Currently viewing: FIT-FOR-PURPOSE WORKFORCE | Developing a fit-for-purpose workforce key highlights | Next: Developing a fit-for-purpose workforce

Developing a fit-for-purpose workforce – key highlights

Remote control training room,
Tarkwa, Ghana

WOMEN’S DAY 2021

Although we have made progress, we remain committed to continue building a diverse, inclusive workplace where every employee can thrive

DIVERSITY AND CULTURE

Women working at Gold Fields in Chile talk about why they value a diverse culture

TAKING ACTION AGAINST GENDER-BASED VIOLENCE

Gold Fields executives and their families say 'NO' to GBV

BLOOMBERG GENDER INDEX

GOLD MINING: AN EXCITING FUTURE AWAITS

“Mining has always been seen as the bedrock of the value chain for other industries. Although we are not producing commodities that are used downstream, gold is as relevent today as it has been for hundred years.”

Nick Holland

2025 ESG CHARTER TARGETS

Strategic priority

Build a diverse and inclusive workplace

Strategic intents

  • Increase the proportion of women in our workforce, including women in leadership and women in mining in all our operating regions

ASSOCIATED GROUP RISKS

1

Covid-19

The impact of Covid-19 on our employees, communities and business

6

Mining costs

Rising mining costs, including those relating to ESG

7

Safety

Safety and health of our employees, including occupational illnesses

12

Skills

Attraction and retention of skills

15

Ghana contractors

Challenges with local mining contractors in Ghana

19

I&T

Failure to modernise operations

RELATED SDG

Good health icon

Good health and wellbeing

Good health icon

Decent work and economic growth

 OVERVIEW AND HISTORY

As Gold Fields evolved over the past 10 years, so has our workforce profile. The most notable manifestation of the Sibanye Gold unbundling was the dramatic decrease in our workforce by about 30,000 people. Another feature of the past decade is increased modernisation at all our mines, which has required a change in the skills level of our employees. It has therefore become critical that we repositioned ourselves to build a pipeline of talent that will strengthen the sustainability of the Group.

Attracting and retaining the right skills starts with competitive, marketrelated and performance-based remuneration while also embracing modern working practices, such as flexible work arrangements. More than this, however, it also requires continued investment in training and development to meet the future needs of an increasingly mechanised, modernising and automated mining industry. We are also responsible for ensuring a safe and healthy workplace for our people, and for being a company they can be proud of by investing in the sustainability of our operations and the welfare of the communities we impact.

Our workforce profile has also changed in other ways. As at end‑2020, contract workers across our regions accounted for about two-thirds of our total workforce. This necessitates close contractor management and ensuring that contractors align with Gold Fields’ values, policies and procedures – particularly those relating to safety, human rights and environmental management.

A second defining trend over the past decade has been the increased focus on host community employment. Members from our host communities now make up over half of our workforce, which aligns with our strategy of creating value for the communities in the regions where we operate.

Finally, our workforce has become more diverse and transformed – particularly in South Africa, where Historically Disadvantaged Persons (HDPs) are increasingly assuming a larger share of leadership positions. However, we recognise that we still have a long way to go before our workforce fully reflects the varying demographics of the countries in which we operate. To achieve this, we need to address unconscious bias in the workplace, capitalise on the value diverse perspectives bring to Gold Fields, and attract candidates from underrepresented backgrounds and host communities. While our definition of diversity extends beyond gender alone, we are aware that women only account for 20% of our employees across the Group and, therefore, enhancing gender diversity is a key focus area going forward.

WORKFORCE BY GROUP AND REGION (end-December)

  Total workforce Employees Contractors Proportion of 
Nationals1
  2020 2010   2020 2020 2020 
Americas 4,268 346   568 3,700 98% 
Australia 2,998 562   1,668 1,330 78% 
South Africa 4,027 43,8222 2,226 1,801 84% 
West Africa 7,003 2,538   1,063 5,940 99% 
Corporate 116 98   116 0 75% 
Total 18,412 47,268   5,641 12,771 86% 
1 Employees only (not contractors)
2 Workforce pre-Sibanye unbundling

 

Previous