FAST FACTS I FAST FACTS I FAST FACTS I FAST FACTS I FAST FACTS
What is it like to work @ Granny Smith?
Granny Smith, Australia
David Cook, Warehouse Supervisor – Supply Team answers...
David and his team keep Granny Smith’s warehouses running smoothly and safely.
Fly-in, y-out (FIFO)
Flying back and forth between Perth and Granny Smith is one of the unique things
about working here. “I’ve worked at the mine for almost 10 years and liked FIFO from the start. Setting up and sticking to routines when I’m back home have helped my family to adjust too,” says David.
Landing at Granny Smith.
900km
from Perth
Located in the vast, remote outback
470 employees 307 contractors
Gold Fields › Group communication to inform › engage › inspire
13


EDITION 2 2017
10 years of partnering with farmers
The Milk Development Programme at our Cerro Corona mine in Peru is celebrating a decade of assisting and supporting community farmers. It now includes ve communities, with the most recent one added in 2017.
As residents we feel more supported.
Thank you Gold Fields for all the assistance. We know our agriculture and livestock will improve signi cantly.”
José Francisco López, Bene ciary of the programme
Improved agriculture and its new contributions
not only bene t cattlemen, but also their families who are able to earn more. The agriculture and livestock model, introduced by Gold Fields, is one to imitate by residents of the area.”
Andres Terrones, Lieutenant Governor of Oxapampa and Hualgayoc
The programme adds value by working closely with the farmers to:
Improve grazing for higher quality milk and healthier livestock
2 750
hectares
2 000
arti cial inseminations since 2013
Quality pasture now available to communities near Cerro Corona, and some that are further away
1 veterinarian per community available
all-year round
14
Ensure healthy livestock through veterinary care and arti cial insemination
Protecting communities against malaria
Gold Fields West Africa is taking action to protect the most vulnerable in its communities against malaria.
This year it donated 750 treated malaria nets to pregnant women, mothers of children under ve and older schoolchildren. Tarkwa mine also held an interactive malaria quiz for pupils from four schools to share valuable knowledge about prevention of this serious illness.
We will keep working with institutions and civil society groups to reduce the incidence of this devastating illness in our communities.” Robert Siaw, Gold Fields West Africa’s Sustainable Development Manager: Community Relations


SHARING VALUE
Thank you, Gold Fields
Paskalia Neingo, Lecturer in Mining
Studies at the University of the Witwatersrand (Wits) in Johannesburg
In 2011, with the support of a Gold
Who
What
Fields grant, Wits’ School of Mining Engineering appointed this top student as an associate
lecturer. It soon turned into full-time lectureship
for Paskalia, who at the school’s recent 120-year celebration thanked Gold Fields for kick-starting her academic career.
“The Gold Fields grant
was the beginning of me teaching, mentoring and developing others, all
things that still ful l me. As a female Mining Engineering lecturer, I also hope to be an academic role model, especially for girl-children dreaming about entering the mining profession.”
Paskalia is now working on her PhD and hopes to become a professor.
Without Gold Fields’ help, it would have taken me longer to get where I am today.”
Inspired by her dad who was a mineworker, Paskalia, originally from Namibia, always dreamt about working in the mining industry. As the University of Namibia didn’t offer Mining Studies, she opted for a quali cation in Science, Mathematics and Education. She taught at Namib High School for ve years before she came to South Africa to study her passion: Mining Engineering.
Paying it forward
The cooperative supplies local markets and retailers and is working to expand its client base.
The Gold Alliance – a development partnership between Gold Fields and Sibanye Gold – focuses on diversifying Westonaria’s economy through agriculture.
From project to business
The Agri-future Primary Cooperative near South Deep in Westonaria is now a fully edged enterprise. It was started as a project by the Gold Alliance, a partnership between Gold Fields and Sibanye Gold, to assist community members in becoming agricultural entrepreneurs.
The Alliance now only plays a supportive role with the 20 cooperative members managing all aspects of the business – from harvesting to nding outlets for their produce.
The members are currently attending further business training arranged by the Alliance through the South African Mining Quali cations Authority. They are also focusing on creating smaller business units for more ef cient management of their business.
Gold Fields › Group communication to inform › engage › inspire
15


EDITION 2 2017
SHARING VALUE
Sharing knowledge, expertise across borders
They may work in different geographic locations, but our Community Relations teams have embraced collaboration for the bene t of host communities.
Just recently, the Gold Fields Community Relations Working Group (CRWG) met in South Africa for an interactive workshop focused on host community employment and community affairs. The CRWG comprises community relations and operations teams from across the Group, and actively shares best practices and lessons learnt to address common challenges in the Regions.
The event has already led to the West Africa Region inviting South Deep to share advice on host community procurement, and South Deep liaising with the Americas Region about the best ways to develop a community roundtable.
In addition to forums such as these, the teams have formal quarterly conference calls and communicate regularly when needed.
Allison Burger, VP: Head of Community Relations, comments: “Their contexts vary, but our Regions face similar challenges. Teams recognise that they are constantly learning, and that they, our communities and company all bene t when they share what they’ve learnt.”
Thinking strategically
A company like Gold Fields needs
multi-disciplinary
and networked social teams to create a body of experiences and
share lessons learnt, methodologies and procedures aligned to our Vision and Values. This is very important to keep
us at the forefront of mining companies investing in sustainability.”
Jorge Montero, Community Relations Manager at Cerro Corona
One of our community development initiatives in Ghana.
Thinking practically
Working and learning across Regions has
provided quick and valuable guidance and resources to address some of our key
challenges. We have been able to adopt initiatives and tap into the wealth of knowledge and experience within the Group.”
David Ebo Johnson, VP and Head of Stakeholder Relations and Corporate Affairs – West Africa
DID YOU KNOW?
Gold Fields belongs to the Community Support Working Group of the International Council on Mining
& Metals, a platform for mining companies to share expertise in building community practitioners’ capacity. Knowledge gained from our peers is shared with our community teams, and in turn, their feedback helps to set this Working Group’s agenda.
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