Integrated Annual Review 2012 Annual Financial Report 2012 Mineral Resources and Mineral Reserves Regional overview  

7.1.3 Transformation

We aim to employ and develop local employees wherever we operate and at all levels of our business – whether required to or not. We believe our approach will help build local capacity, broaden local skills pools, enhance our reputation – as well as helping to underpin the long-term sustainability of our business.

Historically Disadvantaged South Africans1

Gold Fields fully recognises the need to continue the long-term transformation of the South African mining sector – as part of the broader transformation of society. Furthermore, under the revised Mining Charter, we are required to fill 40% of all management positions with Historically Disadvantaged South Africans (HDSAs) by 2014.

Whilst we are continuing to make progress towards our 2014 target, more still needs to be done. Our longstanding efforts to promote the education, training and development of our HDSA employees is part of a long-term strategy – and its effects will be increasingly felt as individuals pass through this ‘empowerment pipeline’.


The employment of nationals not only supports our social licence to operate in Ghana and Peru – but is also a matter of national regulation in both countries. In 2012, we achieved the following proportion of nationals in each country:

  • Ghana: 98.0% (2011: 98.0%)
  • Peru: 99.9% (2011: 99.5%)

In Ghana, we continue to place strong emphasis on the development and retention of local senior managers and specialists to help address intense competition for local talent – as well as tight quotas imposed by the government on the utilisation of expatriate personnel. In 2012, 67.7% (2011: 60.5%) of our senior managers in Ghana were nationals.

Virtual training for mechanised operators at South Deep    

1 White females are included within the definition of HDSAs

Figure 7.5: HDSAs within the
Gold Fields workforce in South Africa