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Gold Fields (following the unbundling of Sibanye Gold) is a large unhedged producer of gold with attributable annual production of approximately 2 million gold ounces from six operating mines in Australia, Ghana, Peru and South Africa. The new Gold Fields also has an extensive and diverse global growth pipeline with four major projects in resource development and feasibility. The new Gold Fields has total attributable gold Mineral Reserves of 54.9 million ounces and Mineral Resources of 125.5 million ounces. Gold Fields is listed on the JSE Limited (primary listing), the New York Stock Exchange (NYSE), NASDAQ Dubai Limited, Euronext in Brussels (NYX) and the Swiss Exchange (SWX). In February 2013, Gold Fields unbundled its KDC and Beatrix mines in South Africa into a separately listed company, Sibanye Gold.
IN THIS SECTION
     
  Arrow Global Reporting Initiative (GRI)
  Arrow Annual Report 2012 case studies
  Arrow Annual Report 2011 case studies
    Arrow Why does Gold Fields use NCE to measure its cost performance?
    Arrow A revised Code of Ethics for the Group
    Arrow Liquid Gold: Mitigating future liabilities and enhancing water security
    Arrow The GROWTH project: Unlocking value from waste rock
    Arrow BIOX® process technology: Creating commercial opportunities from refractory ore
    Arrow Bringing new life to the Damang mine through the Super Pit project
    Arrow Piloting the WGC Conflict-Free Gold Standard
    Arrow Phasing out the Fanakalo language in South Africa
    Arrow Gold Fields makes good progress against new Mining Charter targets in South Africa
    Arrow Cerro Corona: Promoting ‘holistic’ local development
    Arrow Gold Fields recognised as one of the top-5 mining companies in the DJSI
    Arrow Using a Group-level methodology to produce regional Sustainable Development Action Plans
    Arrow South Deep installs award winning steel headgear
    Arrow Pioneering energy-efficient fan technology in South Africa
    Arrow Enhanced cyanide management through ASTERTM process technology
    Arrow Gold Fields Ghana wins 2011 Global Business Coalition Health Award
    Arrow Living Gold rose project: Learning from past challenges
    Arrow Developing a sustainable economic model for the Eastern Cape
  Arrow Sustainability reports
  Arrow Safe Production Management
    Climate Change Strategy
    Arrow Executive overview
    Arrow Background
    Arrow Gold Fields' approach
    Arrow Board presentation
    Arrow Carbon Policy
    Arrow Carbon footprint
    Projects
    Arrow Beatrix Methane project
    Arrow Kloof Hard Ice project
    Arrow Lake Lefroy Alternative project
    Newsroom
    Arrow In the media
    Arrow FAQS
    Arrow Useful links
    Arrow Contact us
  Arrow Human resources
  Arrow Risk management
  Arrow Corporate governance
  Arrow 24 hours in the life of a Gold Fields Employee in the South African Region
  Arrow Sustainability contacts
     

Why does Gold Fields use NCE to measure its cost performance?

Notional cash expenditure (NCE) is a proprietary ‘all in’ performance measure developed by Gold Fields. It is aimed at introducing greater transparency around the all-in costs of producing an ounce of gold. This is particularly important for both producers and investors in a context of ever-escalating input costs. NCE includes:

  • All operating costs

  • All capital expenditure (e.g. growth and sustaining capital expenditure)

  • All near-mine exploration expenditure

Gold Fields believes this provides a more accurate measure than the commonly used ‘cash costs’. In part, this is due to NCE’s explicit inclusion of ‘growth capital’. In doing so, NCE recognises the bulk of capital invested in new production is largely aimed at replenishing the industry’s declining output – rather than delivering growth per se. This helps explain why primary gold supply has remained stagnant over the last 10 years, despite higher gold prices providing a significant driver for growth.

By using the ‘cash costs’ measure, many within the industry are claiming high operating profit margins that are not, in reality, supported by underlying cash flow. This may have had an impact on the number of external stakeholders currently demanding a greater share of (apparently) higher operating profit margins in a number of mining jurisdictions.