Slide 1: Media Visit: South Deep's Improvement Journey
MEDIA VISIT: SOUTH DEEP’S IMPROVEMENT JOURNEY 12 October 2022 1
Slide 2: Historic Context
HISTORIC CONTEXT Context Challenges • South Deep is a critical mine in Gold Field’s • South Deep touted as highly mechanized and efficient but portfolio with strategic and commercial delivered low productivities at high cost. imperative to find the most optimal path to value • Low capability levels
Slide 3: Phases in Our Improvement Journey
PHASES IN OUR IMPROVEMENT JOURNEY 3
Slide 4: Our Approach
OUR APPROACH Develop a capable, accountable and engaged workforce as a key enabler for the creation of sustainable improvement 4
Slide 5: When you change mindsets, you influence behaviour
When you change mindsets, you influence behaviour, which shifts culture to drive continuous improvement. ‘© MEASURED THROUGH + Average meters advanced pet dril-ig + Percitssion hours + Grade compliance + Moan time between fallure + Cars turnaround time + Back fill volumetric compliance + Gold produc
Slide 6: Re-energizing Our Leadership System
RE-ENERGIZING OUR LEADERSHIP SYSTEM DEMONSTRABLE, ENERGETIC & AUTHENTIC VALUES-BASED LEADERSHIP Strategy, goals and alignment • Definition and development of a shared understanding of South Deep’s strategic intent • Fundamental need to ensure the long-term sustainability of South Deep by focusing on
Slide 7: People and Organisational Capability
PEOPLE AND ORGANISATIONAL CAPABILITY Right Organizational Structure • Redesign the organisation consistent with requisite principles – lean, focused, clear accountabilities, effective work structures and processes • Roll-out the job profiling, initiative to develop a consistent understanding of work
Slide 8: People and Organisational Capability
PEOPLE AND ORGANISATIONAL CAPABILITY Effective Working Relationships • Encouraging an environment of collaboration, engendering greater employee engagement • Engagement score increased from 67.7% to 73.1% and the Employee Net promoter Score from 33 to 59 • Strengthen our relationship with organised
Slide 9: Internal Business Processes
BRM Measures Monitoring 2022 YTD 2022 YTD No Performance Metric Area Change 2018 2019 2020 2021 Avg Act Avg BP Finance Average Gold Recovered 1 (Gold recovered in kilograms, Month) Minewide 99% 407 576 588 758 808 796 2 Safety Engagement Index Minewide 124% 0.49 0.81 0.68 1.10 1.10 0.85 1. Developme
Slide 10: Our Approach
OUR APPROACH Develop a capable, accountable and engaged workforce as a key enabler for the creation of sustainable improvement Structured approach to how we define, connect and organise work 10
Slide 11: Siyaphambili 2.0
SIYAPHAMBILI 2.0 SUSTAIN THE IMPROVEMENT Embedding the new way of doing things Reinforce a standard operating philosophy and embed the program into the way of doing things IMPROVE THE WORK Driving continuous improvement culture Drive Incremental improvement through structured engagement and problem-
Slide 12: Siyaphambili 2.0 Vision – Integrated Operating Model
SIYAPHAMBILI 2.0 VISION – INTEGRATED OPERATING MODEL 5 6 CAPABILITY MANAGEMENT STRATEGIC FOCUS MANAGEMENT LEVELS OF EXCO/OPCO 1 (LONG-INTERVAL CONTROL) INTEGRATED ROUTINES WORK PERFORMANCE MEASURES Process Capability Senior Management Middle Management TACTICAL FOCUS 4 WORK MANAGEMENT 2 3 Frontline
Slide 13: Asset Optimisation
ASSET OPTIMISATION Capability analysis (metres/rig) Stability analysis (metres/rig) Mean Mean Mean Mean BP AO Steady Tech. • Creating a more process centric organisation: 2018 2019 2020 2021 2022 2022 State limit • Measuring system performance 95.0 100.0 40.6 79.9 75.9 87.3 85.0 TBD (P60) (P65) • Cr
Slide 14: Improvement Themes
IMPROVEMENT THEMES Operate the business Improve overall Identifying and in the top quartile of Fully leverage ESG equipment implementing new Empower our people Building game- performance globally opportunities to create effectiveness (OEE) processes and to choose safe changing frontline by deliverin
Slide 15: Operational Excellence – Key Success Factors
OPERATIONAL EXCELLENCE – KEY SUCCESS FACTORS SUSTAINABLE IMPROVEMENT REQUIRES DELIBERATE INTERVENTIONS FOCUSING ON: 1 • Strong managerial leadership system to create an enabled , engaged and accountable workforce. • vision and committed to driving change • Values driven; engender trust & inspire 2 •