Human rights

Our Human Rights Policy Statement is informed by international standards and is embedded in our Code of Conduct. It applies to all Gold Fields employees, directors, contractors and suppliers.

Our Code of Conduct, which includes our Human Rights Policy Statement.

Due diligence

Our ongoing human rights due diligence integrates a human rights perspective into our Company-wide risk management processes across the mining lifecycle.

Our most recent due diligence assessments found that:

All operations have a low probability of adverse human rights impact on external stakeholders, and no operation was identified as having a high probability of adverse human rights impact
Procurement issues have a medium probability of adverse impact on most operations
Physical and psychological harm, as well as discrimination against women, have a high probability of adverse impact at most operations. This was confirmed by the findings of the culture diagnostic and independent Respectful Workplace survey conducted at our operations
The independent safety review carried out in 2024 identified gaps in our safety systems, programmes and implementation. The recommendations of the review have been integrated in a Group-wide safety improvement plan

Additionally, we conduct independent, standalone human rights impact assessments, addressing areas such as tailings storage facilities and workplace safety. Stakeholder engagement underpins these processes, providing valuable insights into stakeholders' concerns.

All suppliers are screened monthly according to predefined risk metrics, including human rights. An interactive third-party due diligence gateway enables our procurement teams to identify risks and collaborate with suppliers to address identified concerns. If the risk cannot be mitigated, Gold Fields refrains from entering into a business relationship.

Addressing grievances

Our internal grievance mechanisms provide a framework through which our people can voice human rights concerns. The Respectful Workplace review highlighted deficiencies in these mechanisms, and in response, we reviewed our confidential hotline process during the year. The review aimed to align the process with the current environment, integrate it into the Code of Conduct, ensure secure incident reporting and promote the effective and confidential handling of matters.

We are committed to addressing community issues and concerns relating to our operations timeously and effectively, where possible. We rely on an external grievance reporting system to maintain confidence and transparent communication with our stakeholders. This mechanism enables and encourages community members to voice their complaints freely, while obligating our operations to address the grievances within an agreed period. Where our team is not able to resolve grievances, they are escalated to independent mediation.

During 2024, our operations dealt with 41 (2023: 71) grievances lodged by our communities, including 12 related to jobs and procurement, 20 to environmental-related issues and nine to social-related issues. We resolved 92% of these grievances within the agreed timeframes. The grievances that took longer to resolve mostly concerned our contractors and suppliers.

We identified 10 key human rights issues that could be adversely impacted by our business activities. Our operational teams prioritise mitigating these impacts, and the table below outlines our approach and performance during the year. In identifying these issues, we particularly focus on our workforce – including female and minority employees – and our host communities, including women, children, resettled communities and Indigenous Peoples.

The table below links each salient human rights issue to our top Group risks.

Key:

Strategic risk

Catastrophic risk

Our salient human rights issues	Link to Group risks	Our approach	2024 performance
Health and safety	Safety and wellbeing of our people Mental health impact of workplace culture Occupational incident or exposure leading to physical and/or psychological harm	We aim to balance effective management systems, strong leadership and empowering our people to make safe choices. In 2024, dss+ conducted an independent safety diagnostic across all operations. The findings, shared in a senior leadership workshop, reinforced our commitment to ensuring we deliver on our safety guarantee. To support this, we developed a safety transformation plan with dedicated governance and resources to ensure its success.	Reported two fatalities and three serious injuries, while seven of our operations experienced no serious injuries 11% deterioration in the Total Recordable Incident Frequency Rate to 2.62 per million hours worked from 2.36 in 2023 Commenced risk coaching at four operations, with 173 leaders trained and 347 coaching sessions held Provided training related to Courageous Safety Leadership for 6,109 of our people Improved transparency in our reporting processes, focusing on incidents with serious potential Reported 26 occupational diseases, down from 29 in 2023 Implemented EB&Co’s recommendations related to appointing a senior diversity, equity and inclusion expert and establishing a Respectful Workplace Advisory Council Undertook psychosocial risk assessments in Australia
Health and safety	Transportation Keeping our people safe from transportation impacts Transportation incidents involving hazardous substances	Gold Fields maintains a rigorous bus transportation selection process, applying strict inspection and maintenance standards. We continuously adopt new technologies to protect employees from transport accidents. In Chile and Peru, where operations are at elevations above 3,500m and 4,500m, additional measures include mandatory satellite GPS, fatigue monitoring, vetting transport providers and checkpoints. We prioritise team travel safety, using only reputable, accredited airlines and ensuring chartered flights comply with civil aviation authority standards. All mines adhere to transportation standards, including critical control management for hazardous materials. We also developed a Transportation Standard for Explosives and Oxidising Agents. At Salares Norte, a professional hazardous materials brigade, supported by Gold Fields volunteers, is permanently on site. Although not classified as occupational, we have experienced tragic road fatalities involving employees and contractors commuting to work. We are addressing this through education and awareness campaigns on driving hazards and safe commuting practices.	Recorded one minor transportation-related incident Reported no serious potential incidents from transporting hazardous materials Decreased traffic incidents at Cerro Corona by 32.3% In Australia, conducted a traffic management review, traffic management risk assessment and traffic signage audit at Granny Smith and a traffic management assessment at St Ives Maintained and reviewed South Deep’s operational risk register
Human resources	Access to talent required to execute strategy Mental, emotional and physical wellbeing of our people Diversity and inclusion Legal and ethical standards	We uphold fair treatment in the workplace, guided by local legislation and International Labour Organization principles. We strongly oppose human trafficking, slavery, forced labour and child labour. Supporting freedom of association and collective bargaining, we provide site-level grievance mechanisms to ensure transparency and address workforce concerns. We are committed to increasing gender diversity, advancing women in leadership and technical roles, and achieving pay parity. Our workplace conditions accommodate diverse needs, with facility upgrades promoting dignity for all employees. We prioritise respect and the right to a safe, violence-free environment, free from discrimination and harmful behaviours.	Achieved 25%^RA female diversity (in line with our target of 25%) and diversity of 80% HDSAs in South Africa and 3% Aboriginal and Torres Strait Islanders in Australia Rolled out the Inspire and Ignite leadership development programmes Continued including gender diversity metrics in our long-term incentive scheme Adopted policies related to diversity, equity and inclusion, and a respectful workplace Upgraded facilities to cater for diverse needs, including ablution facilities, lactation rooms, multi-faith prayer spaces and access to period products Implemented EB&Co’s recommendations by appointing a senior diversity, equity and inclusion expert and establishing a Respectful Workplace Advisory Council
Procurement	Business partner integration Consistent application of standards across business partners Human rights breaches by suppliers	Gold Fields performs monthly due diligence on active suppliers, employing screening protocols that cover adverse media, international prohibition listings and various risk criteria (corruption, fraud, environmental, human rights, product, supply, financial, etc.). Our proactive approach involves engaging with suppliers, where assessed and determined as appropriate, to address identified material human rights risks of concern within the scope of professional business relationships. Our human rights approach includes compliance with Australian modern slavery legislation. Gold Fields is not aware of any modern slavery practices in the business. We are comfortable that the geographic location of our operations and our rigorous employment practices ensure a minimal risk of modern slavery practices, particularly concerning forced labour, within our Australian business.	Screened 20,165 suppliers for adverse media reports, specifically in relation to human rights – all the 7,790 active suppliers registered on our supplier platform as at end-2024 Of the active suppliers, identified 523 potential alerts (6.7% of all screened suppliers), of which 174 were confirmed and further risks analysis undertaken (2.2% of all screened suppliers and 0.1% of potential alerts) Human rights issues or transgressions, covered in adverse media, represented less than 1% of all analysed and confirmed alerts. No material issues materialised In Australia, we developed a comprehensive modern slavery strategy with a clear path forward to enhance our due diligence, risk assessment and remediation processes. By analysing supplier responses in partnership with human rights experts, we have gained a deeper understanding of risk profiles, enabling a targeted, iterative approach to mitigating risks and strengthening our supply chain management
Water	Licence to operate and societal expectations Conflict over shared water resources Impact on quality of water resources	Access to water is a fundamental human right and a vital resource for Gold Fields’ operations. To maintain our social licence to operate, we manage our impacts on water catchment areas by ensuring we do not denude the quality or reduce the volume of water in areas surrounding our operations.	Recycled or reused 74% of total water used Reduced freshwater withdrawal by 23% from 2018 baseline Implemented the Group Water Stewardship Strategy, supported by regional water strategies and three-year water tactical plans Implemented some actions recommended by a catchment study in Ghana, along with detailed action plans
Mine closure	Licence to operate and societal expectations Impact on environment and stakeholders of mine closure	We integrate mining closure into our business activities to reduce our environmental and social impacts, optimise our liabilities and, where possible, enhance asset values.	Maintained updated mine closure plans at all operations Reviewed and updated 2024 Group closure cost estimates at all operations Implemented progressive rehabilitation plans across Group sites Completed a gap analysis at Damang to identify the work required to develop a detailed closure plan Started implementing a social transitioning plan at Cerro Corona
Environmental impacts	Licence to operate and societal expectations Environmental impact on host communities	We are committed to managing tailings responsibly throughout the life of an operation – from initial feasibility through to post-closure – in line with regulatory requirements and our voluntary commitment to the GISTM. Our sites comply with the Group’s TSF Management Policy and Tailings Management Standard. The Independent Geotechnical and Tailings Review Board annually reviews the two TSFs in Peru and Ghana that have “extreme” or “very high” GISTM consequence ratings. Independent parties conduct external audits on our active TSFs every three years, and we aim to conduct annual emergency response simulations and training at all our operations. We continue to enhance the resilience of our operations to mitigate the potential impact of extreme weather events, including insurance cover, flood management strategies and extreme temperature response plans.	Engaged an independent third party to conduct a human rights and socioeconomic impact assessment to identify salient socio-economic and human rights risks across our Australian operations, including TSF-specific salient socio-economic and human rights impacts Continued self-assessments for TSF conformance with the GISTM at all our operations with a lower consequence classification, with reports set to be released in August 2025. Cerro Corona and Tarkwa, which have high‑consequence TSF classifications, reported their GISTM conformance in 2023. Work to achieve full conformance in terms of stakeholder engagement, including emergency preparedness, is ongoing Completed climate change resilience and vulnerability studies for the Group’s TSFs, water management and flood prevention structures. Implemented improvement opportunities. For more detail, refer to our GISTM annual disclosure reports at https://www.goldfields.com/tailings-inventory-and-disclosure.php.
Resettlement	Licence to operate and societal expectations Land acquisition and economic compensation and resettlement	Gold Fields commits to avoiding the involuntary physical or economic displacement of communities and ensuring any resettlement restores or improves livelihoods and standards of living of displaced people. We ensure all projects and operations adhere to best practice for any land acquisition, economic compensation and resettlement activities. Our approach aligns with the International Finance Corporation’s basic principles for addressing the adverse effects of involuntary resettlement, as well as relevant legislation in the countries where we operate.	Tarkwa undertook farm and structures compensations during the year, covering 107 hectares of land along the mining concession boundary, with 122 farms and 24 structures belonging to 122 farmers. These compensations are in compliance with mining area permit conditions, requiring compensation to owners of lands, farms and structures within the approved mining area after which no activity is allowed for 10 years
Public security	Licence to operate and societal expectations Abuse of power by public and private security	Our protection services teams work with private and public security providers to effectively and responsibly protect our employees and operations. We align our operations with the Voluntary Principles on Security and Human Rights (VPSHR), and all private security contractors receive appropriate training during their induction process, and at least annually thereafter. Our Australian operations do not use public security services, and the security function is fulfilled by suitably qualified Gold Fields employees.	No incidents of human rights violations by private security or public law enforcement reported at any of our operations No security-related grievances reported by our host communities Comprehensive VPSHR training provided to high-risk employees and contractors, including to 35 employees and 146 protection services providers at South Deep, 16 police officers and 658 private security providers at Tarkwa, 15 police officers and 281 private security providers at Damang, and 650 police officers at Cerro Corona
Artisanal and small-scale mining (ASM)	Licence to operate and societal expectations Exposure to and engagement with illegal miners	Gold Fields aims to engage with the ASM mining community respectfully and transparently, with the goal of creating shared value for our stakeholders, securing our operations and maintaining our social licence to operate. ASM is a significant source of income for communities in resource-rich developing countries including South Africa, Ghana and Peru, where we operate. ASM is often associated with illegal mining, which presents related social and environmental impacts. Where illegal mining occurs at our operations, we collaborate with government and its security agencies to uphold the law. Our security workforce is trained to manage illegal mining in line with international security and human rights standards. We also engage with host communities to prevent illegal mining or mitigate its impact. We work with our peers in national and international mining associations to engage governments to advocate for improved ASM sustainability practices and contribute to policy and regulatory development.	Ghana Reported 51 intrusions of illegal miners at Damang and 41 at Tarkwa – which also experienced a resurgence of encroachment at the mine’s closed and sealed Mantraim shaft At the Asanko mine, in which we held a 45% equity stake until 4 March 2024, three people were killed in clashes between illegal miners and Asankocontracted security teams on 2 March 2024 Continued to engage with the national and local government and other regulators to identify solutions for the recurring encroachment of the decommissioned Mantraim shaft at Tarkwa Prioritised employing youth from host communities Continued providing education and skills support programmes for community youths, including scholarships and bursaries and vocational and technical education as well as traditional apprenticeships We continue to monitor this risk at South Deep and Cerro Corona. Refer to our IAR for more details.
Indigenous Peoples	Licence to operate and societal expectations Understand and respect rights of Indigenous Peoples including cultural heritage	Indigenous Peoples form part of our host communities in Australia, Chile and Canada, where we acquired full control of the Windfall project in 2024. Gold Fields respects the rights, interests, culture, perspectives and special connections to land and water of our host communities – including Indigenous Peoples – in our project design, development, operation and closure phases, and work to obtain free, prior and informed consent where projects under customary use by Indigenous Peoples are likely to have significant adverse impacts. Our engagements with Indigenous Peoples are respectful and culturally appropriate and seek to ensure their participation in decisions that affect them.	Australia Continued to strengthen our relationships with Traditional Owner stakeholders on key issues including Native Title and cultural heritage management Signed a landmark Native Title Agreement with Ngadju Native Title Aboriginal Corporation, representing the Ngadju People, the determined Native Title holders of an area that includes our St Ives mine in Western Australia’s Goldfields region Progressing native title negotiations with Aboriginal groups in Western Australia with native title and other customary rights at our other operations Delivered cultural learning awareness programmes to over 2,000 employees Completed our Innovate Reconciliation Action Plan (RAP), achieving 93% of deliverables over three years. The RAP strengthens relationships with Aboriginal and Torres Strait Islander Peoples, engages staff and stakeholders in reconciliation, and pilots innovative strategies to empower First Nations Peoples Focused on recruiting, employing and retaining First Nations Peoples Chile Conducted six training sessions for approximately 120 of our people, led by Colla Indigenous community members and covering Colla worldview, cultural elements and environmental stewardship Continued supporting the preservation of Colla cultural heritage by developing two books in collaboration with the Colla Indigenous communities Established collaboration agreements with the Colla Indigenous communities, resulting in the implementation of over 70 community projects Received six grievances during 2024, all resolved within the agreed timeframe Canada Continued engaging with the Cree First Nation of Waswanipi and the Cree Nation Government towards concluding an Impact and Benefit Agreement in 2025 Finalised a deal to receive hydro-power via a power line to Windfall, which is owned and operated by the Cree First Nation of Waswanipi

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