GOLD FIELDS ESG OVERVIEW ANDREW PARSONS – VP SUSTAINABLE DEVELOPMENT JSE ESG Presentation – 9 November 2017
Forward looking statements Certain statements in this document constitute “ forward looking statements ” within the meaning of Section 27A of the US Securities Act of 1933 and Section 21E of the US Securities Exchange Act of 1934. In particular, the forward looking statements in this document include among others those relating to the Damang Exploration Target Statement; the Far Southeast Exploration Target Statement; commodity prices; demand for gold and other metals and minerals; interest rate expectations; exploration and production costs; levels of expected production; Gold Fields ’ growth pipeline; levels and expected benefits of current and planned capital expenditures; future reserve, resource and other mineralisation levels; and the extent of cost efficiencies and savings to be achieved. Such forward looking statements involve known and unknown risks, uncertainties and other important factors that could cause the actual results, performance or achievements of the company to be materially different from the future results, performance or achievements expressed or implied by such forward looking statements. Such risks, uncertainties and other important factors include among others: economic, business and political conditions in South Africa, Ghana, Australia, Peru and elsewhere; the ability to achieve anticipated efficiencies and other cost savings in connection with past and future acquisitions, exploration and development activities; decreases in the market price of gold and/or copper; hazards associated with underground and surface gold mining; labour disruptions; availability terms and deployment of capital or credit; changes in government regulations, particularly taxation and environmental regulations; and new legislation affecting mining and mineral rights; changes in exchange rates; currency devaluations; the availability and cost of raw and finished materials; the cost of energy and water; inflation and other macro-economic factors, industrial action, temporary stoppages of mines for safety and unplanned maintenance reasons; and the impact of the AIDS and other occupational health risks experienced by Gold Fields ’ employees. These forward looking statements speak only as of the date of this document. Gold Fields undertakes no obligation to update publicly or release any revisions to these forward looking statements to reflect events or circumstances after the date of this document or to reflect the occurrence of unanticipated events. Gold Fields ESG Overview | May 2017 2
Presentation Agenda ● Section 1: DNA, charters and governance ● Section 2: ESG priorities ̵ Risk and materiality assessments ̵ Safety and Health ̵ Energy and Climate change ̵ Water ̵ Integrated mine closure ̵ Community relations and Shared Value ● Section 3: Awards and data Gold Fields ESG Overview | November 2017 3
DNA, charters and governance
The Gold Fields DNA Vision To Be The Global Leader In Sustainable Gold Mining Values Safety If we cannot mine safely, we will not mine. Responsibility We responsibly manage our impact on the environment and host communities. Integrity We act with honesty, fairness and transparency. Respect We treat all stakeholders with trust, dignity and respect. Innovation We encourage innovation and an entrepreneurial spirit. Delivery We strive for excellence and do what we say we will do. This Is Who We Are, What We Do, and How We Work Gold Fields ESG Overview | November 2017 5
The Gold Fields DNA Strategic Objective Sustainable cash generation to underpin value distribution Commitment to Stakeholders ● A winning, safe and productive team ● The most trusted and valued mining partner ● A quality portfolio of assets, providing superior returns on gold Operating Model and Structure ● A fit-for-purpose, low-cost, operating model and structure focussed on sustainable cash generation ● Full operational responsibility and accountability in capable and appropriately resourced regions ● Corporate office narrowly focused only on group functions: strategy; capital; growth; stakeholders, brand and reputation; policies and standards; compliance and reporting This Is Who We Are, What We Do, and How We Work Gold Fields ESG Overview | November 2017 6
2017 Group Balanced Scorecard 40% Sustainability Component We follow an Integrated Approach Group Balanced Scorecard is aligned to the risks and integrated into the business Gold Fields ESG Overview | November 2017 7
Gold Fields Sustainable Development Governance Framework External Reporting of Non-Financial Governance SD Framework Data & Performance Structures Information • Policies & Compliance • Board & Sub • Guidelines • GRI Monitoring Committees • Systems • DJSI • Exco and • Regional • CDP Climate & • Risk Management Assurance Procedures Water • Finance (Mine • Tools, metrics and (Internal & • UNGC Closure) analyses External) • FTSE/JSE RII • Sustainable • Certificates • Integrated Annual Development Team Report • ESG ratings agencies ESG Investor Confidence Gold Fields ESG Overview | November 2017 8
External Standards and Indices Gold Fields ESG Overview | November 2017 9
ESG priorities
Risks – Internal and External Source: EY No Risk Description Source: WEF 1 South Deep delivery in terms of rebase plan 2 Commodity prices and currency volatility 3 Replacing resources and reserves at international operations 4 Regulatory uncertainty / Mining Charter in South Africa 5 Loss of social licence to operate (community acceptance) 6 Water pollution, supply and cost 7 Safety and health of our employees 8 Impact of Cooke 4 closure on South Deep 9 Failure to improve portfolio 10 Retention of skilled staff in key positions Gold Fields ESG Overview | November 2017 11
IAR 2016: GRI Material Issues – Cluster Score Material Issue Score Material Issue Score Health and safety 1.8 Energy and Carbon Management 4.1 Water management 2.2 General Grievance Mechanisms 4.4 Managing environmental issues 2.4 Biodiversity 4.5 across the lifecycle Compliance 2.7 Supply chain management 4.7 Workforce 2.7 Materials 4.8 Social licence to operate 2.8 Equal Remuneration 4.9 Human rights due diligence on Community Value Distribution 3.1 5.1 investments Government Relations 3.3 Resettlement 5.8 Total Value Distribution 3.4 Market Regulation 5.9 Child/forced labour and freedom of Employee Development 3.8 6.1 association Human Rights 3.9 Product Impacts 6.4 Industrial Relations 4.0 With 1 being the most material to Gold Fields Gold Fields ESG Overview | November 2017 12
Top Five Sustainability Priorities until 2020 Energy & Climate Change • Develop risk based climate change adaptation strategies with our host communities and for our operations. • Stabilise energy costs at current levels till 2020 and continue evaluating options for renewable energy and other cost effective low emissions energy options Integrated Mine Closure • Ensure an integrated approach to mine closure management with a focus on social closure, post closure water management & liability reduction Water Stewardship • Deliver enhanced operational security and stewardship of shared water resources through innovative technologies and optimal water conservation and demand side management practices Societal Acceptance • Seek societal acceptance by focusing on building strong relationships with our key stakeholders, sharing value, enhanced impact management and targeted stakeholder communication Integrated Thinking • Facilitate business-wide integration of sustainability Gold Fields ESG Overview | November 2017 13
Safety management at Gold Fields If we cannot mine safely, we will not mine ● Safety is our number one priority ● Safety culture in the past has been reactive, not proactive Region Safety Initiatives 1. Creating a working environment that is conducive to safe working practices South Africa 2. Operating equipment that is fit for purpose 3. Providing training, systems and leadership 4. Becoming consistent with every aspect of safety 1. Ensure that safety leadership is visual and integrated into the business at all Ghana levels 2. Develop, maintain and continually improve on Safety performance 3. Create an operational environment where both our employees and business partners are fully involved in and compliant with the Health & Safety Management System Peru 1. Strengthening the visible leadership program in the field 2. Increasing the maturity of the Behaviour Based Safety program 3. Implementation of the Bow Tie methodology for critical controls of Material Unwanted Events Australia 1. Implementation of Critical Hazard Standards 2. Embed Vital Behaviours, empowering our workforce to achieve safe production 3. Embed FELT Leadership via the introduction of Safety Interactions and TOPS Gold Fields ESG Overview | November 2017 14
Safety performance TRIFR improvement from 2014 to YTD 2017 is 44% Group Safety Stats 4.50 0.07 4.04 4.00 3.40 0.06 0.06 0.06 0.06 3.50 0.05 3.00 0.04 2.50 2.27 2.27 2.00 0.03 1.50 0.02 1.00 0.02 0.01 0.50 0.00 0.00 2014 2015 2016 2017 Fatality frequency rate Total Recordable Injury Frequency Rate 2014 2015 2016 YTD 2017 Fatalities 3 3 1 3 Gold Fields ESG Overview | November 2017 15
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