Gold Fields is a globally diversified gold producer with nine operating mines in Australia, Peru, South Africa and West Africa (including the Asanko JV), as well as one project in Chile.
We have total attributable annual gold-equivalent production of 2.2Moz, attributable gold-equivalent Mineral Reserves of 52.1Moz and Mineral Resources of 116.0Moz.
Sustainability for Gold Fields covers issues relating to our social licence to operate as well as mitigating the impact our operations have on the environment and adjacent communities
Our shares are listed on the Johannesburg Stock Exchange (JSE) and our American depositary shares trade on the New York Stock Exchange (NYSE).
We continually look for people who have a high performance attitude and can grow with us.
Our operations depend upon the reliable supply of responsibly produced products and services, and the know-how of experts in their field.
OPERATIONS 
South Africa Region
| SOUTH DEEP | ||||
| Mining method | South Deep is an underground mechanised mine, using an owner mining workforce. Reserves are accessed through de-stress and shadow development cuts to manage rock stress and seismic activity. A number of selective mining methods, including drifts and benches, are employed but long-hole stoping with paste fill is the primary bulk mining method. Significant focus is on frontline coaching to improve compliance to plan and productivity. Mining method and extraction sequence optimisation is ongoing. | |||
| Infrastructure | The workings are accessed from the surface through two shaft systems, the Twin Shaft complex (main and ventilation shafts), of which the main shaft comprises a single-drop to 110A level, a depth of 2,998m, the vent shaft to 110 level at a depth of 2,947m and the South Shaft complex, which is a subvertical system (three operating shafts) to 95 level at a depth of 2,786m. The mine is divided into three main areas:
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| Mineralisation characteristics |
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South Deep demonstrated tangible progress and a strong financial and operational recovery to the Covid-19-related restrictions experienced in 2020.
South Deep improved in most key measures during 2020, attributed to productivity improvement programmes introduced in 2019 starting to bear fruit and the effective protocols implemented to manage and mitigate the impacts of Covid-19. Ore mined increased by 7% to 1,136kt in 2020 from 1,060kt in 2019. Gold production increased by 2% to 7,056kg (226.9koz) in 2020 from 6,907kg (222.1koz) in 2019. The increased gold production was due to improved volume and grade mined.
The restructuring further embedded in 2020 incorporated a reduced workforce and mobile equipment levels aligned to overall mining activity that increased focus on the core productivity process and supported a recalibration of the cost base. Going forward, emphasis is on South Deep continuing to show substantive progress on the mine’s core strategic project themes, key performance indicators and enablers in the short to medium term. Sustaining traction in these areas remains integral to facilitating delivery on the production ramp-up and is pivotal to maintaining the mine’s trajectory to deliver LoM steady state volumes and projected financial metrics. 2021 represents a major challenge and milestone for executing the restructure plan, continuing the LoM ramp-up and establishing sustainable business improvement.
Salient features
| Mineral Resources | Mineral Reserves | |
|---|---|---|
| 62.7Moz* | 34.8Moz* | |
| (+4% NET OF DEPLETION) | (+6% NET OF DEPLETION) |
* 90.538% attributable to Gold Fields (life-ofmine (LoM) 2020)
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SOUTH AFRICA REGION MINERAL RESOURCES AND RESERVES 2020 – PDF 45MB |
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Martin Preece
Executive Vice President:
South Africa
Martin joined Gold Fields as Executive Vice President: South Africa in May 2017. He previously held the position of Chief Operating Officer at De Beers South Africa after being the Group’s Technical Advisor leading its Venetia mine optimisation study. Martin has 30 years of mining experience, starting his career as a learner miner and gradually building up his experience before taking up mine manager positions at various operations. After moving to Group level at De Beers he held positions as mine strategist and business development manager before becoming chief operating officer.
