a keen interest in providing educational
opportunities for young Indigenous
Australians and currently sponsors 13
talented individuals to undertake tertiary
education in fields as diverse as medicine,
law and engineering.
Weston notes maintaining a healthy
relationship with West Australian
communities is much easier than its
operations abroad.
“I’ve worked in some very sensitive
areas, both environmentally and in strong
anti-mining communities,” he says.
“Operating here is nothing like the issues
we see in Ghana, Peru or South Africa.
“Western Australia in general is very
accepting as long as you demonstrate
you are a good employer, take care
of the environment and are socially
involved and making a valuable
economic contribution to the state.”
LEADERSHIP, PRODUCTIVITY, INNOVATION
Weston has worked for Gold Fields since
2010, joining the company after spending
four years in the United States as a senior
operations executive with Coeur Mining,
one of the world’s largest silver producers
now based in Chicago.
Re-entering Australia’s resource market,
he noted greater issues around labour
market efficiency, productivity and
competitiveness.
“When I arrived back in Australia, I
quickly realised that in the four-year gap
where I’d been in the United States,
labour remuneration rates had almost
doubled and there was little increase in
the industry’s productivity,” he explains.
“That’s clearly an issue we are seeing
in all sectors of the resource industry, and
something that is still causing great concern
for Australia’s global competitiveness.”
The potential impact of such issues to
Australia’s wider industry led Weston to
recently join the AMMA Board of Directors.
“Through my involvement with AMMA
I hope to make a valuable contribution to
addressing these industry-wide issues and
ensure Australia can better compete for
job-creating, international capital,” he says.
Where Australia can regain its competitive
advantage, says Weston, is innovation.
“I’ve worked overseas in a lot of
different countries and Australians are
up there with the best miners and can
innovate well,” he says.
“Increased performance won’t come
from cost-cutting. It is important that we
continue to innovate, do new things, use
new technology and seek paradigm shifts
in the way we operate.
“While this does require capital, which
is tight in the industry at the moment, it’s
important to recognise that investing in
equipment doesn’t give you innovation. It
has to be achieved through your people;
you’ve got to use your people to come up
with the thought processes that will give
you that paradigm shift.”
As for his medium term plans for Gold
Fields’ increased Australian presence,
Weston is motivated, if not a little cautious.
“I can’t say at this point if we’ll be
producing two million, or even one
million ounces per annum in five years’
time,” he says.
“However, I can say that we will be a
sustainable and profitable gold mining
company that delivers good returns
for our shareholders and all other
stakeholders, including local communities
and of course our employees.
“Gold Fields also strives to be a reputable
gold producer with highly sustainable
operations that maintain very competitive
margins. And while we aren’t the biggest
employer in our sector, our goal is always to
be viewed as one of the best employers in
Australia’s gold industry.”
RP
Gold Fields may not be the biggest employer in our
sector, but our goal is always to be viewed as one of
the best employers in Australia’s gold industry.
Women comprise 15% of Gold Fields’ workforce
Richard Weston
RESOURCE
PEOPLE
SUMMER 2014-15
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COVER STORY
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