“When we took over the three assets it
was the DNA presentation that went down
really well with our new people, because
they could understand exactly what Gold
Fields was all about,” he says.
“Now, about 12 months on, we’ve
just done a cultural survey of all our
employees and it is clear that message
was communicated particularly well.”
While describing his own leadership
style as based on fairness and treating
people well, Weston says Gold Fields also
has high expectations in the performance,
productivity and efficiency of both its
assets and its people. He says the senior
personnel the company inherited with the
Barrick mines were told cash margin was
more important than sheer production.
“With the capital we were willing to
invest in the mines, and the focus on cash
generation over production levels, we
have seen strong improvements across all
three assets,” Weston says.
“In particular Gold Fields has invested
significantly in near-mine exploration at
all its operations to enable the mines to
build up their resources and reserves and
extend the lives of these mines.
“We recently provided some of our
South African underground colleagues
with an opportunity to experience
operating conditions in our highly
mechanised underground Australian
mines. They were quite amazed at
what can be achieved and at the levels
of discipline in safety, equipment
performance and maintenance.
“That was a unique training program,
but we’re always prepared to make such
investments if we consider it worthwhile.
In this instance the transfer of Australian
expertise to our South African crews has
proved invaluable.
“A team of 26 Australians is also
assisting Gold Fields at its South Deep
mine in South Africa in implementing
advanced mechanised mining
methodologies and practices.”
Gold Fields has encouraged the
majority of Barrick’s former staff to
remain employed on the projects,
though general management of two
of the three mines has since changed
hands. Weston particularly notes that
Stuart Matthews, the new GM of the
Granny Smith mine, the largest of the
three acquisitions, has experience in
operating ‘difficult mines’ internationally
and has implemented a number of
significant changes.
“He has been very instrumental in
changing the workplace culture and
improving operations both underground
and in the process plant. This year,
Granny Smith is outperforming even our
highest expectations,” Weston says.
SAFETY AND SUSTAINABILITY
Weston has worked on a number of
resource operations around the globe and,
since returning from his latest four-year
sabbatical, has implemented a focused
safety regime at Gold Fields’ worksites.
Unsurprisingly, safety culture was a major
part of the new mines integration process.
“Australia is highly regulated in
terms of safety legislation, use of PPE
and formal safety processes, but there
are always improvements that can be
made,” Weston says.
“This year we have introduced a
complete safety behavioural program
called ‘Vital Behaviours’, with the objective
to ensure people not only take more care
of themselves in the work environment,
but have a much greater awareness and
interest in what other people are doing in
the workplace.”
Another area in which Weston
brings an international perspective is
in community relations and corporate
social responsibility.
Through the Gold Fields Australian
Foundation support is provided to
community projects around Kalgoorlie,
Kambalda and more recently Leinster.
It also contributes to broader initiatives
such as the Royal Flying Doctor Service
and the Princess Margaret Children’s
Hospital. In addition, the foundation takes
»
Work underway at Agnew,
375km north of Kalgoorlie
SUMMER 2014-15 RESOURCE
PEOPLE
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