Gold Fields Limited (GFI) 20-F2022 FY Annual report (foreign)

0001172724gfi:DecreaseOfTwoPercentageMember2021-01-012021-12-31

(Mark One)

GOLD FIELDS LIMITED Integrated Annual Report 2022 G O LD FIELD S LIM ITED IN TEG RATED A N N U A L REPO RT 2022 Creating enduring value beyond mining IAR 1

Gold Fields Integrated Annual Report 2022 IAR 2 Pillar 2: Build on our leading commitments to ESG 53 Our ESG Charter and 2030 ESG targets  54 Value creation for our stakeholders  55 Environmental stewardship 72 Pillar 3: Grow the value and quality of our portfolio of assets 81 Overview of our portfolio and growth strategy 82 Life extension through near-mine exploration 86 Mineral Resources and Mineral Reserves summary 87 Assurance 90 Independent Reasonable Assurance Statement to Gold Fields Limited 91 Assured sustainability performance indicators 94 Assured South African Mining Charter performance indicators 95 Reporting boundary 96 ABOUT OUR COVER The cover photo of our 2022 Integrated Annual Report (IAR) shows our South Deep mine in South Africa. CREATING ENDURING VALUE BEYOND MINING SEND US YOUR FEEDBACK We value your feedback on our reporting suite. To support our efforts to report on the issues our stakeholders care about, please provide any feedback and questions to investors@goldfields.com or sustainability@goldfields.com. You can also visit www.goldfields.com and download the feedback form. CONTENTS About this report 4 Our business 5 Where we operate 6 Our business model 8 Material matters  10 Risks and opportunities 11 Governance and leadership 19 Chairperson’s report 20 Summarised governance report 21 Chief Executive Officer’s report 26 Pillar 1: Maximise the potential from our current assets through people and innovation 33 Building a safe and respectful workplace 34 People programmes for strategic delivery 39 Modernisation 41 Production and cost performance 42 Financial performance  47 Consolidated income statement, statement of financial position and statement of cash-flow 49 Integrated Annual Report Our primary report to stakeholders, detailing the Group’s value creation story over time Annual Financial Report Our full Corporate Governance Report, Board and Board committee reports, Directors’ Report, Remuneration Report and Annual Financial Statements, fulfilling our statutory financial reporting requirements Mineral Resources and Mineral Reserves Supplement Detailed technical and operational information relating to our mines and growth projects Notice of Annual General Meeting The resolutions to be tabled to shareholders at our Annual General Meeting (AGM) Gold Fields Corporate Governance report_Proof 3 – 27 March 2023 GOLD FIELDS LIMITED Annual Financial Report including Governance Report 2022 Creating enduring value beyond mining GOLD FIELDS LIMITED Integrated Annual Report 2022 G O LD FIELD S LIM ITED IN TEG RATED A N N U A L REPO RT 2022 Creating enduring value beyond mining IAR 1 GOLD FIELDS LIMITED Mineral Resources and Mineral Reserves Supplement to the IAR 2022G O LD FIELD S LIM ITED M IN ERA L RESO U RC ES A N D M IN ERA L RESERV ES SU PPLEM EN T TO TH E IA R 2022 Creating enduring value beyond mining G O LD FIELD S LIM ITED M IN ERA L RESO U RC ES A N D M IN ERA L RESERV ES SU PPLEM EN T TO TH E IA R 2022 GOLD FIELDS LIMITED Notice of Annual General Meeting for the year ended 31 December 2022 Creating enduring value beyond mining REPORTING SUITE Our online IAR portal can be accessed at www.goldfields.com/2022- annual-report-suite.php from end-April 2023 onwards

IAR 3 linkedin.com/company/gold-fields business.facebook.com/GoldFieldsLTD @GoldFields_LTD instagram.com/goldfields_ltd/ Further reading available within this report Further information available online The three pillars of our strategy reflect the Group’s operational, environmental, social and governance (ESG) and growth priorities and support our purpose of creating enduring value beyond mining. Our three strategic pillars Pillar 1 Pillar 2 Pillar 3 Maximise the potential from our current assets through people and innovation Build on our leading commitment to ESG Grow the value and quality of our portfolio of assets We use innovative mining methods, along with the talents and expertise of our people, to maximise the potential of the mines we currently own. We aim to take care of the environment while we mine, meaningfully invest in our host communities and adhere to the highest ethical standards in the course of our business. We are adding quality, high-value mines to our portfolio so we have assets we can continue to mine in the future. HIGHLIGHTS HIGHLIGHTS HIGHLIGHTS Ounces of gold produced: 2.40Moz Adjusted free cash-flow: US$431m Net debt:EBITDA ratio: 0.29x Host community value created: US$913m Water recycled or reused: 75% Mines powered by renewable energy: 5 Salares Norte project: 87% complete Near-mine exploration: US$107m South Deep ramp-up to: 328koz Read more on p33 – 51 Read more on p53 – 79 Read more on p81 – 89 Climate Change Report Our Climate Change Report in alignment with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) Report to Stakeholders An overview of our contributions to our key stakeholders, as well as recent developments impacting these relationships GRI Content Index This Global Reporting Initiative (GRI) Content Index cross- references to the International Council on Mining and Metals (ICMM) Principles, United Nations Global Compact Principles, United Nations Sustainable Development Goals (SDGs) and the Value Reporting Foundation Form 20-F Our annual report on Form 20-F filed with the US Securities and Exchange Commission (US SEC) as a foreign private issuer trading on the New York Stock Exchange GOLD FIELDS LIMITED Climate Change Report 2022 G O LD FIELD S LIM ITED C LIM ATE C H A N G E REPO RT 2022 Creating enduring value beyond mining GOLD FIELDS LIMITED Report to Stakeholders 2022 G O LD FIELD S LIM ITED REPO RT TO STA KEH O LD ERS 2022 Creating enduring value beyond mining As filed with the Securities and Exchange Commission on 30 March 2023 UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 _______________________ Form 20-F _______________________ (Mark One) ☐ REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR 12(g) OF THE SECURITIES EXCHANGE ACT OF 1934 or ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended 31 December 2022 or ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 or ☐ SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Date of event requiring this shell company report For the transition period from to Commission file number: 1-31318 _______________________ Gold Fields Limited (Exact name of registrant as specified in its charter) _______________________ Republic of South Africa (Jurisdiction of incorporation or organisation) 150 Helen Road Sandown, Sandton, 2196 South Africa 011-27-11-562-9700 (Address of principal executive offices) with copies to: Paul A. Schmidt Chief Financial Officer Tel: 011-27-11-562-9700 Fax: 011-27-86-720-2704 PaulS@goldfields.com 150 Helen Road Sandown, Sandton, 2196 South Africa Michael Z. Bienenfeld Igor Rogovoy Linklaters LLP Tel: 011-44-20-7456-2000 Fax: 011-44-20-7456-2222 One Silk Street London EC2Y 8HQ United Kingdom (Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person) Securities registered or to be registered pursuant to Section 12(b) of the Act Title of Each Class Trading Symbol Name of Each Exchange on Which Registered American Depositary Shares, each representing one ordinary share GFI New York Stock Exchange Ordinary shares of no par value each New York Stock Exchange* *Not for trading, but only in connection with the registration of the American Depositary Shares pursuant to the requirements of the Securities and Exchange Commission. Securities registered or to be registered pursuant to Section 12(g) of the Act None (Title of Class) Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act None (Title of Class) Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the Annual Report 891,378,571 ordinary shares of no par value _______________________ Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act: Yes ☒ No ☐ If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 ☐ Yes No ☒ Note—Checking the box above will not relieve any registrant required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 from their obligations under those Sections. Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. ☒ Yes ☐ No Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). ☒ Yes ☐ No Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or an emerging growth company. See definition of “large accelerated filer,” “accelerated filer,” and “emerging growth company” in Rule 12b-2 of the Exchange Act. Large accelerated filer ☒ Accelerated filer ☐ Non-accelerated filer ☐ Emerging growth company ☐ If an emerging growth company that prepares its financial statements in accordance with U.S. GAAP, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards† provided pursuant to Section 13(a) of the Exchange Act. ☐ † The term “new or revised financial accounting standard” refers to any update issued by the Financial Accounting Standards Board to its Accounting Standards Codification after April 5, 2012. Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒ If securities are registered pursuant to Section 12(b) of the Act, indicate by check mark whether the financial statements of the registrant included in the filing reflect the correction of an error to previously issued financial statement. ☐ Indicate by check mark whether any of those error corrections are restatements that required a recovery analysis of incentive-based compensation received by any of the registrant’s executive officers during the relevant recovery period pursuant to §240.10D-1(b). ☐ Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing: U.S. GAAP ☐ International Financial Reporting Standards as issued by the International Accounting Standards Board ☒ Other ☐ If “Other” has

been checked in response to the previous question, indicate by check mark which financial statement item the registrant has elected to follow: Item 17 ☐ Item 18 ☐ If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes ☐ No ☒ (APPLICABLE ONLY TO ISSUERS INVOLVED IN BANKRUPTCY PROCEEDINGS DURING THE PAST FIVE YEARS) Indicate by check mark whether the registrant has filed all documents and reports required to be filed by Sections 12, 13 or 15(d) of the Securities Exchange Act of 1934 subsequent to the distribution of securities under a plan confirmed by a court. Yes ☐ No ☐ GOLD FIELDS LIMITED GRI Content Index 2022 G O LD FIELD S LIM ITED G RI C O N TEN T IN D EX 2022 Creating enduring value beyond mining

Gold Fields Integrated Annual Report 2022 IAR 4 About this report Our integrated reporting suite enables stakeholders – including our capital providers – to make informed decisions about Gold Fields’ (Gold Fields, the Company or the Group) long-term prospects and our ability to create and sustain value. This IAR details how we created, preserved or eroded value during 2022. We connect our performance with our purpose through integrated thinking and concisely and holistically unpack how we unlock value for stakeholders through our strategic pillars, material matters, risks and opportunities, operating environment and performance. Board approval Gold Fields’ Board of Directors (Board) acknowledges its responsibility to ensure the integrity of this IAR. It believes that the 2022 IAR addresses all matters that could substantively impact the Group’s ability to create value over the short, medium and long term, including Gold Fields’ strategic objectives. The Board is also of the opinion that this report materially complies with the relevant statutory and regulatory requirements – particularly the Integrated Reporting Framework, International Financial Reporting Standards (IFRS) and the Companies Act No 71 of 2008, as amended. Senior management led the preparation of this report. As part of our comprehensive internal and external review process, the IAR was submitted to the Group’s Audit Committee for review, who recommended it to the Board for approval. The Board unanimously approved the 2022 IAR and 2022 Annual Financial Report (AFR) – including our Annual Financial Statements – on 30 March 2023. Yunus Suleman Chairperson Our sustainability indices 5th miner (2021: 3rd miner) 11th gold miner (2021: 11th gold miner) E2 S1 G1 (2021: E1 S1 G1) 2nd gold miner (2021: 6th gold miner) AA-rating (2021: A-rating) See details of our commitment to the relevant SDGs on our website: www.goldfields.com/sustainability As a responsible gold miner, we believe we can create lasting socio-economic value for our host communities and governments. Our vision is to be the preferred gold mining company delivering sustainable, superior value and, in pursuit of this, we positively contribute directly and indirectly to 11 SDGs to enable meaningful change in our sector. 17 PARTNERSHIPS 15 LIFE ON LAND 13 CLIMATE ACTION 12 RESPONSIBLE CONSUMPTION 11 SUSTAINABLE CITIES 9 INDUSTRY, INNOVATION AND INFRASTRUCTURE 8 ECONOMIC HEALTH 7 AFFORDABLE AND CLEAN ENERGY 6 CLEAN WATER AND SANITATION 4 QUALITY EDUCATION 3 GOOD HEALTH AND WELLBEING See our reporting scope and boundary and forward-looking statements on p96. Assurance ERM Southern Africa (ERM) provided independent reasonable assurance over key sustainability information in this report, which is prepared in accordance with, and with reference to, the GRI Universal Standards. As a member of the ICMM, we are committed to obtaining assurance in line with the ICMM sustainability report assurance requirements. ERM assured all five ICMM subject matters in line with the ICMM Assurance and Validation Procedure. The key sustainability performance data assured by ERM in 2022 is detailed on p91 – 95.

Contractor with one of our drill rigs at Damang mine in Ghana OUR BUSINESS 5 IAR Our business IN THIS SECTION Where we operate 6 Our business model 8 Material matters 10 Risks and opportunities 11

Gold Fields Integrated Annual Report 2022 IAR 6 Where we operate Ghana Gold Fields has nine operating mines in Australia, South Africa, Ghana (including the Asanko joint venture (JV)) and Peru and one project in Chile. We have total attributable annual gold-equivalent production of 2.40Moz, Proved and Probable gold Mineral Reserves of 46.1Moz, Measured and Indicated Mineral Resources of 31.1Moz (excluding Mineral Reserves) and Inferred Mineral Resources of 11.2Moz (excluding Mineral Reserves). Our shares are listed on the Johannesburg Stock Exchange (JSE) and our American depositary shares trade on the New York Stock Exchange (NYSE). South Africa Australia Peru Chile 2022 2021 Safety Fatal incidents 1 1 Serious injuries 5 9 Total recordable injury frequency rate (TRIFR) 2.04 2.16 Workforce Employees 6,364 5,957 Contractors 16,720 16,153 Attributable production (koz) 2,399 2,340 All-in costs (AIC) (US$/eq-oz) 1,320 1,297 Adjusted free cash-flow (US$m)1 431 463 Gold Mineral Resources (Moz)2 42.30 44.10 Gold Mineral Reserves (Moz)3 46.10 47.40 Carbon emissions (kt CO2e) 2,279 2,256 Gender diversity (% of total) 23 22 The Group at a glance Contribution to Group attributable production 44%32% 13% 11% Australia South Africa Ghana Americas

IAR 7 OUR BUSINESS 2022 Performance 1 Cash-flow from operating activities less net capital expenditure, environmental payments, lease payment and redemption of Asanko preference shares 2 Attributable, Measured, Indicated and Inferred Gold Mineral Resources (excluding Mineral Reserves), excluding Asanko 3 Attributable Proved and Probable Gold Mineral Reserves, excluding Asanko 4 Cash-flow from operating activities less net capital expenditure, environmental payments and lease payment from the eight mining operations 5 Excludes 45% of Asanko 6 Includes 45% of Asanko Mine: Cerro Corona in Peru – copper, gold (open-pit mine) Project: Salares Norte in Chile – gold, silver deposit Safety (TRIFR) (Cerro Corona) 0.29 Workforce Employees 828 Contractors 6,531 Attributable gold-eq production (koz) 259 AIC (US$/eq-oz) 998 Adjusted free cash-flow (US$m)4 76 Gold Mineral Resources (Moz)2 0.91 Gold Mineral Reserves (Moz)3 4.33 Carbon emissions (kt CO2e) 106 Gender diversity (% of total) 26 AMERICAS AUSTRALIA Mines: St Ives, Granny Smith, Agnew and Gruyere (50/50 JV) (open-pit and underground mines) Safety (TRIFR) 5.80 Fatality 1 Workforce Employees 1,866 Contractors 1,881 Attributable production (koz) 1,061 AIC (US$/oz) 1,150 Adjusted free cash-flow (US$m)4 431 Gold Mineral Resources (Moz)2 8.71 Gold Mineral Reserves (Moz)3 7.97 Carbon emissions (kt CO2e) 819 Gender diversity (% of total) 22 GHANA Mines: Tarkwa, Damang and Asanko (50/50 JV) in Ghana (open-pit mines) Safety (TRIFR)5 0.20 Workforce5 Employees 1,054 Contractors 5,981 Attributable production (koz)5 762 AIC (US$/oz)5 1,220 Adjusted free cash-flow (US$m)4,6 219 Gold Mineral Resources (Moz)2 6.39 Gold Mineral Reserves (Moz)3 5.16 Carbon emissions (kt CO2e) 801 Gender diversity (% of total) 11 For more information refer to p44 For more information refer to p43 Mine: South Deep (underground mine) Safety (TRIFR) 3.27 Workforce Employees 2,495 Contractors 2,385 Attributable production (koz) 316 AIC (US$/oz) 1,356 Adjusted free cash-flow (US$m)4 129 Gold Mineral Resources (Moz)2 26.19 Gold Mineral Reserves (Moz)3 28.68 Carbon emissions (kt CO2e) 553 Gender diversity (% of total) 27 SOUTH AFRICA For more information refer to p46 For more information refer to p45

Gold Fields Integrated Annual Report 2022 IAR 8 Our business model Our diversified portfolio (with nine mines and one project in five countries) creates value through: INPUTS (The resources we rely on) BUSINESS PROCESSES (How we create value) HUMAN CAPITAL (p34) Our employees and contractors drive our strategy through their skills, expertise and commitment to entrenching our culture. 	z 6,364 employees (2021: 5,957) 	z 16,720 contractors (2021: 16,153) 	z US$9.0m spent on training and development (2021: US$8.3m) • Attracting, developing and retaining top skills in a highly competitive environment • Sourcing and developing the right skills from our host communities • Increasing workforce diversity and inclusivity • Maintaining a strong health and safety culture • Inclusion of mental and psychological wellbeing in our definition of zero harm NATURAL CAPITAL (p72) We rely on access to land to extract gold and copper resources, and on water security and reliable energy supply for our mining and processing activities. 	z 46.1Moz attributable Mineral Reserves (2021: 47.4Moz) 	z 42.3Moz attributable Mineral Resources excluding Mineral Reserves (EMR) (2021: 44.1Moz) 	z 14.1PJ energy consumed (2021: 13.9PJ) 	z 18.3GL water withdrawn (2021: 18.5GL) • Mitigating our contribution to and the impact of climate change on our operations and host communities • Operating in water-stressed regions • Securing a steady power supply and managing the increased cost of energy • Replacing depleted Mineral Reserves SOCIAL AND RELATIONSHIP CAPITAL (p55) The quality of our stakeholder relationships supports the sustainability and licence to operate of our business. 	z US$21m invested in socio-economic development (SED) programmes and projects in our host communities (2021: US$16m) 	z 2,336 stakeholder engagements with our host communities, capital providers and governments (2021: 2,350) 	z 87% of our employees are from our countries of operation and 97% of all goods and services are procured in-country • Addressing the trust gap between governments, communities and mining companies • Skills constraints in host communities as we seek to source employees from these communities • Access to water is shared with neighbouring communities • Pressures on companies to address major societal issues • Constraints in local government capacity and resources in emerging countries FINANCIAL CAPITAL (p42) Banks, shareholders and bondholders provide our financial capital, which enables us to create value across all capitals. • US$4,340m total equity (2021: US$4,130m) • US$1,069m capital expenditure (excluding Asanko) (2021: US$1,089m) • US$431m adjusted free cash-flow generated (2021: US$463m) • Managing the impact of market sentiment and geopolitical developments on key cost drivers • Investing in our mines to extend their longevity MANUFACTURED CAPITAL (p81) Our investment in machinery, equipment, technology and ICT infrastructure enable us to deliver our products. • Nine operating mines (including our Asanko JV) and one project • US$656m sustaining capital and US$413m growth capital (2021: US$576m; US$513m) • Maintaining and monitoring ageing infrastructure at our older mines • Modernising and digitising our mines while reducing costs • Ensuring our people are equipped to work in an increasingly automated and digitised work environment INTELLECTUAL CAPITAL (p41) Our people and partners’ intellectual input informs our strategic objectives, drives innovation and efficiencies and supports risk management. • US$1,411 per employee invested in training (2021: US$1,397) • Modernisation plan stretching over three horizons • Group-wide job architecture detailing knowledge, skills, qualifications, behavioural and technical competencies required for all roles • Developing the right talent to meet the needs of an increasingly mechanised, modernising and automated mining industry • Reskilling the existing workforce to ensure we can retain their experience and knowledge • Review of culture to strengthen workforce diversity and inclusivity Resource constraints EXPLORATION Our near-mine and selected greenfields exploration, in partnership with junior miners, focuses on resource extension to enhance the long-term sustainability of our portfolio DEVELOPMENT We invest in the development of projects that, once brought to fruition, will improve the cost and production profile of our portfolio PROCESSING We generate additional value through the physical and chemical processing of ore, which results in semi-pure gold doré and copper-gold concentrate. The doré is externally refined into gold bullion MINING We extract gold and copper-bearing ore from open-pit and underground mines through mechanised processes in Australia, South Africa, Ghana and Peru – either by our own teams or by contractors MINE CLOSURE We seek to responsibly manage mine closure and optimise our closure liabilities through integrated closure planning and progressive rehabilitation. Post-closure social and economic sustainability requires consultation with and investment in impacted communities during the life-of-mine

IAR 9 OUR BUSINESS Positive outcomes Negative outcomes OUTPUTS (What we produce) OUTCOMES (The value we create, preserve or erode) 2.40Moz  attributable gold- equivalent production (2021: 2.34Moz) (p42) 27kt  attributable copper production (2021: 25.9kt) (p49) 205Mt mining waste produced (p49) 1.7Mt Scope 1 and 2 CO2e emissions (p75) Maximise the potential from our current assets through people and innovationPillar 1 Build on our leading commitment to ESG   Zero Level 3 – 5 environmental incidents for the fourth consecutive year   Recycled 75% of water withdrawn and reduced our freshwater intake by 41% against a 2018 baseline   12th successive Top 5 mining ranking in DJSI   Achieved an A- score in the CDP’s Water Disclosure Project   Continued membership of Bloomberg Gender- Equality Index 2.3Mt Scope 1 – 3 CO2e emissions 205Mt of total material moved   All mines implemented at least 88% of their progressive rehabilitation plans 92 community grievances (84% resolved during 2022)   South Deep’s and Gruyere’s newly constructed solar plants commissioned   52% of workforce employed from our host communities   31% (or US$748m) of total procurement costs spent with host community enterprises   US$913m in host community value creation   US695m paid to governments in taxes and royalties 2 ZERO HUNGER 6 CLEAN WATER AND SANITATION 8 ECONOMIC HEALTH 12 RESPONSIBLE CONSUMPTION Pillar 2 Grow the value and quality of our portfolio of assets   US$565m in gross mining closure liabilities   US$230m spent on Salares Norte project capital   Invested US$107m in near-mine exploration (including Salares Norte) Mineral Reserves down 3% post-depletion   South Deep’s successful ramp-up to 328koz Yamana Gold acquisition terminated   Investment in junior miners to expand greenfields exploration 8 ECONOMIC HEALTH 9 INDUSTRY, INNOVATION AND INFRASTRUCTURE Pillar 3   Continued investment in South Deep, South Africa’s largest bulk, mechanised, underground gold mine   Increased use of real-time data to enable decisions that facilitate safer and more productive mines   Increased use of remote mining that takes people away from potentially dangerous operations   US$468m paid in salaries and benefits One fatal incident Two new cases of Silicosis submitted to health authorities Five serious injuries   23% of our total workforce are women, including women in leadership (2021: 22%)   US$855m in adjusted free cash-flow from operations   US$411m paid in interest and dividends 3% rise in AIC, largely due to Salares Norte capex and mining cost inflation   Net debt decreased to US$704m   JSE share price up 1%; NYSE share price down 6%   Received US$300m break fee from Yamana Gold   Total dividend of R7.45/share 3 GOOD HEALTH AND WELLBEING 7 AFFORDABLE AND CLEAN ENERGY 9 INDUSTRY, INNOVATION AND INFRASTRUCTURE

Gold Fields Integrated Annual Report 2022 IAR 10 Our 2022 materiality analysis involved: 	z Reviewing the organisational context, activities and key stakeholders for 2022 	z Reviewing Gold Fields’ risks and impacts on people and the environment, their significance and our response through our established enterprise-wide risk management, business management and sustainability management processes 	z Considering the 2022 priority initiatives to deliver our vision, purpose and strategy, particularly the development of the Gold Fields culture, leadership and talent development and our decarbonisation work 	z Considering outcomes from our stakeholder reputation baseline survey and related stakeholder engagement plans To support our revised materiality analysis and disclosure, we started revising our public disclosures on the management of material issues, supported by our suite of sustainability reporting. Given the changes to the sustainability reporting landscape – as well as emerging or proposed ESG- related reporting standards, guidelines and frameworks – we will include an inclusive, double-materiality analysis in our next assessment cycle. This means we will not only report the impact our operations have on stakeholders, but also their impact on Gold Fields and its operations. We categorise our material matters as environmental, social or economic and governance matters for this materiality analysis cycle. While our 2022 material matters have not changed significantly, some have become increasingly important or been updated to reflect our evolving management approach: 	z Covid 19-is no longer the most material matter to our business 	z Social and stakeholder matters are becoming more important 	z Safety, health and wellbeing now includes psychological safety 	z Our diversity, equity and inclusion focus includes elements of human capital, labour practices and respectful workplace initiatives as part of our culture development 	z Decarbonisation (previously carbon management) is now a standalone material topic 	z Social and geopolitical risks became more important 	z Human rights remain material and is represented as cross-cutting in ESG-related material matters 	z Biodiversity is expanded to include nature The graphic below outlines our materiality analysis as at end-2022. Material matters Our materiality analysis identifies the significant economic and ESG factors that could substantively influence our capital providers’ and other stakeholders’ decisions about Gold Fields’ ability to deliver on its strategic objectives and create value over the short, medium and long term. This informs the Group’s business plans and strategies, as well as our sustainability reporting approach. We review and update our GRI-aligned materiality analysis annually, which informs and is informed by: 	z Our purpose to create enduring value beyond mining 	z Our strategy and leading commitment to ESG practices 	z Our ESG risk assessment which forms part of our enterprise-wide risk management processes We concluded a three-year materiality analysis cycle in 2021 and planned to initiate a new 2022-and-beyond cycle this year. This was suspended when we announced our intention to acquire Yamana Gold, a transaction we ultimately terminated. Instead, we extended our existing cycle by a year and reviewed and updated our materiality analysis and related material topics for 2022. We, therefore, did not undertake a materiality- related stakeholder engagement process in 2022. MATERIAL TOPICS Environment Social Economic and governance 2022 GRAPHIC MATERIALITY ANALYSIS M AT ER IA L TO S TA KE H O LD ER S MATERIAL TO GOLD FIELDS Stakeholder engagement and relations Human capital Labour practices Covid-19 Indigenous Peoples Culture and heritage Health, safety, wellbeing Shared Value Creation: Direct and indirect socio-economic benefits Environmental stewardship Environmental compliance Water stewardship Decarbonisation Climate risk and adaptation Energy and carbon management Tailings management Social and geopolitical risk Nature Board governance Procurement practices Materials stewardship and supply chain Corporate governance Human rights M or e Le ss MoreLess

IAR 11 OUR BUSINESS Risks and opportunities Gold Fields’ approach to enterprise risk management (ERM) is based on the requirements of King IV Report on Corporate Governance for South Africa 2016 (King IVTM)1, the South African Corporate Governance Code of Conduct and ISO 31000, the international guideline on risk management. The Group also subscribes to the risk management requirements of the ICMM’s 10 Principles. Gold Fields’ ERM process comprises the following three pillars, which are deployed intuitively and form part of our day-to-day operations: Strategic risk management: Developing and integrating sound, sustainable business controls that reduce the Company’s exposure to material risks to an acceptable level, ensuring business and strategic objectives are achieved Operational risk management: Continuously identifying, quantifying and mitigating operational risks to create a safe, healthy and efficient business environment and reduce business disruptions to achieve operational targets Catastrophic risk management: Identifying potential disastrous events that may cause loss of life, extensive damage to infrastructure and prolonged production losses; implementing mitigating actions, strategies and policies to prevent or reduce the risk effect by strengthening resilience to absorb or reduce losses Risk management is integrated into all our business processes. Leadership teams at corporate, regional and mine level conduct formal quarterly risk management reviews, assessing risks to the business and tracking and monitoring progress against mitigating actions. These reviews are then presented to the Board’s Risk Committee twice a year for verification. As a global company, we continue to be shaped by the external dynamics of the regions where we operate. We discuss the impact of longer-term, emerging global trends in general and on Gold Fields on p15. RISK APPETITE AND TOLERANCE Understanding the relationship between our strategy and our approach to evaluating risks as a basis for setting Risk Appetite and Tolerance (RA&T) is crucial. Firstly, RA&T does not relate to the risk itself, but rather the consequences of such a risk – this distinction is important to establish a practical set of RA&T positions. We use our strategic objectives as a starting point, the achievement of which is critical for setting our RA&T levels. It follows that the consequences of the risks we are exposed to can create a variance from where we aim to be in terms of our strategic objectives. The level of variance we are willing to accept without making significant changes to the strategic objective sets the variance point for our risk appetite, while the level of variance we can accept in each of our top strategic risks before we need to review our risk treatment plans determines our tolerance position. To support the achievement of strategic objectives and business plans, and to monitor tolerance positions, Gold Fields has a comprehensive monthly and quarterly business review process in place. Performance is monitored and shortcomings are addressed swiftly and effectively. A colour-coding system is used during presentations to alert executives if targets are being achieved, and enables discussions around remediation measures. Shortly after the quarterly business reviews are concluded, the Board conducts quarterly governance and oversight meetings, as part of its annual Board cycle, during which significant aspects of the business are comprehensively questioned and reviewed. Any misalignment with Company objectives or good corporate governance is discussed and remedial action requested. This is in line with our formal Approval Framework, which strictly defines decision parameters and risk tolerance. 1 Copyright and trademarks are owned by the Institute of Directors in South Africa NPC and all of its rights are reserved For a more detailed assessment on how we determine our risks and materiality, see www.goldfields.com/risk-materiality.php Remote control operator at the South Deep mine in South Africa

Gold Fields Integrated Annual Report 2022 IAR 12 Top 15 Group risks in 2022 PROBABILITY SE V ER IT Y Risks and opportunities continued 1 2 5 6 7 8 9 10 11 12 13 14 15 3 4 RISKS AND OPPORTUNITIES MITIGATING STRATEGIES (2021: 1) Gold/currencies Volatility of the gold price and currency exchange rate We design our business plans based on a conservative gold price and set free cash-flow targets for our operations. This is reinforced by our new strategy, which stresses asset optimisation as well as growth. We monitor these plans through monthly and quarterly cost, capital and production reviews, during which we discuss and implement remedial actions, if required. We only use foreign exchange, oil or metal price hedges in line with our hedging policy. (2021: 3) Inflation/mining costs Rising mining costs All our operations have business, productivity and cost improvement processes and programmes in place. These are supported by our Innovation and Technology Strategy to reduce costs and enhance revenue generation. We conduct monthly and quarterly business cost and capital reviews to ensure spending remains in line with plans. Our mines provide cost guidance to the market at the beginning of each financial year. (2021: 6) Salares Norte Delays and cost overruns relating to the Salares Norte project During 2022, the Salares Norte project was hampered by the continued impact of Covid-19 and severe weather, exacerbated by the serious skills shortages in the Chilean mining sector. The latter resulted in a suboptimal performance by the main contractor. As such, Gold Fields delayed first gold production to Q4 2023, resulting in additional costs and a revised Group production guidance. Further delays would require a revision in the longer-term guidance and undermine management’s credibility. (2021: 2) Political risk/ resource nationalism Resource nationalism, regulatory uncertainty and government imposts, including the Ghanaian economic and fiscal crisis, political uncertainty in Peru and Chile, and South Africa’s poor economic performance Our regional management teams seek to regularly engage with relevant government authorities to ensure compliance with investment agreements, where they are in place. Further engagement is undertaken through the countries’ mining associations, where we work with our peers. More recently, we strengthened government engagement through annually updated government action plans, which are informed by independent country risk assessments. As a last resort, we review our legal options, particularly in terms of adherence to investment agreements – during late 2022 and early 2023, this particularly included the Development Agreement we have with the government of Ghana. (2021: 4) Mineral Resources and Mineral Reserves Failure to replace Mineral Resources and Mineral Reserves beyond mine depletion We continue to evaluate value-accretive opportunities to expand our business, including acquisitions, disposals, JVs, new mine builds and other strategic projects. Our regions have comprehensive near-mine exploration programmes in place, and we monitor our performance against these programmes during our quarterly business reviews. For most of the past few years our Australian mines have replaced depleted Mineral Reserves and more. 1 2 3 4 5

IAR 13 OUR BUSINESS RISKS AND OPPORTUNITIES MITIGATING STRATEGIES (2021: 5) Skills Challenges in attracting and retaining top-level, diverse talent and skills Our business depends on fit-for-purpose human resource structures to meet operational requirements and enable a more diverse and inclusive workforce. We provide competitive and incentive-focused remuneration packages, flexible benefits along with flexible work options, where possible, to attract and retain in-demand skills. Our approach focuses on talent and development strategies and driving the right culture, and is designed to retain top talent. (2021: 7) Safety Our employees’ safety, health and wellbeing, including occupational illnesses Our employees’ safety, health and wellbeing are paramount. This drives us to continually review and upgrade our safety systems, programmes and culture. Our employees and contractors are regularly trained in industry-leading safety programmes such as Courageous Safety Leadership and Visible Felt Leadership. All operations are recertified to ISO 45001, the international occupational health and safety standard. (2021: 15) ESG ESG-related stakeholder expectations and activism In December 2021, the Board approved our new strategy, which included ESG as one of its three key pillars, along with comprehensive 2030 ESG targets. To ensure the targets are achievable, we worked extensively with our operations, including setting capital budgets. We report annually on our progress in achieving these targets. We also review our ESG programmes annually. This strengthened commitment builds on our leadership position and strong reputation in ESG. (new risk) Leadership Leadership transitions at executive level Following the resignation of Gold Fields’ CEO, announced on 13 December 2022, Martin Preece was appointed as Interim CEO. He has been integrally involved in Group-wide decisions, including strategy. The process to appoint a permanent CEO is well under way and overseen by the Board. A replacement for one of the four Executive Vice Presidents (EVPs) who resigned has been appointed and acting managers have been appointed for two of the others. The recruitment process to find permanent replacements continues. Gold Fields has a sound succession planning process in place as part of a recruitment processes to find suitably experienced candidates. Our regional operating model and strong operational management ensured operations continued to perform well. (2021: 11) Social licence Loss of social licence to operate and ability to create stakeholder value We continue to strengthen our relationships with host communities by engaging with and investing in them (including employment and procurement). We are developing flagship community programmes in each of our regions to have a lasting impact beyond the life-of-mine. In Australia, we are implementing an Aboriginal Engagement Strategy to guide relations with and create opportunities for Indigenous Peoples at our mines. (2021: 8) Climate change Failure to implement climate change mitigation and adaptation measures We are implementing an extensive Decarbonisation Strategy, with two major renewables plants commissioned in 2022. We continue to enhance our operations’ resilience by rolling out energy efficiency initiatives, carrying out further renewables assessments and trialling zero and low- emissions vehicles. Given the growing impact of rising global temperatures and extreme weather events, we are conducting an in-depth assessment of the climate change vulnerability risk of all tailings storage and water storage facilities. (2021: 10) Cybercrime Cybercrime and loss of information and communication technology (ICT) data We continue to protect operational technology to decrease disruptions and ensure business continuity. Due to the dramatic global increase in cybercrime, we implemented a Group-wide software platform to protect critical infrastructure. All our mines and offices, except our Chilean operations, are ISO 27001 certified. (2021: 12) Water security Water pollution, security and reduction in freshwater consumption All our operations are ISO 14001-certified, which requires sound water management and disclosure. In 2021, we developed and integrated three-year regional water management plans across our operations. Our regions met their targets for water recycling, reuse and conservation, and are on track to meet the 2030 targets. (2021: 9) South Deep Failure to maintain performance momentum and alignment with the build-up plan South Deep exceeded its business plan of 10,000kg (322koz) of gold in 2022. The South Deep team continues to implement its management systems, driving disciplined execution of the mine’s plans, and business improvement initiatives across the value chain. We measure the mine’s performance against agreed targets and milestones monthly and report quarterly to the Corporate Office and Board. (2021: 13) Covid-19 The impact of Covid-19 on our employees, communities and business plan Our mines adhere to country-specific regulations, government decrees and protocols. We assisted governments to secure vaccines for our workforce and provided infrastructure and know-how for the roll-out of vaccination plans. Furthermore, we circulate hygiene awareness campaigns and screen, test and monitor our employees. 6 7 8 9 10 11 12 13 14 15

Gold Fields Integrated Annual Report 2022 IAR 14 Catastrophic risks Catastrophic risks are defined as those that could lead to disastrous events that could lead to loss of lives and injuries, severely impact our reputation and undermine the viability of our business. Every quarter, we review catastrophic risks that could potentially occur at our mines and projects to ensure the necessary controls are in place to manage these risks. Where appropriate, we introduce additional mitigating controls reviewed by subject-matter experts to further reduce the risks and safeguard our employees, communities, environment and reputation. Along with our Critical Control Management programme, we continuously look at new technology and innovation in an attempt to “engineer out” catastrophic risks. RISKS MITIGATING STRATEGIES TSF failure Catastrophic TSF embankment failure Our sites comply with the Group’s Tailings Storage Facilities (TSF) Management Policy and Tailings Management Standard, which is based on the Global Industry Standard on Tailings Management (GISTM). Our combined assurance approach is bolstered by the annual Independent Geotechnical and Tailings Review Board reviews at Cerro Corona (Peru) and Tarkwa (Ghana) – our two TSFs with “extreme” or “very high” GISTM consequence category ratings. We are implementing the GISTM in accordance with ICMM targets. Independent parties conduct external audits on our active TSFs every three years. Geotechnical Significant pit wall slope or underground failure The Geotechnical Review Board – which consists of independent and internal industry experts – continued its work at South Deep for all major projects, at the Australian underground operations when necessary, and for all pit cutbacks at our other operations in Australia, Ghana and Peru (for more details see p46). Flooding Major incident causing loss of life and property damage Gold Fields’ mines are designed to consider probable precipitation and flood modelling to ensure mitigation measures are incorporated. Flooding and associated risks form part of the ICMM’s Critical Control Management programme, and control measures are audited internally and verified by independent parties. Independent consultants carried out indicative climate change risks and vulnerability assessments in 2021. More comprehensive assessments were carried out at Cerro Corona and Tarkwa in 2022 to quantitively assess the physical climate change risk and support internal guidelines and standards. This work supports our efforts to conform to the GISTM. Transportation Major incident while transporting employees by air or bus, or hazardous material When feasible, we avoid entire teams travelling together by dividing employees between flights. We only use reputable and accredited airline companies, and, when chartered flights are necessary, we ensure companies are accredited by civil aviation authorities. We reduce air travel and our carbon footprint through our regionalised model and technology (such as video conferencing). When we transport employees on buses, we follow a rigorous selection process to award transport contracts. We also apply strict transportation standards, including inspection and maintenance, and continually seek to implement new technology to protect our employees against accidents. Following the unfortunate spate of explosions last year, we undertook comprehensive risk assessments and explosion audits at all our mines to ensure they comply with the relevant transportation standards. Fire and explosion Major incident causing loss of life and property damage All our operations implement and adhere to mandatory codes of practice and mine standards for fire prevention and flammable gas explosions. As part of our Critical Control Management programme, we regularly implement and verify our controls for fires and explosions. Automatic fire detection and suppression systems are on planned maintenance schedules and are checked at predetermined intervals. It is compulsory to use self-contained self-rescuers at all our underground operations. In 2022, independent fire engineers conducted in-depth fire and explosion audits to assess our level of compliance with global best practice and develop remediation plans where necessary. Ezulwini and Cooke 3, 2 and 1 Impact of Ezulwini and Cooke 3, 2 and 1 rewatering on South Deep The reinforced concrete water plugs between South Deep and the Sibanye-Stillwater-managed Ezulwini mine (previously Cooke 4) undergo robust inspections, regularly planned maintenance and a condition-monitoring programme to ensure their integrity. There is a legal process for Ezulwini‘s closure under way, in which we participate as an interested party backed by a robust legal strategy. South Deep is also seeking to work with Ezulwini to find alternative solutions to use the mine water in a safe and sustainable way. Infrastructure Material damage to assets or infrastructure We have planned maintenance systems for all our fixed infrastructure, machinery and equipment. Third-party specialists and original equipment manufacturers support these systems through condition monitoring. Shafts at South Deep are operated by skilled and experienced personnel and are subject to robust operating standards and procedures, regulatory examinations and compliance audits. We conduct in-depth structural inspections using third-party specialists and, where necessary, we remediate. We keep critical spares and contingency plans updated to ensure rapid recovery in case of a breakdown. 1 2 3 4 5 6 7

IAR 15 OUR BUSINESS Emerging global trends We continue to be shaped by the external dynamics in the regions where we operate. We closely observe these longer-term strategic and emerging risks – prioritising them as needed, including them in strategic planning reviews, and adjusting mitigating actions accordingly to protect the sustainability of our business. In addition to Group, regional and catastrophic risks, we have a process in place to identify and manage emerging risks. The potential impact of emerging risks is not clear at present but could develop and materialise over time to become one of our strategic risks. In turn, this may have a significant impact on financial strength and the Group’s reputation. Typically, we look at a time horizon of five years, however, some emerging risks to the business could have a longer-term time horizon – 10 years, for example. The emerging risks are inextricably linked to the three pillars of our strategy. Each risk has a comprehensive risk- mitigating plan in place, which is monitored on an ongoing basis during quarterly reviews by executive management and the Board. Emerging risks are particularly important in the context of our strategic planning. Accordingly, we identify the business implications of emerging risks on strategic plans. For 2022, we identified specific emerging risks emanating, provided more detail and a deeper understanding of the potential impacts, and how we are mitigating these impacts. Emerging risks for this year centre around two of our primary strategic risks – namely, climate change and resource nationalism. EMERGING RISK IMPACTS RISK MITIGATION Not achieving 2030 ESG targets and our 2050 net-zero emission target Achieving the above targets depends on new technology, some of which is still being trialled or has not yet been developed. Most new technology that would enable us to achieve our targets is not commercially viable. The cost of implementing new technology is high, while the adoption of new technology depends on our ability to fund it on a sustainable basis. Not meeting our targets could: 	z Increase stakeholder activism 	z Undermine management’s reputation 	z Escalate the cost of adaption and implementation 	z Undermine our reputation among the wider public and potential job applicants 	z Adversely impact the environment 	z Expose Gold Fields to increased litigation risk 	z New technology trials 	z Collaborating with industry peers and specialist firms 	z Taking part in the ICMM’s Initiative for Cleaner Safer Vehicles 	z Having a quick-follower approach to adopting new technologies 	z Rolling out renewable electricity at all our operations 	z Keeping stakeholders updated with regular and transparent disclosures Cost and access to insurance The number of catastrophic events is increasing annually, and the severity of damage is worsening. The three catastrophic TSF failures in Canada and Brazil between 2015 and 2018 made insurance for tailings facilities either not available, more restrictive and significantly more expensive. The severity of flooding events is also increasing due to higher levels of rainfall, while extended droughts and higher average temperatures lead to more severe fires. 	z Increased restricted access to insurance instruments 	z Increased cost of insurance, restricted coverage and more onerous conditions 	z Greater cost of preventative measures 	z Engaging with our insurers regularly and transparently 	z Implementing the GISTM compliance programme 	z Implement findings from independent risk assessment 	z Regularly assess climate change risk for our operations 	z Reviewing infrastructure design criteria and flood level parameters Increased political risks in Ghana, Peru and Chile Part of our strategy is operating and investing in assets in mining-friendly destinations. Traditionally, this was the case for Peru, Chile and Ghana, but over the past three years, the risk of doing business in these jurisdictions has increased. Calls for constitutional reforms started in Chile and have now spread to Peru. While these have had a limited impact to date, that could well change as more interventionist policies get adopted. In Ghana, a recent economic crisis resulted in the government seeking increased tax revenues and greater domestic sales of gold. Clauses under our Development Agreement with the governments are also under threat. 	z Unstable governments leading to political instability and social unrest 	z Impairments and lower margins for our operations 	z Increased tax and other levy payments 	z Undermining our investment agreements in the country 	z Investor uncertainty reflecting in a lower share price 	z Engaging with the government directly, through the Chamber of Mines and other representative bodies 	z Conducting independent country risk assessments and obtaining advice from third parties 	z Implementing communications processes to highlight the Gold Fields’ positive ESG contribution 	z Seeking legal recourse, as a last resort

Gold Fields Integrated Annual Report 2022 IAR 16 Top five risks per region in 2022 SOUTH AFRICA AUSTRALIA   SE V ER IT Y PROBABILITY 1 24 3 5 RISK MITIGATING STRATEGIES 1 Skills Key personnel turnover and its impact on operational performance The region benchmarked salaries to ensure 2022 increases were market related. It is also implementing a retention scheme for 2022 and 2023 and awarded a site-based allowance. The Australian team reviewed and improved employee development programmes and strengthened retention strategies for core skills. At a leadership level, quarterly talent discussions are held, with adjustments for critical roles. To improve work-life balance, the region introduced flexible working arrangements. The region also increased the number of graduates recruited. 2 Life-of-mine Mineral Reserve life at our Australian mines The mines have significant near-mine exploration programmes in place, with the necessary employees and budget to delineate more Mineral Reserves. The team is investigating the potential acquisition of new ground or targets, and it continues optimising its exploration process efficiency to ensure spending remains in line with an eight to 10-year minimum life-of-mine. 3 Safety and health Ongoing safety performance All sites are revising the Vital Behaviours programme, and the region facilitated Courageous Safety Leadership training for all employees (with a refresher course this past year). Contractor management processes were reviewed, and additional focus was placed on critical control management in line with the Catastrophic Risk Management programme. Senior leadership teams are prioritising the findings from fire and explosion audits on all operations to develop remedial action plans over the next five years. 4 Mining input costs Increased competition for resources and services due to the Western Australian mining boom A key control is focusing on business improvement processes and equipping employees with the skills to identify and implement optimisation programmes. Controls also extend to focusing on key contracts and relationships with business partners, as well as reviewing key commodity costs. 5 Operational plans Adherence to our approved operational plans Controls include a structured weekly meeting for all sites, followed by monthly and quarterly reviews with the Executive Committee. The region initiated business process reviews to understand where it can enhance adherence to operational plans and mitigate deviation risks. It also continues focusing on business improvement programmes to optimise efficiencies and reduce costs. RISK MITIGATING STRATEGIES 1 Safety, health and wellbeing Safety and health of our employees Over the past year, South Deep made steady progress to deliver improved health and safety performances by committing to zero harm. We are particularly encouraged with the progress made on our leading safety and health indicators, which suggests that many of the behaviours and people interventions are starting to positively influence our safety outcomes and culture. These interventions seek to ensure employees understand the role they play in preventing material unwanted events and, ultimately, eliminating serious injuries and fatalities. There is a concerted effort to ensure zero harm encapsulates both the physical and psychological wellbeing of our employees. 2 Escalating mining inflation The impact of rising costs on operations and margins The team manages business and cost performance through routine management reviews and focuses on opportunities to improve efficiencies by eliminating waste and driving productivity. By improving unit costs, the mine has been able to absorb some of the inflationary pressures witnessed over the past two years. The ability to continue doing so will be directly linked to automation and business modernisation strategies. 3 Social unrest Heightened community expectations South Deep finalised its 2018 – 2022 Social and Labour Plan this year. It met all its obligations, except for two projects still being implemented with social partners. Extensive engagements have taken place with regulators to ensure the new Social and Labour Plan (2023 – 2027) continues to focus on key social needs in our host communities. This includes an emphasis on skills development, local enterprise and supplier development and building institutional capacity to ensure service delivery. The team also works to increase engagement and visibility in host communities. 4 Operational delivery Achievement of the business plan and production ramp-up South Deep has continuously improved its operational and financial performance, generating positive cash-flows for the fourth consecutive year. The team is implementing operational efficiency and asset optimisation initiatives to drive business plan execution. An updated business process framework aims to further improve business process efficiency and stability across the value chain. 5 Electricity and water supply Irregular water and electricity supply by public utilities The new 50MW solar plant was successfully commissioned in H2 2022 and will provide 24% of the mine’s total electricity demand. To become less reliant on potable water supply from the local utility supplier, Rand Water Board, South Deep established its own underground water treatment plant while exploring other methods to further reduce reliance. SE V ER IT Y PROBABILITY 1 2 4 35

IAR 17 OUR BUSINESS AMERICAS  GHANA SE V ER IT Y PROBABILITY 12 4 35 SE V ER IT Y PROBABILITY 1 2 4 3 5 RISK MITIGATING STRATEGIES 1 Salares Norte Delays to the construction of the project and mining schedule During 2022, the Salares Norte project was hampered by the impacts of Covid-19, which caused serious skills shortages and resulted in suboptimal performance by the main contractor. We are working with our contractors to ensure that the mine will start production in Q4 2023. The delays have adversely impacted Group cost and production guidance. 2 Life-of-mine Life-of-mine extension at Cerro Corona Accelerated mining and stockpiling to facilitate early in-pit tailings is on track, complemented by low-grade stocks to reduce the risk of ore availability. The team is driving further work to extend the life-of-mine beyond 2030, with ongoing support from Corporate Technical Services. 3 Gold/copper Gold and copper prices and exchange rate volatility The region has a robust and mature monthly and quarterly business performance monitoring process in place. When required, adjustments are made to ensure the mine remains profitable amid varying market conditions. All mines have business improvement structures and processes in place. 4 Social licence Local social pressures, conflicts and increased community expectations due to national elections The South American team proactively builds community and stakeholder relationships through meaningful engagement. There is a stringent follow-up and feedback process in place to ensure the integrity of all community commitments. Government authorities at national and regional levels are involved in community projects where feasible. 5 Cyberattacks There have been several attacks on corporations in the Americas in the past five years The South American team (in coordination with the Group) is implementing antimalware tools on all computers and servers. It also runs network analytics to detect any suspicious activity and ensures secure internet access by banning risky websites. Employees use a VPN with double-factor authentication for remote access. The team is implementing a back-up and replication strategy, and investigations are escalated through security case management. RISK MITIGATING STRATEGIES 1 Resource nationalism Financial crisis, fiscal and government policy changes eroding the benefits of the Development Agreement Our regional management team seeks regular engagements with the relevant authorities to ensure compliance with our Development Agreement. Further engagement is undertaken through the Ghana Chamber of Mines together with other mining companies. More recently, we have strengthened government engagement through our Government Action Plan and regularly commission consultancies to conduct independent country/investment risk assessments. As a last resort, we review our legal options, particularly in terms of adherence to the Development Agreement. 2 Inflation Inflationary pressures and rising mining costs The Ghanaian operations all have business, productivity and cost improvement processes and programmes in place. These are supported by business improvement and innovation and technology strategies to reduce costs and increase revenue. The regions conduct monthly and quarterly business cost and capital reviews to ensure spending remains in line with plans. 3 Delivery by mining contractors Challenges with local mining contractors in Ghana We work closely with the two Ghanaian mining contractors at Tarkwa and Damang to ensure they meet their contractual obligations and remain financially sound. This has required contract renegotiations and bringing in original equipment manufacturers to provide technical assistance for fleet maintenance, as well as financial support to provide debt relief and to procure additional fleet. 4 Damang mine Capital reinvestment and geotechnical challenges We have recouped all capital on the Damang Reinvestment project. The Damang team continually monitors grade, volume and cost milestones and strategically manages contractors. The pit wall has been de-risked through continuous implementation of geotechnical recommendations. Longer-term (beyond 2025) life extension project studies and disposal option strategies are ongoing. 5 Mineral reserve extension Mineral Reserve depletion in Ghana  A step-out exploration programme is in place to test for potential life extension at Tarkwa and Damang. The Asanko JV life-of-mine plan is being finalised, which includes recommendations on Gold Fields’ future investment strategy regarding Asanko. The Tarkwa Expansion Project is in pre-feasibility stage.

Underground mining at South Deep in South Africa IAR Gold Fields Integrated Annual Report 202218

Governance and leadership IN THIS SECTION Chairperson’s report  20 Summarised Governance Report  21 Our Board of Directors  22 Our Board committees  24 Key deliberations and decisions  25 Chief Executive Officer’s report  26 GOVERNANCE AND LEADERSHIP IAR 19

Chairperson’s report DEAR STAKEHOLDERS This is my first report as Gold Fields’ Chairperson since I took over from Cheryl Carolus at the Company’s AGM on 1 June 2022. It was an eventful year, characterised by our nine-month takeover bid for Yamana Gold, a transaction we ultimately terminated, and leadership changes within the Company. However, as I reflect on the last year and review Gold Fields’ performance, I am proud to report that the Group started implementing its new strategy, launched in December 2021, throughout 2022 and emerged from the year in a stronger position. We maximised the potential from our current assets through people and innovation during 2022. Once again, Gold Fields met its production and cost guidance – one of the few gold miners that achieved this – while our mines generated almost US$900m in cash. This enabled us to fund growth, pay record dividends to shareholders and reduce net debt to the Company’s lowest level in over a decade. In 2022, management started implementing key programmes to evolve Gold Fields’ culture, which we identified as part of our strategy development. The Board actively supports building a culture of care and respect among our increasingly diverse, inclusive and supportive workforce. Above all, this means keeping our workforce physically and psychologically safe, and, as such, Gold Fields expanded its definition of zero harm to embed our zero-tolerance approach to harassment, bullying and discrimination. The Board commissioned an independent review for employees to share their experiences in this regard, and we will use the feedback from our people to work with management in addressing any shortcomings. We will release the report’s key findings and action programmes in H2 2023. We still have a lot of work to do in all areas of safety. We recorded a fatal incident at our St Ives mine in Australia and five serious injuries during 2022. Subsequent to year-end, we had a fatal incident at our Tarkwa mine in Ghana, and two contractors died after a vehicle accident at the Galiano Gold-managed Asanko JV, also in Ghana. We again express our heartfelt condolences to the families of those affected and commit our teams to continuously strengthen our safety systems, standards and behaviours. Successfully managing ESG issues is intrinsic to Gold Fields’ long-term success, and we continue to build on our leading commitments to ESG. In December 2021, we took a significant step on this journey by committing to a range of 2030 ESG-related targets for our six sustainability priorities. We started implementing the targets in 2022 and are on track to meet them by 2030. Two highlights for Pillar 2 during the year included the launch of two new solar plants and the almost US$1bn in value we created for our host communities. The Yamana Gold transaction sought to address the third pillar of our strategy, namely to grow the value and quality of our portfolio of assets. The Board still believes a successful Yamana Gold bid would have been a composite solution by providing a portfolio of operating mines and a pipeline of longer-term growth or replacement options in favourable jurisdictions. But, in line with the Company’s commitment to financial prudence, the Board decided to walk away from the deal when rival bidders emerged. The net break fee of US$202m (after taxes and costs) was a windfall to shareholders by boosting the final dividend and further reducing the Company’s debt. That we ultimately did not go through with the transaction is certainly not a failure of Gold Fields’ strategy, as some market participants have suggested. Yamana Gold was not the only option Gold Fields considered when assessing future growth options, and our management team continues analysing other alternatives. Where these alternatives involve potential acquisitions, we are more focused on incremental growth at operational level than on transformational, large-scale mergers and acquisitions. “ Gold Fields will explore its growth options from a position of strength, bolstered by high-quality mines and projects, a robust balance sheet and world-class operational management.” Yunus Suleman Gold Fields Integrated Annual Report 2022 IAR 20

This approach is evidenced by our announcement on 16 March 2023 of the proposed JV between our Tarkwa mine in Ghana and the neighbouring Iduapriem mine owned by AngloGold Ashanti, with Gold Fields being the managing operator. If supported by the Ghanaian government, it will create Africa’s largest gold mine, with almost immediate production and financial benefits (see p83). Gold Fields’ portfolio remains strong, and we expect medium-term growth to 2.8Moz by 2025 as Salares Norte starts production and South Deep continues its recent ramp-up. Our Australian mines continuously achieve annual production of 1Moz as they successfully invest in near-mine exploration. We tasked management to explore growth options beyond 2026, after which Group production is set to decline as two of our mines, Damang and Cerro Corona, start to see slowing production. Gold Fields will explore its growth options from a position of strength, bolstered by high-quality mines and projects, a robust balance sheet and world-class operational management. Now I turn to the recent leadership changes at Gold Fields. Five executives departed the Company or announced their resignations in 2022, which has led to some shareholders expressing concerns. I provide the Board’s assurance that strong management and operational teams are in place across the Group, and that the recruitment processes for these roles have been completed or are well advanced. One of the positions has already been filled and capable acting managers have been appointed for the remaining posts until permanent replacements are announced. The Board supports and respects Chris Griffith’s decision to step down as CEO in December 2022. In Martin Preece, appointed with effect from 1 January 2023, we have an Interim CEO who knows the Company and its strategy well, and who has a strong track record of delivery. In conclusion, I would like to express my sincere gratitude to the many colleagues who supported me in my first year as Gold Fields’ Chairperson. Firstly, my thanks go to my fellow directors, many of whom have been on the Board with me for several years. Their support and guidance were invaluable to me, especially over the past few months. I pay tribute once more to Cheryl Carolus, under whose leadership Gold Fields transformed into a successful, global, modern, transparent and ethical company with sustainability at its core. Secondly, I thank the Gold Fields management team. We entrust the team to manage the Company for the benefit of all stakeholders, and they succeeded admirably despite last year’s challenges. I want to particularly thank the departing executives – Chris Griffith, Taryn Leishman, Avishkar Nagaser, Richard Butcher and Brett Mattison for their years, and in some cases decades, of professionalism and commitment. Finally, and most importantly, I want to thank the people of Gold Fields. The fact that we emerged from a challenging year with industry-leading financial and operational results is, first and foremost, a reflection of the quality of the teams we have in place at our mines and in our offices. I thank the 23,000-plus employees and contractors of Gold Fields for ensuring we continue to create enduring value for all our stakeholders. Yunus Suleman Chairperson SUMMARISED GOVERNANCE REPORT We made several material announcements regarding the Board during 2022. Cheryl Carolus resigned as Board Chairperson at the 2022 AGM, after which Yunus Suleman took over to lead the Board. Cristina Bitar was appointed to the Board as non-executive director. Chris Griffith stepped down as CEO and executive director at the end of December 2022, and Martin Preece was appointed Interim CEO while we search for a permanent replacement. While the countries in which we operate are subject to changing social and political trends, we believe our governance structures equip us to protect our social licence to operate and create long-term value for all stakeholders. We comply with all legislation and industry standards relevant to our business and remain committed to upholding the principles of King IV. As set out on p96, we also subscribe to, align with or are a member of several international standards and guidelines. Our King IV application register is included on p18 – 19 of our AFR. The next four pages outline the Board’s structure and directors’ profiles and highlight the key decisions taken during 2022. The full Corporate Governance Report, including the Directors’, Audit Committee and Remuneration Reports, are on p5 – 66 of our AFR. The Board is Gold Fields’ highest governing body. It is responsible for promoting the Company’s vision while upholding sound principles of corporate governance, protecting our employees’ safety and wellbeing and our host communities’ interests, and acting as a responsible corporate citizen. The Board ensures all business decisions and judgements are made with integrity, reasonable care, skill and diligence to maximise stakeholder value in a way that is responsible, sustainable and ethical. The Board comprises a diverse group of directors with the relevant knowledge, expertise, technical experience and business acumen to govern ethically and with honesty, transparency, responsibility, authenticity and impartiality. IAR 21 GOVERNANCE AND LEADERSHIP

Our Board of Directors Our Board met 10 times during 2022, with 99% Board and Board committee attendance (2021: 99%). Below, we list our directors as at end-March 2023. Yunus Suleman (65) Peter Bacchus (54) Steven Reid (67) Martin Preece (58) Paul Schmidt (55) Alhassan Andani (61) Value-adding expertise Value-adding expertise Value-adding expertise Value-adding expertise Value-adding expertise Value-adding expertise CHAIRPERSON BCom, University of KwaZulu-Natal; BCompt (Hons), University of South Africa (UNISA); CA(SA); CD(SA) Appointed to the Board: Director, 2016; Chairperson, 2022 INDEPENDENT NON-EXECUTIVE DIRECTOR MA (Economics), Cambridge University Appointed to the Board: 2016 LEAD INDEPENDENT DIRECTOR BSc (Mineral Engineering), South Australian Institute of Technology; MBA, Trium Global Executive; ICD.D, Institute of Corporate Directors Appointed to the Board: Director, 2016; Lead Independent Director, 2021 INTERIM CEO BTech (Mining), Witwatersrand Technicon; Executive Development Programme, Gordon Institute of Business Science (GIBS); Accelerated Development Programme, London Business School Appointed to the Board: Executive director, 2023; Interim CEO, 2023 CFO BCom, Wits; BCompt (Hons), UNISA; CA(SA) Appointed to the Board: Executive director, 2009; CFO, 2009 INDEPENDENT NON-EXECUTIVE DIRECTOR MA (Banking and Finance), Finafrica Institute in Italy; BSc (Agriculture), University of Ghana Appointed to the Board: 2016 • Auditing • Financial accounting • Governance and compliance • Risk management • Compliance and ethics • Investment banking • Financing • Mergers and acquisitions • ESG/decarbonisation • Mining engineering • Risk management • Compensation management • Governance and compliance • Mining • Engineering • Management • Finance • Mining • Management • Debt management • Investment and corporate banking • Executive leadership • Agriculture • Mining Development (social, infrastructure and training) 2 Management (including risk management) 7 Auditing and financial accounting 3 Finance, investment banking, mergers and acquisitions, commercial and capital projects 6 Mining and geology 6 Governance, compliance and corporate strategy 3 EXPERIENCE (number of directors) Gold Fields Integrated Annual Report 2022 IAR 22

Terence Goodlace (63) Maria Cristina Bitar (53) Jacqueline McGill (54) Philisiwe Sibiya (46) Value-adding expertise Value-adding expertise Value-adding expertise Value-adding expertise INDEPENDENT NON-EXECUTIVE DIRECTOR MBA (Business Administration), University of Wales; BCom, UNISA; NHDip and NDip (Metalliferous Mining), Witwatersrand Technikon; MDP, University of Cape Town Appointed to the Board: 2016 INDEPENDENT NON-EXECUTIVE DIRECTOR BA (Economics) Dartmouth College; MBA, Universidad de Chile and Tulane University Appointed to the Board: 2022 INDEPENDENT NON-EXECUTIVE DIRECTOR MBA, La Trobe University; BSc (Ext Metallurgy), Murdoch University; Honorary Doctorate, Adelaide University Appointed to the Board: 2021 INDEPENDENT NON-EXECUTIVE DIRECTOR BCom (Hons), University of KwaZulu-Natal; CA(SA) Appointed to the Board: 2021 • Mining • Capital projects • Commercial and operational management • Risk management • Mineral resource management • ICT • Mining • Communication • Governance • Stakeholder relations • Financial performance management • Risk management • ESG strategies • Operational leadership • People leadership and culture • Executive management • Finance • ICT/Telecommunications • Compliance and ethics • Corporate management Refer to our full Corporate Governance Report in our AFR for full meeting attendance and the detailed curricula vitae (CVs) of our directors. Board diversity (30 March 2023) White male Black male White female Black female 50% 20% 20% 10% Nationalities (30 March 2023) South Africa Ghana Australia United Kingdom Chile 0 1 2 3 4 5 6 5 2 1 1 1 Board tenure (30 March 2023) Zero to two years Three to six years >Nine years 60% 20%20% Board independence (30 March 2023) Independent non-executive directors Executive directors 80% 20% Board age (30 March 2023) <50 years 50 to 59 years >60 years 10% 40% 50% IAR 23 GOVERNANCE AND LEADERSHIP

Our Board committees (as at 30 March 2023) Nominating and Governance Committee Authority and purpose Met six times in 2022 CHAIRPERSON: Yunus Suleman MEMBERS: Steven Reid, Philisiwe Sibiya, Terence Goodlace, Jacqueline McGill • Develops the Group’s robust approach to corporate governance and recommends sound governance principles to the Board • Considers the structure, composition, size and effectiveness of the Board, its committees and management • Considers the rotation of directors, is responsible for the succession of directors and key executives, and is involved in recruiting appropriately skilled directors Remuneration Committee Authority and purpose Met four times in 2022 CHAIRPERSON: Steven Reid MEMBERS: Alhassan Andani, Peter Bacchus, Jacqueline McGill, Christina Bitar • Assists the Board to ensure the Group’s remuneration practices are fair, responsible and equitable, and that it supports growth in stakeholder value • Ensures executive remuneration is directly linked to Gold Fields’ performance, thereby protecting key stakeholders’ interests by incentivising management to deliver value Social, Ethics and Transformation Committee Authority and purpose Met five times in 2022 CHAIRPERSON: Jacqueline McGill MEMBERS: Alhassan Andani, Philisiwe Sibiya, Cristina Bitar • Assists the Board, among others, to discharge its oversight responsibilities relating to social, ethics, security, labour, transformation, community, corruption, land (within the social context), human rights and stakeholder relationships • Ensures the Company upholds the principles of good corporate citizenship and adheres to fair labour and employment policies and practices Capital Projects, Control and Review Committee Authority and purpose Met four times in 2022 CHAIRPERSON: Alhassan Andani MEMBERS: Peter Bacchus, Terence Goodlace, Yunus Suleman, Steven Reid, Jacqueline McGill, Philisiwe Sibiya • Considers and evaluates new capital projects exceeding US$200m and assures the Board that the Group used appropriate and efficient methodologies in evaluating and implementing such projects • Monitors progress throughout the project lifecycle and periodically reports any findings to management and the Board Risk Committee Authority and purpose Met twice times in 2022 CHAIRPERSON: Peter Bacchus MEMBERS: Terence Goodlace, Yunus Suleman, Philisiwe Sibiya, Cristina Bitar • Ensures that effective risk management policies and strategies are in place and recommended to the Board for approval • Assists the Board to establish Gold Fields’ risks and opportunities • Ensures that management identifies and implements appropriate risk management controls to ensure long-term value creation for stakeholders Safety, Health and Sustainable Development Committee Authority and purpose Met four times in 2022 CHAIRPERSON: Terence Goodlace MEMBERS: Steven Reid, Jacqueline McGill, Cristina Bitar • Monitors all matters of safety, health and sustainable development (SHSD) programmes and strategic plans • Considers the investigation into any relevant incident, and assesses and approves sustainable development policies and standards • Monitors the Company’s operations against national and international regulations, policies and external standards relating to SHSD Audit Committee Authority and purpose Met six times in 2022 CHAIRPERSON: Philisiwe Sibiya MEMBERS: Alhassan Andani, Peter Bacchus • Oversees the Group’s financial affairs and integrated reporting on financial statements and sustainability • Monitors the suitability and independence of external auditors • Oversees combined assurance and effectiveness of the Group’s Internal Audit controls and function Ad hoc Investment Committee Authority and purpose Met 14 times in 2022 CHAIRPERSON: Peter Bacchus MEMBERS: Alhassan Andani, Yunus Suleman, Steven Reid • Considers and recommends, where appropriate, strategic, organisational and structuring options for the Group to the Board, including investment and divestment opportunities Group Executive Committee Authority and purpose Met at least once a month in 2022 CHAIRPERSON since 1 January 2023: Martin Preece • Develops strategies and policy proposals for the Board’s consideration • Implements the Group’s strategy • Reviews Gold Fields’ performance against set strategic objectives • Carries out the Board’s mandate and directives • Assists the Board to execute the Company’s disclosure obligations The Gold Fields Executive Committee comprises the Company’s 12 principal officers and executive directors. More information can be found on our website at www.goldfields.com/our-leadership.php Gold Fields Integrated Annual Report 2022 IAR 24

Key Board deliberations and decisions in 2022 STRATEGIC GOALS SUPPORTED 	z Increase the quality and quantity of engagement with key stakeholders 	z Drive Shared Value creation with impacted communities, including development of the Group legacy programmes 	z Improve the Group’s reputation with key stakeholders STRATEGIC GOALS SUPPORTED 	z Protect the safety, health and wellbeing of employees 	z Increase diversity and inclusion among employees 	z Ensure the skills set of our workforce is appropriate for the modernisation of our operations STRATEGIC GOALS SUPPORTED 	z Manage balance sheet and maximise returns 	z Continue to reduce the Group’s net debt 	z Improve the return on invested capital BOARD DELIBERATIONS 	z Approved annual capital and operational budgets 	z Approved debt refinancing and extension of debt maturity 	z Approved new Group Dividend Policy 	z Approved dividend payments in line with Group Dividend Policy 	z Briefed on Yamana Gold break fee and allocation 	z Update on Group hedging strategy and facilities BOARD DELIBERATIONS 	z Chilean non-executive director search, filling non-executive director vacancy and appointing new director from Chile 	z Resignation of Chairperson and appointment of a replacement 	z Resignation of the CEO and appointment of Interim CEO 	z Governance and Board oversight given the higher standards of reporting 	z Implementation and enhancement of the Group’s ESG performance in accordance with strategy, including disclosure of ESG-related issues 	z Monitoring progress and performance of significant projects, including Salares Norte and South Deep’s solar project 	z Development and asset optimisation, such as the acquisition of Yamana Gold and other smaller transactions 	z Monitoring country risks that may impact on operations, including the political situation in Peru, Chile and Ghana 	z Guided Group culture review, including focus on sexual harassment 	z Safety and stability of Group tailings facilities following recent TSF failures STRATEGIC GOALS SUPPORTED 	z Ensure 75% cover for high-impact and critical roles 	z Deliver strategic projects safely 	z Sustain improvements at South Deep 	z Improve the quality of our portfolio and deliver Salares Norte 	z Improve efficiencies and security of energy and water 	z Improve people capacity to deliver operational performance and Group strategy 	z Ensure transparent governance and compliance with the Global Industry Standard on Tailings Management (GISTM) Gold Fields Board ORGANISATIONAL CAPACITY STAKEHOLDER FINANCIAL INTERNAL BUSINESS PROCESSES BOARD DELIBERATIONS 	z Reviewed and discussed the sustainability information disclosed in the IAR and, based on these discussions, is satisfied that the information is reliable 	z Oversaw the implementation of Covid-19-related policies, protocols and programmes, with a focus on vaccination of employees 	z Reviewed the causes of major internal and external safety, environmental and stakeholder-related incidents 	z Monitored diversity and inclusion dashboard, including targets 	z Examined the causes of the fatal incident at St Ives 	z Compliance against key ESG frameworks, including ICMM and World Gold Council 	z Approved the Group Recruitment and Selection Policy, as well as the Water Stewardship and Sustainable Development Policy Statements, the latter in February 2023 BOARD DELIBERATIONS 	z Engaged on tailings management and the implementation of the GISTM 	z Conducted review of heritage and Native Title management in Australia, and engaged investors on this issue 	z Monitored Artisanal and Small-scale Mining (ASM) Strategy implementation and incidents 	z Monitored ESG peer benchmarking 	z Deliberated on country-specific government relations priorities and monitored implementation of government action plans 	z Deliberated on host community employment and procurement targets, including the creation of non-mining jobs 	z Focus on social and economic developments in our host communities 	z Engaged stakeholders on executive remuneration policies and strategies, including setting new ESG targets for long-term incentive reward schemes IAR 25 GOVERNANCE AND LEADERSHIP

Chief Executive Officer’s report DEAR STAKEHOLDERS Despite a challenging year for the gold mining industry and our business, Gold Fields emerged from 2022 in sound financial and operational health. This was thanks to the commitment of our people and their ongoing execution of our strategy, underscored by our purpose of creating enduring value beyond mining for the benefit of our stakeholders. After launching our current strategy in late 2021, this past year saw our teams implementing and embedding the Group’s three strategic pillars across the business. While doing this, we navigated another challenging year driven by volatile gold prices and currency movements, shortages of critical skills in our regions, high mining cost inflation and supply chain challenges. The Covid-19 pandemic, though muted, continued to impact some of our operations. For Gold Fields, 2022 was dominated by our bid to acquire Yamana Gold, a transaction we ultimately terminated when rival bidders emerged and we chose not to increase our offer beyond fair value. There have also been significant leadership changes within the Company – most notably, the Board appointed a new Chairperson, Yunus Suleman, and a new director, Cristina Bitar, while our former CEO, Chris Griffith, stepped down in December. Four Executive Committee (Exco) members resigned during 2022. For more details on these changes, see p27. Gold Fields’ strategy remains focused on the following pillars: 	z Pillar 1: Maximise the potential from our current assets through people and innovation 	z Pillar 2: Build on our leading commitment to ESG 	z Pillar 3: Grow the value and quality of our portfolio of assets The Board has reaffirmed its support of Gold Fields’ strategy and supports management as it drives its implementation. The Yamana Gold transaction was in support of our third strategic pillar, and I believe it could have been the right composite solution to address the longer-term challenges facing Gold Fields and the global gold sector in general. However, it was not the only option Gold Fields considered when assessing our strategic options, and we will continue working on the alternatives. While mergers and acquisitions will likely be part of Gold Fields’ future growth, large transformative transactions are unlikely options, and we will instead focus on smaller transactions. In line with this, and subsequent to year-end, we announced a proposed JV in Ghana, managed by Gold Fields, to create Africa’s largest gold mine by combining our Tarkwa mine with AngloGold Ashanti’s neighbouring Iduapriem mine. If approved by government, it will contribute approximately 600koz of attributable production to the Group over the next five years at sustaining costs of less than US$1,000/oz (see p83). Our 2022 results again confirmed a solid operational performance by our mines, and whatever options we pursue to expand our future pipeline, Gold Fields will do so from a position of strength. Attributable gold production for 2022 at 2.40Moz, All-in cost (AIC) at US$1,320/oz and All-in sustaining costs (AISC) at US$1,105/oz were in line with revised guidance, despite significant mining cost inflation at all our operations. As a result, our shareholders benefited from increased normalised earnings and, with it, improved dividends as committed. Our balance sheet remains healthy and has been bolstered by the net US$202m break fee (after tax and costs) paid to us by Yamana Gold. Our high-quality, near-term growth also sets us apart from our global peers. Salares Norte in Chile is progressing to deliver first gold later this year and is building up to full production in 2024 and 2025 at low cost. In South Africa, South Deep performed well in recent years and is on track to ramp-up to around 380koz by 2025. In addition, our Australian mines continue to deliver a strong Mineral Reserve position, enabling these operations to extend their lives-of-mine and consistently produce a combined 1Moz of gold a year. During the year, our management team identified a number of key strategic initiatives to deliver on the three pillars of our strategy. We commenced work on all “ Gold Fields’ current portfolio of mines has put us in a strong position to achieve steady production growth and financial stability over the next three years.” Martin Preece Gold Fields Integrated Annual Report 2022 IAR 26

these programmes during the year, which will underpin delivery on our strategy for the next few years. In 2023, priority will be given to: 	z Design and develop the Gold Fields culture (p39) 	z Leadership and talent development (p39) 	z Asset optimisation (p41) 	z Decarbonisation plan and execution (p41) The remaining programmes are also critical in driving value for the business and support our key priorities. They are: 	z Refining the operating model (p39) 	z Priority modernisation and innovation opportunities (p41) 	z Targeted industry and analyst stakeholder engagement plan (p59) 	z Long-term portfolio management (p82) Gold Fields now has a clear purpose, vision and strategy, which we are vigorously pursuing. Investors are seemingly in support; Gold Fields was one of the better performers among constituents of the VanEck Vectors Gold Miners ETF global gold index, which features most of our peers and declined by 8% during 2022. Our share price (in US Dollar) declined by 6% in 2022 – in South African Rand terms it increased by 1% – amid a flat gold price. SAFETY, HEALTH AND COVID-19 Zero harm, in the form of no fatalities and serious injuries, continued to elude us in 2022. In October, we tragically recorded a fatal incident at our underground Hamlet mine at St Ives in Western Australia. A 37-year-old contractor, whose name we have withheld at his family’s request, died after sustaining injuries in a rock fall. This was the first fatality recorded in Australia by Gold Fields since we started operating there in 2001. Subsequent to year-end, on 7 March 2023, a contractor was killed in a vehicle accident at our Tarkwa mine in Ghana. And on 5 February 2023, Galiano Gold reported a vehicle accident that killed two contractors at the Asanko mine, also in Ghana. Our heartfelt condolences go out to the family, friends and colleagues of the four deceased. All our fatal and serious injury incidents are thoroughly investigated internally and by the regulator and remedial actions implemented. South Deep had a fatality-free year for the first time in 10 years. This is a significant milestone for the mine and reflects years of unwavering commitment to implementing sound safety processes, systems and standards and collaborating with our people and trade unions to instill the right safety culture. The Group-wide TRIFR reduced to 2.04 per million hours worked from 2.16 in 2021, and three mines in the Group – Tarkwa, Gruyere and Agnew – reported no lost time injuries during the year. Covid-19-related restrictions eased significantly during 2022. We remain vigilant to the impact of the disease and continue to roll-out Covid-19 vaccinations to further minimise the impact of the pandemic on our people and the business, but this eased off during H2 2022. The only Covid-19- related operational incident we experienced took place during Q2 2022 at Salares Norte, when government- mandated transport restrictions impacted construction activities. Most importantly, we recorded no Covid-19-related deaths during the year, compared with the loss of 20 colleagues to the virus between 2020 and 2021. We have purposely expanded our definition of zero harm to not only cover physical injuries and health, but to also include the mental health and psychological wellbeing of our people. As such, the Board and management strive to create workplaces that are free of discrimination, bullying and harassment – in particular, sexual harassment – and that embrace diversity, equity and inclusivity. Over the past year, we conducted several workplace surveys to understand how our people experience our workplaces, how we can address issues that are potentially causing harm and how, ultimately, we can ensure respectful and safe workplaces for all our people. Once received, the findings of these surveys will be reviewed by management and the Board, with improvement actions to be planned and implementation commencing in H2 2023. OUR PEOPLE In 2022, one of our key people-related goals was to advance diversity, equity and inclusion among our employees. Gold Fields recognises that the diversity and capability of our people will ultimately determine our financial success, and we collaborate with our employees to create and nurture a culture that attracts and retains a diverse, highly skilled and talented workforce. We are continuing work to improve the proportion of women in our workforce, which increased from 15% in 2016 to 23% in 2022. We understand that we still have a lot of work to do to attract and retain female talent and have therefore set a target of 30% female representation by 2030. Attracting and retaining women and people from Indigenous and other previously under-represented groups remains challenging at many of our operations due to the high demand for skills in the resources sector where we operate. This has led to increased employee turnover and accelerated salary levels at all our operations – particularly in Western Australia, where Covid-19-related travel restrictions had exacerbated the situation. Nevertheless, we believe we are on track to reach our target by 2030. As our mines accelerate their innovation programmes through mechanisation, automation and digitisation programmes, it is essential that we develop and employ the appropriately skilled people to implement and embrace the technological changes required. As such, leadership and talent development, as well as skills management, have become even more important at Gold Fields. The Covid-19 pandemic has evolved our ways of working and hybrid work environments have been embraced, where possible. Due to the nature of mining, the overwhelming majority of our workforce, though, remains on-site. LEADERSHIP Gold Fields had some significant changes at Board and Executive level during 2022 and in Q1 2023. Changes to our Board On 1 June 2022, Cheryl Carolus stepped down as Chairperson and non-executive director after 13 years on Gold Fields’ Board. The Board appointed Yunus Suleman to take over as Chairperson. Cheryl’s leading role in the Company’s transformation has been critical, and under her strong leadership, Gold Fields transitioned from labour-intensive, conventional mining to become a globalised business with a focus on mechanised, open-pit and underground operations. Gold Fields has consistently delivered strong operational performances and demonstrated its leading commitment to environmental, social and governance (ESG) issues under Cheryl’s steer and guidance. IAR 27 GOVERNANCE AND LEADERSHIP

Chief Executive Officer’s report continued In June 2022, we welcomed Yunus as our new Chairperson and look forward to his leadership in this role. Having chaired the Audit Committee for the past five years, he has a deep understanding of our key issues. The Board was also bolstered by the appointment of Chile’s Cristina Bitar as non-executive director, ensuring the interests of our South American stakeholders are reflected at Board level. I took over as Interim CEO in January 2023 after Chris Griffith stepped down as CEO and executive director in late December 2022. We wish him well in his future endeavours. The Board has commenced a global search for a permanent CEO, with an announcement expected later this year. Changes to our Executive Committee In 2022, five of the Group’s 12 Exco members (including Chris Griffith) left the Company or announced their resignations. As previously stated, these executives served the Company with distinction for many years, in some cases decades. The recruitment processes for these roles are well advanced to ensure a smooth transition in 2023. In February we announced the appointment of Kelly Carter, Gold Fields Australia’s VP Legal and Corporate Affairs, as EVP Group Head of Legal and Compliance. She replaces Taryn Leishman, who leaves the Company in early April 2023, having completed her six-month notice period as previously announced. We also appointed Jacob Ricciardone to replace Brett Mattison as EVP Strategy, Planning and Corporate Development in an acting capacity, effective 1 April 2023. Danny Hillier has been acting Chief Technical Officer since Richard Butcher resigned from the position in September 2022 and will stay in this role until a permanent replacement has been appointed. Finally, Avishkar Nagaser, EVP Corporate Affairs and Investor Relations, has agreed to extend his stay until end-June 2023, when a replacement will be announced. I want to thank Chris, Richard, Avishkar, Taryn and Brett for their significant contribution and dedication to Gold Fields over many years. In July 2022, we appointed Joshua Mortoti as EVP for West Africa after he led the region in an acting capacity since late 2021. Furthermore, with my appointment as Interim CEO from 1 January 2023, Benford Mokoatle, who served as VP of Operations for South Deep since 2017, assumed the role of acting EVP for the South Africa region. Our operational and regional management teams have seen few material changes and consistently deliver sound operational and financial performances. As Interim CEO, I am committed to working closely with the leadership team to ensure the Group’s strategy continues to be implemented and executed smoothly. I have been a member of the Executive Committee for almost six years and was closely involved in developing the Group’s strategy. I believe I have a thorough understanding of the operational, financial and ESG-related requirements of the Group, and I look forward to leading it from a strong base and with the full support of the executive team. 2023 PRODUCTION AND COST GUIDANCE Looking ahead, total capex guidance for 2023 is US$1.11bn – US$1.17bn, of which US$820m – US$850m is sustaining capital. Of the project capital, US$230m will be allocated to Salares Norte (2022: US$375m) to bring the mine into production towards the end of the year. The project is also receiving US$159m in sustaining capital. In 2023, we expect Group attributable equivalent production to be at 2.25Moz – 2.30Moz, excluding our share of the Asanko joint venture. AISC is guided to be between US$1,300/oz – US$1,340/oz and AIC, given the high capex levels, between US$1,480/oz – US$1,520/oz. Management considered the impact of the continued high inflationary environment in their planning process to determine the 2023 operational plan and guidance. Additional significant increases in oil, gas and other commodity prices – as well as escalating wages and salaries at some of our operations, though considered unlikely – could further increase the prices we pay for products and services and could increase costs even further. Conversely, an increase in the gold price could offset these impacts and increase the Group’s revenue and positively impact operating results. Gold Fields’ 2023 business plans are based on an average gold price of US$1,600/oz (R825,000/kg, A$2,285/oz), while our exchange price assumptions are R17/US$1 and A$0.70/US$1. NOTE OF THANKS Earlier in this report, I wrote about the leadership changes Gold Fields experienced at Board and Exco level this year. I am happy to say that when my interim appointment took effect in January 2023, the directors and Exco members were there to support the transition. They have been extremely generous with their time, experience and knowledge in helping me settle into my new role. I would like to express my sincere gratitude to my fellow directors – particularly our Chairperson, Yunus Suleman – for giving me this opportunity, and providing strong guidance and support in my first few months. I also had the privilege of working closely with the previous Chairperson, Cheryl Carolus. On behalf of all Gold Fields’ employees, I want to again express our gratitude to Cheryl for her enormous contribution in leading the Company through some tumultuous times and leaving it in such good financial and operational shape, together with its widely acknowledged leadership role in sustainable gold mining. As I get to know my Gold Fields colleagues across the globe, outside my previous home at South Deep, and having visited our operations in Australia, Chile and Ghana recently, I am gaining a deep appreciation for the commitment, knowledge and experience of our employees. The fact that our mines continue to run smoothly despite the external challenges is a credit to our strong operational teams. I consider them among the best in the industry. I look forward to working with you during 2023 and know I can count on your support, passion and enthusiasm. Martin Preece Interim Chief Executive Officer Gold Fields Integrated Annual Report 2022 IAR 28

CEO review of strategic pillars Pillar 1 MAXIMISE THE POTENTIAL FROM OUR CURRENT ASSETS THROUGH PEOPLE AND INNOVATION More detail on p33 – 51 Gold Fields delivered a sound operational performance in 2022 despite adverse external impacts, including high mining inflation, a marginally lower gold price received of US$1,785/oz (2021: US$1,794/oz) and continued, albeit limited, Covid-19 restrictions. Some of the higher costs were mitigated by 11% and 8% declines by the South African Rand and Australian Dollar respectively against the US Dollar. The Group achieved its 2022 market guidance for production and both cost metrics – AIC and AISC. Attributable gold production for 2022 was 2.40Moz, a 3% increase from 2021 and just above the guidance for the year. South Deep was the stand-out performer in the Group, continuing its strong growth performance of the past four years. We also had strong results from Tarkwa and Cerro Corona, while, combined, the Australian mines once again exceeded the 1Moz output level. AIC, at US$1,320/oz, was 2% higher than in 2021, and AISC, at US$1,105/oz, was up 4%, mainly because of higher mining inflation. Total capital at Salares Norte amounted to US$296m in 2022 (2021: US$375m), with a further US$230m set for 2023 before the mine produces first gold, which is scheduled or Q4 2023. The escalating input costs were driven by higher energy, diesel and explosives prices, increased materials costs, as well as escalating salaries and wages. Gold Fields’ effective mining inflation was 10.7% during 2022, led by Peru with 14.3%, Ghana with 12.6% and Australia with 12.3%. As previously guided, 2022 was a high capex year for Gold Fields, with a total US$1.07bn spent, similar to 2021. Growth capex of US$412m for the year was again dominated by the spending at Salares Norte. Despite the higher capex, we still generated adjusted free cash-flow (FCF) of US$431m (2021: US$463m). Our operations generated adjusted FCFs, which excludes project capital, of US$855m from US$913m in 2021. Gold Fields also received a gross US$300m from Yamana Gold as a break fee for terminating the proposed acquisition. After costs of US$33m and South African tax deductions of US$65m, the remaining US$202m were utilised to reduce debt and raise the final 2022 dividend to shareholders. Headline earnings improved to US$1,061m in 2022 from US$890m in 2021, while normalised earnings attributable to our shareholders decreased by 7% to US$860m (2021: US$929m). In July 2022, we revised our Dividend Policy by increasing the percentage of normalised earnings we pay out to shareholders from 25% – 35% to 30% – 45%. This will come into effect with the interim 2023 dividend declaration. For 2022, we paid a total dividend of R7.45/share (2021: R4.70/share), reflecting 47% of normalised earnings – well ahead of the top end of the Dividend Policy. This includes about half of the net break fee we received from Yamana Gold. Gold Fields remains in a strong financial position. At end-December 2022, our net debt balance (including leases) was US$704m, down from US$969m at the end of 2021. This translates to a net debt:EBITDA ratio of 0.29x, compared with 0.40x at end-2021. Reducing debt remains one of our most important capital allocation priorities. As at end-December 2022, we had no gold, currency or oil hedges in place. The oil hedges delivered significant gains during the year. Group AIC and cash-flow trends Cash-flow (US$m) AIC (US$/oz) 20 18 (12 2) 20 19 24 9 20 20 63 1 20 21 46 3 1,3 02 1,1 73 1,0 64 1,0 79 1,2 97 43 1 20 22 700 600 500 400 300 200 100 0 (100) (200) (300) 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0 ■ Adjusted free cash-flow (US$m)1 ■ Group AIC (US$/oz) Debt and dividend trends Dividend (R/share) Net debt:EBITDA ratio 20 18 0. 40 20 19 1.6 0 20 20 4. 80 20 21 4. 70 0. 29 1.4 5 1.2 91 0. 56 1 0. 40 7. 45 20 22 8 6 4 2 0 2.0 1.5 1.0 0.5 0 ■ Total dividend (R/share) ■ Net debt: EBITDA ratio Gold production and outlook Moz 20 18 2. 04 2. 20 2. 24 2. 34 2. 40 20 19 20 20 20 21 2. 25 2. 72 2. 82 2. 77 2. 30 2. 79 20 22 20 23 20 24 20 25 4 3 2 1 0 ■ Outlook range (excl. Asanko) 1 Cash-flow from operating activities less net capital expenditure, environmental payments, lease payment and redemption of Asanko preference shares 1 Adopted the new IFRS 16 Lease accounting standard IAR 29 GOVERNANCE AND LEADERSHIP

CEO review of strategic pillars continued Pillar 2 BUILD ON OUR LEADING COMMITMENT TO ESG US$3.93bn in value created during 2022 (2021: US$3.59bn), US$913m – or 27% – was transferred to our host communities through wages, procurement spend and investments in infrastructure and projects. Now, approximately 52% of our workforce – almost 9,500 people – are employed from our host communities. To further strengthen our investment in our host communities, one of our ESG targets is to, by 2030, implement six legacy programmes that positively impact host communities and environmental resilience beyond the lives-of-mine. A pipeline of projects has been developed and we will start implementing the first one in 2023. Over the past seven years, we have created between US$600m and US$900m in community value annually. In total, this amounts to over US$5.4bn – a significant investment in the economic wellbeing of our host communities and their estimated 500,000 residents. Climate change mitigation is a priority ESG issue for our stakeholders. This is an area where we believe Gold Fields is a leader in the mining sector. During 2022, we launched two new solar projects, a 50MW plant at South Deep in South Africa and a 12MW project at our Gruyere mine in Western Australia. We now have five mines partially powered by renewable energy sources. Over the next two years, we will be adding St Ives in Western Australia and Salares Norte in Chile to this list. As at end-December 2022, 14% of our electricity was sourced from renewables. These have largely served to offset the CO2 emissions associated with increased production, but the renewable projects will deliver strong contributions towards our 30% Scope 1 and 2 CO2 2030 reduction target as our 2022 projects deliver for a full year. We have started trials of zero-emission vehicles at our mines in South Africa and Western Australia to enable reduced emissions from our diesel-powered fleet. Scope 3 emission reductions will also come into focus over the coming years. Given the importance of this work, we strengthened internal climate change governance by constituting two steering committees – one on climate change and one on energy management. Beyond decarbonisation, our 2030 environmental targets are: 	z Zero serious environmental incidents – a track record we have maintained for over a decade 	z Further improvements in the safety of our tailings storage facilities through conformance to the Global Industry Standard on Tailings Management Improving our water management by increasing the water we reuse and recycle and reducing the amount of freshwater our mines consume Water management is becoming as critical as energy to Gold Fields. It is essential to our mining and ore processing activities and crucial for the economic activities of many of the areas in which we operate. As such, the Board approved a revised Water Stewardship Policy Statement in 2022, and we will launch a Group Water Strategy later in 2023. A critical part of our ESG work is our commitment to transparent reporting and benchmarking ourselves through sustainable development frameworks and indices. We continue to perform well, as evidenced by our 12th successive top five ranking in the Dow Jones Sustainability Index and high ratings by leading ESG investor agencies. More detail on p53 – 79 We are committed to implementing sound ESG policies and programmes, as we believe it is intrinsic to our long-term sustainability and financial success. It is also what society rightly expects from responsible companies. In December 2021, we pivoted our strategy even closer to the business with the launch of a dedicated ESG strategic pillar. We also announced a range of ESG targets for 2030, covering health and safety, gender diversity, stakeholder value creation, water and tailings management, and climate change. The diagram below outlines these six targets. Once we finalise all our plans, we can provide a clear estimate of the benefit to stakeholders and the cost of achieving these targets. The decarbonisation investment will amount to approximately US$1.0bn – US$1.6bn until 2030, of which we expect the Company to finance a significant share. The remainder will be funded through power purchasing agreements (PPA) with independent power producers. As mentioned, Gold Fields seeks to further improve safety, health and wellbeing for our employees , and achieve greater inclusion and diversity by targeting a 30% female workforce by 2030. We are making progress in this area and achieved 23% gender diversity at end-2022 (2021: 22%). In 2022, we continued to focus on driving our in-country and host community economic impact. Of the GOLD FIELDS’ 2030 ESG TARGETS – UNDERPINNED BY SOUND GOVERNANCE · Zero fatalities · Zero serious injuries · Zero serious environmental incidents · 30% representation of women · 30% of total value created benefits host communities · Six flagship projects benefiting host communities   Safety, health, wellbeing and environment  Gender diversity  Stakeholder value creation1 2 3 · 50% absolute emission and 30% net emissions reductions from 2016 baseline (Scope 1 and 2) · Net-zero emissions by 2050 · Conformance to the Global Industry Standard on Tailings Management · Reduce number of active upstream-raised TSFs from 5 to 3 · 80% water recycled/reused · 45% reduction in freshwater use from 2018 baseline  Decarbonisation  Tailings management  Water stewardship4 5 6 Gold Fields Integrated Annual Report 2022 IAR 30

Pillar 3 GROW THE VALUE AND QUALITY OF OUR PORTFOLIO OF ASSETS More detail on p81 – 89 Gold Fields’ portfolio of mines and their organic growth plans have put the Company in a strong position to achieve steady production growth and financial stability to 2025. We forecast the following Group gold-equivalent production (excluding our contribution from the Asanko mine in Ghana) over the next three years: 	z 2023: 2.25Moz – 2.30Moz 	z 2024: 2.72Moz – 2.77Moz 	z 2025: 2.79Moz – 2.82Moz This is built on a baseload production of 2.2Moz – 2.4Moz, to underpin our performance until 2030, based on the following: 	z Our Salares Norte project in Chile will come on-stream in Q4 2023, producing approximately 20koz in 2023, 500koz in 2024 and 600koz in 2025 	z South Deep will maintain its ongoing ramp-up of recent years to achieve steady-state production of approximately 380koz by 2025 	z Through continued near-mine exploration, our four mines in Western Australia will continue to exceed 1Moz combined production per year until at least 2030 	z Production in Ghana will be consolidated around our Tarkwa mine, which is set for a minimum annual production of approximately 500koz However, two of our mines are maturing and reaching the end of their lives. 	z Cerro Corona will continue to operate at current levels until 2025, after which it will only treat stockpiles until its likely closure in 2031 	z The consolidation of our operations in Ghana will see us treat only Damang stockpiles from 2024 onwards. As part of our regular review of our portfolio, Damang and our 45% stake in Asanko are being re-evaluated, with our holdings in Ghana possibly consolidated around the Tarkwa mine So we are looking at ways to preserve the production base we built over the years beyond 2025. This has been the focus of our work over the past year and was the motivation behind our proposed acquisition of Yamana Gold. It is important to note, however, that this was not the only option we considered when looking at future growth scenarios. A successful Yamana Gold bid would have addressed many of Gold Fields’ portfolio challenges in one deal rather than several smaller transactions. Management and the Board still believe it was the right composite solution, but not one that should have been pursued beyond fair value. We were not prepared to be drawn into a bidding war which, we believe, would have destroyed value for our shareholders. The Board has reaffirmed its support for Gold Fields’ strategy and provided its backing for the Company to continue exploring alternative replacement and growth options. However, it is unlikely that Gold Fields will pursue large-scale mergers or acquisitions like the Yamana Gold deal in the near future. Acquisitions of this nature have become more expensive as global gold production inches towards its peak and exploration activities yield limited success. Our organic growth options beyond 2025 are limited, and we are pursuing inorganic opportunities to bolster our pipeline. The proposed establishment of a bigger and more profitable Tarkwa mine – by incorporating AngloGold Ashanti’s neighbouring Iduapriem mine through a JV – is one such opportunity. In terms of the proposal, tabled with the government of Ghana in March 2023, Gold Fields will own 60% of the JV, AngloGold Ashanti 30% and the government 10%. The benefits of the transaction, if approved, are almost immediate with higher combined production of 900koz at a cost of less than US$1,000/oz over the first five years and the life-of-mine extended to 2038 (see p83). Beyond JV options, other growth opportunities could include greenfields exploration targets, development projects or bolt-on acquisitions of producing assets. Greenfields exploration will potentially include exploring targeted jurisdictions and taking minority stakes in exploration companies, like we did recently with Chakana Copper in Peru and Tesoro Gold in Chile. Salares Norte is key to our immediate growth and, once commissioned, will not only boost long-term Group production levels but also improve our cost profile. The mine will produce an average of 500koz gold-equivalent production per year for the first six years at an AIC of US$660/oz – one of the lowest in the industry. Although the construction team has made significant progress since activities began in 2020 – with total project progress at 87% by end-2022 – skills shortages among our main contractor, Covid-19 and severe weather conditions affected progress on-site over the past two years. Indications are that first production will now commence in Q4 2023, with only 20koz likely this year. This will increase to 500koz in 2024 and 600koz in 2025. The total budget for the project has been raised to US$1,020bn. Another key initiative of our portfolio strategy is to set up our South Deep mine in South Africa for safe, sustainable and profitable production. In 2019, South Deep stemmed its decade-long cash burn by generating US$15m adjusted FCF, followed by a further US$34m in 2020 and US$97m in 2021. During 2022, this improved even further to US$129m on the back of a 12% increase in production to 328koz and lower AIC of US$1,356/oz (2021: US$1,379/oz). We saw improvements across a range of key metrics we use to track underlying performance, including mine development, equipment reliability and employee productivity levels. We are confident that South Deep is on track to achieve steady-state production of around 380koz by 2025 and generate sustainable, positive cash-flows and profits. Our continued investment in near-mine exploration at our Australian mines has also been critical to maintaining our production profile. We have generally been able to replace and exceed depletion of Mineral Reserves across our portfolio, but at end-December 2022 Gold Fields’ attributable gold Mineral Reserves were 46.1Moz, a 3% decline from 2021. However, the combined Mineral Reserves of our Australian mines increased slightly. IAR 31 GOVERNANCE AND LEADERSHIP

Remote operations at our mine in Western Australia Gold Fields Integrated Annual Report 2022 IAR 32

IN THIS SECTION Building a safe and respectful workplace 34 People programmes for strategic delivery 39 Modernisation 41 Production and cost performance  42 Financial performance  47 Consolidated income statement, statement of financial position and statement of cash-flow  49 Strategic Pillar 1 Maximise the potential from our current assets through people and innovation We use innovative mining methods and the talents and expertise of our people to get the most out of the mines we currently own. 2022 performance highlights Ounces of gold produced Adjusted free cash-flow Net debt:EBITDA ratio 2.40Moz US$431m 0.29x 3 Relevant Group risks INFLATION/MINING COSTS SKILLS SAFETY Rising mining costs Challenges in attracting and retaining top-level, diverse talent and skills Our employees’ safety, health and wellbeing, including occupational illnesses 5 7 IAR 33 MAXIMISE POTENTIAL FROM CURRENT ASSETS

Building a safe and respectful workplace SAFETY STRATEGY  For many years, Gold Fields has pursued zero harm in line with our number one value: safety. While we have focused primarily on physical safety, we have expanded our view to ensure employees and contractors are protected from all forms of harm – physical and psychological – in response to increased PHYSICAL SAFETY We are deeply saddened to report the loss of one of our contractor colleagues in a fatal incident on 11 October 2022. The incident occurred at the St Ives mine when our colleague was conducting underground drilling activities. Out of respect for the wishes of their family, we have not shared any personal details of the deceased. The incident remains under investigation, and we are unable to share further details until the process is concluded. After year-end, on 8 March 2023, a contractor at the Tarkwa mine died in a vehicle accident and, on 5 February 2023, two contractors at the Asanko mine in Ghana, managed by Galiano Gold, sustained fatal injuries in a vehicle accident at the mine. There is no more tragic reminder of the overriding importance of safety at our mines than the loss of human life, and we again extend our deepest sympathies to the families, friends and colleagues of all four deceased colleagues. We recorded five serious injuries this year, a decrease from nine in 2021. In addition, the Group’s annual total recordable injury frequency rate (TRIFR) improved to 2.04 per million hours worked from 2.16 in 2021, continuing the downward trend of recent years. The severity of lost time injuries, as measured by days of work lost, has remained stable after falling sharply in 2021. We are pleased to report South Deep has not reported a fatal incident since April 2021, making 2022 its first fatality-free year since 2012. This is a Group safety performance (employees and contractors) 2022 2021 2020 2019 2018 Fatalities1 1 1 1 1 1 Serious injuries2 5 9 6 4 17 Lost time injuries (LTIs)3 31 30 32 38 34 Total LTIFR 0.60 0.62 0.72 0.80 0.63 Employee LTIFR 0.64 0.67 0.91 0.96 0.72 Contractor LTIFR 0.58 0.59 0.62 0.72 0.56 Total TRIFR4 2.04 2.16 2.40 2.19 1.83 Employee TRIFR 2.04 2.35 2.91 2.83 1.94 Contractor TRIFR 2.04 2.08 2.13 1.88 1.75 Severity rate5 19 19 32 23 30 1 We also recorded non-occupational fatalities at our mines in 2018 2 Since 2019, we apply Gold Fields’ definition to classify serious injuries, whereby a serious injury incurs 14 days or more of work lost and results in one of a range of injuries detailed at www.goldfields.com/safety.php 3 LTI is a work-related injury resulting in an employee or contractor being unable to attend work and perform any of their duties for one or more days after the injury 4 TRIFR = (fatalities + LTIs + restricted work injuries + medically treated injuries) x 1,000,000/number of hours worked 5 Severity rate = days lost to LTIs/hours worked x 1,000,000 Critical control management Catastrophic risk audits Designing out the risk Courageous safety leadership Live the values Focused on control effectiveness Vital behaviours Follow procedures Assess the risk Speak up and listen Safety systems and processes Safety leadership Safe behaviour Continual improvement Simple and consistent Everyone is a courageous leader People making safe choices significant milestone and reflects years of unwavering commitment to implementing sound safety systems, processes and standards, and working with our people and organised labour to develop the right safety culture. We include leading and lagging safety performance indicators in operational, regional and Group-wide scorecards to ensure broad ownership of the safety agenda. Leading indicators include safety engagements and reporting of near-miss incidents. In 2022, we averaged 11 safety engagements for every 1,000 hours worked, up from eight in 2021, and reporting of near-miss incidents increased three-fold from 581 in 2021 to 1,577 in 2022 due to concerted reporting efforts at South Deep. awareness of harassment and bullying in the mining industry. This broader focus drives our work to cultivate a respectful and safe workplace, which includes building a culture of care; driving diversity, equity and inclusion; and identifying and eliminating harmful behaviours such as bullying, harassment and discrimination (see p39). Our Safety Strategy comprises three mutually supportive pillars: 	z Safety systems and processes 	z Safety leadership 	z Safe behaviour Our focus on obtaining the right balance between these three pillars supports our goal to eliminate safety risks to our people. Gold Fields Integrated Annual Report 2022 IAR 34

SAFETY PROGRAMMES Critical control management Our adoption of critical control management (CCM) in 2018, has been essential in improving control over potentially severe incidents known as material unwanted events (MUEs). The absence or failure of a critical control may significantly increase the risk of a MUE occurring, despite the existence of other controls. Using the ICMM’s approach, we have developed, and regularly review, critical controls for the most significant mine safety hazards. Our focus on critical control management also leads to strong performance against our internal environment, health and safety scorecards. For the third consecutive year, all operations achieved or exceeded 80% compliance with these scorecards. Gold Fields is a founding partner of the International Mining Safety (IMS) Hub, an online portal for industry-endorsed visual safety tools that improve learning opportunities and safety for employees. The IMS Hub also serves as a platform to share learnings and good practices in CCM. Auditing fire risk in 2022 During the year, we conducted in-depth fire and explosion audits against the National Fire Prevention Association (NFPA) Standards, a set of US best practices. These audits help us ensure our critical controls for fire control and explosives are robust and aligned with global good practices. The outcomes of the audits show that, overall, Gold Fields has good fire systems in place for its key installations. The audits identified areas where fire systems need to be upgraded to be at NFPA Standard level. We will create a Group fire guideline incorporating the NFPA Standards in 2023. Managing geotechnical risks The Gold Fields corporate geotechnical team conducts annual reviews of all geotechnical incidents and incident types at our operations to identify trends and reduce the likelihood of incident recurrence. There were 28 incidents within the open pits in 2022, 57% of which were batter-scale falls-of-ground. The number of incidents was unchanged over the three-year period 2020 – 2022, despite the pits being deepened during that time. There were 60 geotechnical incidents in the underground mines in 2022 (2021: 66). Dynamically driven ground support failure accounted for 58% of these, with falls-of-ground in both supported and unsupported areas leading to the remainder. Seismicity can contribute to fall-of-ground incidents in our deeper-level mines, and destress activities pose the highest risk for seismic-induced falls-of-ground. South Deep had 34 seismic incidents in 2022, while our Wallaby underground mine at Granny Smith in Australia recorded two incidents. We mitigate this risk through geotechnical projects like improved support and standards, backfilling and stabilising and, to identify seismic activity early, we perform seismic analysis and have seismic monitoring systems in place. At South Deep, pre-conditioning is undertaken in all destress areas to fracture the rock mass ahead of work being done. Modernisation and mechanisation to improve safety and health Advancements in technology continue to transform the mining industry, and safety is our key driver to further modernise and mechanise our mines. This is an ongoing focus area, and dedicated teams in all regions are tasked with identifying how we can leverage technology to keep our people safer and healthier. We are part of the ICMM’s Innovation for Cleaner, Safer Vehicles (ICSV) initiative, where member companies work with original equipment manufacturers in a non-competitive space to develop new vehicle technology and improve existing vehicles. These improvements lead to environmental and safety benefits. We continued to make good progress in our work on fatigue management systems and collision avoidance systems. For example, the fatigue management system at our Damang mine in Ghana alerts supervisors when it detects fatigue, and includes a wellness programme for individuals who show a trend of fatigue. During the year, we also trialled fatigue management systems at our St Ives mine in Australia and Salares Norte in Chile. Following successful design in 2021, South Deep installed collision avoidance systems on all underground load haul dumpsters, trucks, long hole stope rigs and utility vehicles. In 2023, the mine will install the system on underground 4X4 vehicles and rail-bound equipment. It had planned to install the system on all remaining underground vehicles in 2024, but legislation promulgated in 2022 by the Department of Mineral Resources and Energy will require acceleration of the implementation schedule. We continued work to remove people from active mining areas at South Deep via teleremote loading and rock breaking from surface. During 2022, this was expanded to include all underground impact breakers, while in 2023 we will investigate teleremote longhole stope drilling capabilities. A latest-model raise borer, acquired in 2022, has teleremote capabilities. We are also working with consultants to introduce remote control operations at our Australian mines, led by Granny Smith, where some activities will be managed out of our Perth office. Using battery electric vehicles underground can reduce the heat load and minimise the impacts of diesel particulates. We continued the work commenced in 2021 to trial these vehicles at our St Ives and Granny Smith mines. Trials of a battery electric vehicle LHD loader will commence at South Deep in 2023. Our trials highlight the importance of operational readiness when introducing battery-operated vehicles, as they come with their own set of risks (mostly related to fire from damaged batteries). Safety leadership and safe behaviour We continued driving our Courageous Safety Leadership (CSL) programme, which encourages all employees to model safe behaviour for others. The programme gives employees practical tools to become safety leaders and focuses on creating a safe environment for people to speak up and stop work in an unsafe situation. During the year, we trained 8,400 employees and contractors in the CSL programme, exceeding our target of 4,000 – partly due to high employee turnover rates in some regions. To date, over 22,000 people have completed this programme. We started developing a refresher CSL programme to deploy in 2023. Our goal for the refresher programme is to reinvigorate the focus on safety leadership, drive team commitments and create links to critical control management. The CSL programme is supported by our Vital Behaviours programme, through which managers demonstrate their commitment to safety practices. We are rolling out this programme across our operations in 2023. IAR 35 MAXIMISE POTENTIAL FROM CURRENT ASSETS

Building a safe and respectful workplace continued HEALTH AND WELLNESS Covid-19 The Covid-19 pandemic had a reduced impact on operations during H2 2022, although Australia was impacted by absenteeism during a wave of infections in the first half of the year, on top of the ongoing skills shortages. We continue to roll-out employee vaccination and recorded no Covid-19-related deaths during the year. Of the 3,425 positive cases in our workforce in 2022, the majority were mild or asymptomatic, and only six of our colleagues required brief hospitalisation. The number of positive cases in our workforce suggests Covid-19 numbers in the general population are higher than official statistics indicate. We stopped vaccine tracking due to data privacy legislation, but nearly 90% of our workforce had received double vaccination dose by October 2022. Since the start of the pandemic, Gold Fields has facilitated over 330,000 tests among its workforce of 22,000 people. To date, we have had almost 9,000 positive Covid-19 cases among employees and contractors. Regrettably, 20 employees and contractors passed away from Covid-19 in 2020 and 2021. However, Covid-19 is increasingly managed in a similar way as other infectious diseases, and we largely phased out our crisis management protocols towards the end of 2022. Nevertheless, our operations remain vigilant for new Covid-19 waves and are ready to implement the necessary hygiene and distancing measures if required. Occupational diseases Our workforce may be exposed to hazards that could cause a range of occupational diseases, particularly Silicosis, Cardio-respiratory Tuberculosis (CRTB), diesel particular matter (DPM) and Noise-Induced Hearing Loss (NIHL). Because we operate underground and open-pit mines, the degree of exposure risk varies from site to site. Our approach is focused on safeguarding our employees from exposure to these risks, aligned with our commitment to upholding human rights. We manage occupational diseases through our CCM approach and Occupational Health Strategic Framework, which we developed in 2021 and rolled out at all operations during 2022. In addition, we formed a Health Working Group to consolidate and align occupational health management practices and develop consistent approaches to mental health and psychosocial risk assessments. We comply with all occupational health regulations in the countries where we operate. In jurisdictions where regulations are not yet in effect, we are guided by industry best practice standards. The Group’s occupational disease frequency rate decreased by 26% from 2021, and the number of employees suffering from occupational diseases decreased by 21%. Most of these cases occurred at the South Deep mine. No occupational diseases were reported in the Americas region, whereas only musculoskeletal disorders were recorded in Australia and Ghana. Diesel particulate matter DPM poses a risk for employees operating diesel-powered vehicles or working with machinery in confined underground spaces. This risk is more pronounced at our Australian and South African mines than at our open-pit operations in Ghana and Peru. During the year, DPM levels continued to fall significantly, and only 4% of personal samples exceeded the Occupational Exposure Limit (OEL) (2021: 48%). This substantial improvement is largely due to the continued fitment of advanced diesel particulate filters to underground vehicles at our Australian and South African mines, the use of low-sulphur diesel, as well as ventilation monitoring to ensure the optimal dilution of DPM in workspaces. In Australia, maintenance schedules, operator training, monitoring protocols and corrective action processes for any exceedances of the OEL further contributed to the improvement. As a result, Australian mines rarely exceed their current OEL of 0.07mg/m3 per 12-hour shift. In South Africa, we align with the local industry limit of 0.16mg/m3 until the regulator promulgates an OEL. Our ICSV programme also forms part of our approach to reducing DPM. Noise-Induced Hearing Loss NIHL is a risk for employees exposed to ongoing high-noise levels from machinery and equipment. New NIHL cases decreased slightly, with four cases reported at South Deep (2021: five). All new equipment purchased should not exceed noise levels of 107 dB(A), in line with the 2024 industry milestone. In addition, South Deep fits quiet new fans, while retrofitting existing fans. Where appropriate to the workplace, we have introduced teleremote equipment and provide personalised hearing protection equipment to employees. We encourage OEMs to develop quieter equipment through our participation in the Minerals Council South Africa. Dust, Silicosis and Cardio-respiratory Tuberculosis Underground dust levels are a key focus area as they pose a Silicosis risk and further increases employees’ susceptibility to CRTB. This is a risk at all underground mines in South Africa, which may be further compounded by employees’ off-site living conditions. At South Deep, new Silicosis cases reported to authorities dropped to two in 2022 (2021: 12). All employees diagnosed with Silicosis go on a six-month prophylactic CRTB course of medication, as Silicosis increases the risk of contracting CRTB. The employee’s work duties are also adapted to minimise exposure to silica dust. Wider dust mitigation strategies include extensive dust monitoring and measuring, automated dust suppression systems and, as far as practical, removing people from risk. Training, education, and awareness programmes as well as appropriate protection equipment are provided to employees. Annual and ad hoc medical screening help with early identification. In May 2018, Gold Fields and five other South African gold companies reached a historic settlement with claimant attorneys in a Silicosis and Tuberculosis class action. Gold Fields Integrated Annual Report 2022 IAR 36

A settlement trust, known as the Tshiamiso Trust, has been established to carry out the terms of the settlement and to ensure all eligible current and former mineworkers across southern Africa with Silicosis or work-related Tuberculosis (or their dependants, where the mineworker has passed away) are compensated. By the end of March 2023, the Trust had paid out R1.03bn (US$65m) to 11,569 industry claimants. At 31 December 2022, the provision for Gold Fields’ share of the settlement of the class action claims and related costs amounted to R179m (US$11m). The nominal value of this provision is R245m (US$14m). The ultimate amount of this provision remains uncertain, with the number of eligible workers successfully submitting claims and receiving compensation being unclear. CRTB and chronic obstructive airways disease cases increased during 2022 to nine (2021: eight) and two (2021: one), respectively. All cases were at South Deep. HIV/Aids HIV/Aids is a particular risk for the South African population and is therefore a focus at South Deep. HIV/Aids cases decreased at South Deep to 19% of the workforce from 20% in 2021. At the end of 2022, 942 employees were living with HIV/Aids. We offer voluntary counselling and testing (VCT) to prospective and permanent employees, including contractors, and the bulk of the workforce underwent VCT in 2022. We also provide HIV-positive employees with free highly active anti-retroviral therapy (HAART). 933 employees were enrolled in this programme in 2022 (2021: 903). Employees’ dependents can access HAART through the Company’s medical aid schemes. HIV/Aids is less of a risk in Ghana, where the national HIV/Aids rate is below 2%. However, we offer free VCT to employees and contractors and run several educational programmes. During 2022, 61% of our employees in Ghana underwent VCT (2021: 41%) and eight are enrolled in HAART (2021: six). We identified no new HIV/Aids positive cases among our Ghana workforce. Malaria Our workforce in Ghana faces a high risk of exposure to malaria, and we have a comprehensive malaria control strategy in place which incorporates education, prevention, prophylaxis and treatment. It also includes provision of mosquito repellent for workers, support for community health facilities and rapid diagnosis and treatment. In 2022, 260 employees (2021: 472) tested positive for malaria. We assist our employees and communities under the malaria vector control indoor spraying programme. Some of our women leaders at South Deep IAR 37 MAXIMISE POTENTIAL FROM CURRENT ASSETS

Building a safe and respectful workplace continued PSYCHOLOGICAL SAFETY Gold Fields will not tolerate any forms of harassment, bullying, discrimination and harmful behaviour for any reason. Our aspiration for zero harm means safeguarding our people’s psychological and emotional health as closely as their physical safety and health to ensure they go home safe and healthy every day. To achieve this, we need to build a culture centred on respect and care, one that values diversity, is inclusive and upholds the fundamental human rights of all our people. This culture also leaves no space for possible sexual harassment and gender-based harm in our operations, which is a key focus for Gold Fields. Eliminating harmful behaviours Elizabeth Broderick, a world-renowned thought leader and expert working with the United Nations, completed an independent Group-wide review on harmful behaviours in our business, including harassment, bullying and discrimination. The review included all regions, offices and sites, and offered employees the opportunity to confidentially and anonymously share their experiences. We expect to receive the Broderick report in Q2 2023, after which management and the Board will take time to assess the findings and recommendations and will develop a detailed response plan. We will release the key findings and recommendations of the review, together with planned actions in H2 2023. While we await the outcomes of this independent report, we already have several important policies and programmes in place. These include a Harassment and Sexual Harassment Policy; unconscious bias training; support for programmes that combat gender- based violence; training on diversity and inclusion and ongoing communication campaigns. These programmes support our broader efforts to build the participation of women across all areas of our business, which includes our focus on recruitment, development and career pathways (see p39). Responding to Western Australia Parliamentary enquiry In 2021, the Western Australian government commenced a parliamentary inquiry into the treatment of women in the resources industry. In response, our Australian region conducted an independent review of our own business, over and above the Group- wide Broderick review, and our operations have made good progress in implementing the actions that arose from the review: 	z Leadership accountability and visibility for continuing to build a respectful and inclusive workplace by strengthening leader-led facilitation and training 	z Educating our entire workforce about our expectations for the behavioural standards in our workplaces and the consequences when these standards are not upheld 	z Enhanced communication and engagement on gender safety issues, ensuring people feel empowered to raise concerns and have options for bystander interventions 	z Enhanced work environment and consistent standards, including ensuring our physical work environments, camps and facilities provide and support physical and psychological safety for all 	z Business partner alignment and ongoing management, which is critical given the integration between our contractors and employees 	z Following the 2021 internal and external reviews of our workforce culture in Australia, we commenced with the implementation of our Respectful Workplaces #listen programme around creating safe, respectful and inclusive workplaces Protecting employees’ mental wellbeing Mental health programmes are an important part of our work to provide employees with a psychologically safe and supportive work environment. Harmful behaviours are not the only cause of employees’ mental health challenges, and the Covid-19 pandemic highlighted the importance of designing a workplace conducive to positive mental health. We formed a Health Working Group to develop a consistent approach to mental health and psychosocial risk assessments and ensure collaboration and learning between our regions. We are also developing Group Wellbeing Principles. During the year we identified standard psychosocial risks to assess, including sexual harassment and assault, bullying, discrimination, workplace relations and support services. In 2023, our Australian region will assess these risks as a pilot project, which we will consolidate into a Group-wide systematic approach to mental health. Mental health work in Australia Over the past few years, the importance of mental health in the fly-in fly-out (FIFO) industry gained prominence. FIFO work can manifest in mental health challenges due to the remote nature of the work and time away from family and friends. The regulator in Western Australia developed a Code of Practice specific to the FIFO industry following a parliamentary inquiry. Australia’s three-pillar strategy drives a supportive culture, with a focus on breaking through the stigma associated with mental health. Initiatives promote awareness of mental health issues, while each site has mental health action plans in place and tracks compliance against the Code of Practice. Gold Fields Integrated Annual Report 2022 IAR 38

People programmes for strategic delivery This year we continued to roll-out people programmes, aligned with our strategic Pillar 1: Maximise the potential from our current assets through people and innovation. These included: 	z Evolving the Gold Fields culture 	z Building a diverse and inclusive workforce 	z Developing talent and leadership 	z Refining our operating model Evolving the Gold Fields culture In 2021, we conducted a baseline survey of the Gold Fields culture by surveying our employees. The feedback informed the development of a Gold Fields culture statement premised on four key focus areas: One Gold Fields; Respectful workplace; Working smarter together; and unlocking potential through innovation and learning. These key priority areas are supported by 10 behaviours that employees identified as being critical to driving our aspired culture. We launched the culture roll-out programme early in 2023, and it is supported by a range of initiatives, including leadership capability and skills programmes, talent and performance processes and specific targeted interventions to drive the change. We formed a culture future forum, comprising a representative group of Gold Fields employees in different roles and regions and chaired by the CEO, which is identifying practical ways to build the culture that Gold Fields aspires to. The programme is expected to take two to three years to implement recommendations from the forum and the Broderick review, with detailed assessments each year to help monitor progress. Building a diverse and inclusive workforce A diverse workforce strengthens our ability to deliver our strategy, and an inclusive environment helps us attract and retain a broad range of skills. During 2023, we will evolve our Diversity and Inclusion Strategy to a Diversity, Equity and Inclusion Strategy. We continued to measure progress against our diversity and inclusion dashboard, which measures lead indicators such as succession planning, risk of employee departures and other key factors that drive our workforce composition. We continue to drive stronger representation of women consistent with our 2030 ESG target of 30% female representation. This is supported by focused recruitment activities, skills and leadership development and career pathways. At the end of December 2022, 23% of Gold Fields’ employees were women (2021: 22%). The percentage of women in core mining roles increased to 55% (2021: 54%). The percentage of women in leadership remained unchanged at 25%, and three out of our 10 Board members were women. While these statistics show room for improvement, it is pleasing to see the steady increase in female representation over time: in 2016, only 16% of our workforce were women; 15% at management level and 8% in core mining roles. We conducted a Group-wide gender and ethnicity (South Africa only) pay parity analysis and found no material gaps in this regard. The basic salary ratio for men to women was 1.03 in 2022 (2021: 1.30). The significant improvement in 2022 was due to the focused recruitment, retention and development of women, as well as salary adjustments where necessary. Gold Fields was included in the Bloomberg Gender-Equality Index for the fifth year in a row – one of only 485 companies globally to achieve this. Talent and leadership development Our training and development programmes attract new talent and develop the skills required by increasingly mechanised, modernised and automated mines. In 2022, we invested US$1,411 per employee in training (2021: US$1,397). Leadership competencies are critical in helping us achieve our business plan. We have developed leadership programmes to meet specific objectives for senior managers, middle managers and graduates, to be rolled out in 2023. We have also finalised Gold Fields’ job architecture for all roles across disciplines and career paths. Culture and talent development help us attract and retain the right people. Critical role turnover for the Group was 8% against a target of 5%. Western Australian and South American operations in particular face retention challenges in a fiercely competitive skills market. We put additional brand building, talent attraction and retention and employee benefit programmes in place to address these challenges. Refining the operating model Our operating model ensures people can work with maximum efficiency and is an important part of our culture. It sets how we work together in a regionalised structure with strong functional guidance from the centre. We concluded a review of our operating model during the year and while the model has not changed fundamentally, the review provided greater clarity on roles and responsibilities. Remuneration Policy Our operating model is critical to the Gold Fields culture, as it defines the roles, functions and work undertaken by the Group Corporate Office, the various regional offices and our mines and project. Our current operating model could be defined as being decentralised, whereby regions and mines are fully responsible for the operations and their support functions, such as procurement, human relations and engagement with national and local governments and communities. The Corporate Office is responsible, among others, for setting the Group’s strategy, the expenditure framework, centralised reporting, branding as well as shareholder engagement. A review of the operating model in 2022 was undertaken to seek clarity on how we work together in a regionalised structure with functional guidance from the centre and the roles and responsibilities of the regions and centre. We feel the regionalised model remains appropriate for Gold Fields to deliver on its strategy, though a greater level of functional responsibility should sit with the centre. For details of our Remuneration Policy and 2022 remuneration and incentive payments to executives and directors, refer to our Remuneration Report on p29 – 66 of our 2022 AFR, which can be accessed at https://www.goldfields.com/integrated- annual-reports.php IAR 39 MAXIMISE POTENTIAL FROM CURRENT ASSETS

People programmes for strategic delivery continued OUR WORKFORCE PROFILE Gold Fields’ workforce of just over 23,000 is significantly larger than in previous years due to our Salares Norte project’s construction in Chile, which is Restructuring in Ghana As our Damang mine heads towards closure, we are focused on finding operational synergies between it and our nearby Tarkwa mine. During Q4 2022, we commenced the process of combining the management teams for maximum efficiency. This required a restructuring process that led to the retrenchment of 218 people (approximately 20% of our workforce) in Q1 2023. We engaged thoroughly with employees to get feedback on our proposals, which we adjusted before reaching a final agreement. Through our selection criteria for impacted positions, we sought to reduce the impact on community-based and female employees. The one-mine model makes site leadership responsible for mining, processing and engineering, while functional heads are responsible for support functions and providing shared services to the two mine sites. Organised labour We uphold our employees’ rights to freedom of association and collective bargaining, and we ensure our contractors also abide by these standards. Trade union membership among our employees is as follows: 	z Australia: estimated 3% – 6% 	z South Africa: 76% 	z Ghana: very few employees are unionised; estimated 83% of contractors 	z Chile: 8% and 61% of contractors 	z Peru: 24% of employees and 8% of contractors In early 2023, South Deep extended its wage agreement with its two registered trade unions, NUM and UASA, by two years to February 2026. This will ensure labour stability as the mine continues its production ramp-up and offer our employees an even greater share in the financial success of the mine. The key features of the agreement are: 	z 9% basic salary increase for category 4 – 8 employees in 2023 and inflation plus 2% increases in 2024 and 2025 	z 8% increases in the basic rate of pay for miners, artisans and officials, and inflation plus 1% increases in 2024 and 2025 	z A housing allowance increase to encourage home ownership In Q1 2022, Gold Fields in Australia negotiated a four-year Enterprise Agreement, which covers the key terms of employment for all its operational, non-senior management workforce. The negotiation process involved employees and their representative union, and resulted in an agreement that provides modern and fair terms and conditions of employment. The overwhelming majority of employees voted in favour of the agreement. The key benefits of the deal are: 	z One additional week of annual leave 	z Increased paid primary and secondary parental leave 	z Improved access to long-service leave 	z One week of cultural leave for Aboriginal employees mostly carried out by contracted firms. The Group’s long-term focus on host community employment influences our workforce profile, with host community members comprising 52% of our workforce (2021: 54%). This aligns with our strategy of creating value for the communities in the regions where we operate (read more on p59). Workforce by Group and region (end-December) Total workforce Employees Contractors Proportion of nationals1 2022 2022 2021 2022 2021 2022 Australia 3,677 1,866 1,773 1,811 1,667 77% South Africa 4,880 2,495 2,317 2,385 2,193 87% Ghana 7,035 1,054 1,109 5,981 6,029 100% Americas 7,359 828 639 6,531 6,264 98% Corporate 133 121 119 12 0 72% Total 23,084 6,364 5,957 16,720 16,153 88% 1 Total workforce Key human resources metrics (end-December) Category 2022 2021 2020 2019 2018 Total workforce 23,084 22,110 18,412 17,656 17,611 Historically Disadvantaged Persons (HDPs) employees (%)1 78 75 73 59 72 HDPs employees – senior management (%)1 62 53 51 52 43 Minimum wage ratio2 2.41 1.78 1.71 1.97 2.40 Female employees (%) 23 22 20 20 19 Ratio of basic salary men to women 1.03 1.30 1.31 1.14 1.25 Employee wages and benefits (US$m)3 468 463 412 395 442 Average training spend per employee (US$) 1,411 1,397 1,211 1,912 2,469 Employee turnover (%) 16 12 6 16 354 1 South Deep and Corporate Office only: Excluding foreign nationals but including white females 2 Entry-level wage compared with local minimum wage. The minimum wage ratio has improved significantly due to the inflationary increase and special adjustments applied as per our reward practices, with increases greater than the minimum wage increase in each region. South Africa and Peru reflects the highest ratio of lowest earners against the in-country minimum wage of 2.85 and 5.37 respectively. This ratio excludes Ghana, as the region only employs management-level employees with the transition to contractor mining 3 This excludes benefits paid to employees working on capital projects 4 High turnover due to South Deep restructuring and transition to Tarkwa contractor mining Gold Fields Integrated Annual Report 2022 IAR 40

Modernisation Many of our modernisation initiatives have significant safety and health benefits for our workforce, including collision avoidance and awareness in vehicles, teleremote operations, and trialling underground zero-emission vehicles. See the infographic below for an overview of the strategy and our key initiatives supporting it In terms of decarbonisation, we have several initiatives in place to achieve our commitment to reducing Gold Fields’ carbon footprint. Some of our key decarbonisation initiatives are: 	z Battery electric vehicles (BEV): We are trialling numerous BEV equipment, including tool carriers and underground trucks, loaders and light vehicles within Australia operations in partnership with, technology suppliers and original equipment manufacturer (OEM) 	z Diesel electric vehicles: We have an agreement with Epiroc, an OEM, to develop a diesel electric MT65 truck; we aim to trial the prototype at Granny Smith in 2024 	z Microgrid development: We are completing several wind and battery reviews and studies at our mines in Australia in addition to their current solar and wind farms. At South Deep, we are exploring wind energy technology in addition to solar 	z Industry collaboration: We are working with industry working groups such as ICMM’s Cleaner Safer Vehicle initiative, Charge On Innovation Challenge and The Electric Mine Consortium to accelerate implementation of greener, safer vehicles for the industry 	z Energy management (ISO 50001): Regional energy champions continue to implement projects to reduce energy-related emissions by using new and existing technologies. All our mines will be certified to the ISO 50001 standard by end-2023, which provides a practical management system to optimise energy use Digitalisation and decarbonisation drive the future of mining, and Gold Fields is committed to developing digitally connected, safer mines with a zero- carbon footprint. As part of our new Group strategy, we integrated our Modernisation Strategy into our asset optimisation initiatives. To deploy the new Group strategy, we developed integrated asset optimisation and modernisation charters. This requires an asset optimisation framework that outlines the structures, skills and culture required to enable the strategy. In 2022, we selected BCG as external consultancy to develop this framework. Once it is completed, scheduled for Q3 2023, we will re-evaluate our Modernisation Strategy to ensure it aligns with the new framework. Our current Modernisation Strategy is based on a portfolio management approach and ensures we progress towards the Gold Fields Mine of the Future through three maturity horizons. We made significant progress in 2022, with some operations transitioning to Horizon 2 and exploring Horizon 3 opportunities. Visualises operations through real-time data and insights to plan the approach for Horizons 2 and 3 Integrates and optimises processes and systems over a three to seven-year period, working towards Horizon 3 Focuses on the Gold Fields Mine of the Future to deliver the future state of the Group’s mines Key initiatives Integrated operating centres: 	z In place at South Deep, Granny Smith and Cerro Corona; in the design phase at St Ives 	z First remote operating centre in place at Salares Norte to connect the mine with the head office in Santiago Wireless network deployments: 	z Installing Mesh (Wi-Fi) and LTE (4G) in our open-pit mines in Australia 	z Upgrading Tarkwa’s wireless network to a fluid mesh network as the existing networks have become obsolete 	z Growing our new-generation wireless networks (Wi-Fi) at our underground mines 	z Extended LTE (4G) networks into the working areas at Granny Smith, enabling a map deployment equivalent to Google Maps for underground Data reporting and insights: 	z Implementing data collection platforms at our sites to enable automated reporting and insights, including Trimble Connected Mine (a platform that combines data from different sources to produce a central, trusted source of information for productivity, reducing risk and reliable planning) Mobile devices: 	z Implementing handheld mobile devices for tasks like booking overtime and digitally plotting production data across sites Fatigue management systems: 	z Trialling underground and open-pit fatigue management systems within the Australian operations, with good success on surface, but more work needed underground 	z Progressing well on South Deep’s collision avoidance programme in line with new government regulations 	z Fully integrated Damang’s Hexagon Fatigue management into the business with wellness reviews conducted on employees with chronic fatigue Key initiatives Teleremote operations: 	z Implementing teleremote solutions in underground loaders at South Deep in line with mine design changes Integrated data platforms: 	z Deploying and commissioning an integrated mine operations data platform at Granny Smith in collaboration with the ERDi 4.0 test lab based on manufacturing ISA 95 standards. The ERDi is Australia’s official centre of excellence for Industry 4.0 in the energy and resources sector 	z Planning for deployment of the integrated mine operations data platform at St Ives Invincible in 2024, following success at Granny Smith Equipment automation: 	z Developing our first underground automated truck, which is scheduled to be trialled at Granny Smith in H2 2023. The purpose of this trial is to validate autonomous truck haulage over shift change when the mine is evacuated for blasting 	z In Australia, we are collaborating with METS Ignited and a number of technology providers to develop an automated platform to enable autonomous hole cleaning, preparation and surveying, with the long-term goal of enabling autonomous charging and scaling Horizon 1 Foundational phase Horizon 2 Transformational phase Horizon 3 Mine-of-the-Future phase GOLD FIELDS’ MODERNISATION STRATEGY IAR 41 MAXIMISE POTENTIAL FROM CURRENT ASSETS

After the impact of Covid-19 and associated government restrictions on our business in 2020 and 2021, during 2022 we experienced a somewhat normalised operating environment. Apart from restrictions imposed by the Chilean government in H1 2022, our operations reported no Covid-19-related output constraints during the year. However, the gold industry was not without challenges, and faced significant inflationary headwinds in 2022. At a Group level, we recorded effective mining inflation of 10.7% during the year, with all regions except Chile and South Africa recording double-digit cost inflation. While all cost inputs faced upward pressure in 2022, oil and wage increases were the main drivers of the double-digit mining inflation in the sector. The inflationary pressures carried into 2023, with initial indications of the trend continuing for the first half of the year before some relief expected during H2 2023. The political backdrop also became significantly more challenging in some of Gold Fields’ operating countries. The political reform and proposed constitutional amendment in Chile, while ultimately rejected in a popular referendum, provided an uncertain background in a country where we are investing just over US$1bn in developing Salares Norte. Similarly, the social and political unrest in Peru – which did not affect production at Cerro Corona – is equally concerning, and has impacted our mining peers in the southern part of the country. More recently, developments in Ghana have been particularly troubling. In response to the worsening economic and fiscal situation, with high public debt and surging inflation, the government is seeking to aggressively increase revenues through higher tax revenues. The mining industry is one of the sectors targeted by this campaign. Despite these developments, 2022 was a year in which Gold Fields’ regionalised operating model proved its worth, with all our regions achieving their 2022 plans. Gold Fields was one of the few producers in our global peer group to maintain and meet our production and cost guidance issued at the beginning of 2022. While this is a testament to the good work and strict cost control undertaken at each operation, currency movements did provide a tailwind in Australia and South Africa during the year. The Australian Dollar weakened by 8% against the US Dollar to average A$1/US$0.69, while the South African Rand weakened by 11% to average R16.37/US$1. South Deep continued its strong momentum into 2022 and maintained its pace throughout the year. With the release of our Q3 2022 operating update in November, the mine’s guidance was increased by 4% – which it managed to achieve. Production is expected to increase by 6% in 2023, and the mine is on track to reach the 380koz run rate by the end of 2024. While construction teams at Salares Norte continued making good progress, the effects of Covid-19 and severe weather conditions experienced in 2021 continued to affect activities on-site during 2022. In addition, ongoing skills sourcing challenges faced by the operation’s main contractor in the latter part of 2022 and the start of 2023 further impacted construction activities. Indications are that first production will probably only be achieved during Q4 2023. Still, at the end of December 2022, total project progress was at 87% completion. For more information on Salares Norte’s progress, refer to p85. Production and cost performance Group operational performance   2023 guidance1 2022 actual 2022 guidance (revised) 2021 actual Prod (Moz) AIC (US$/oz) Prod (Moz) AIC (US$/oz) Prod (Moz) AIC (US$/oz) Prod (Moz) AIC (US$/oz) Group 2.25 – 2.30 1,480 – 1,520 2.40 1,320 2.31 – 2.36 1,370 – 1,410 2.34 1,297 1 Excluding Asanko Gold Fields’ attributable gold-equivalent production increased by 3% to 2.40Moz in 2022 (2021: 2.34Moz). Excluding Asanko, attributable production was 2.32Moz, above the guidance for the year of 2.25Moz – 2.29Moz. AIC for 2022 was US$1,320/oz, a 2% increase from US$1,297/oz in 2021. This was short of the lower end of guidance, which ranged between US$1,370/oz – US$1,410/oz, driven by currency tailwinds in Australia and South Africa, together with deferred capital spend on Salares Norte. AISC for the year amounted to US$1,105/oz (2021: US$1,063/oz), slightly lower than the guidance range of US$1,140/oz – US$1,180/oz. The 2022 reporting period was another year of significant capex for Gold Fields, driven primarily by the project capex of US$286m at Salares Norte. The Group maintained capex levels that, we believe, are important to ensure the longevity of the portfolio. Total capex (excluding Asanko) decreased to US$1,069m from US$1,089m in 2021. This comprised sustaining capex of US$657m and project capital of US$412m. The increase in sustaining capex is mainly attributable to increased expenditure on capital waste mining and tailings storage facilities (TSFs) at Tarkwa, solar plant construction and TSF extension at South Deep, and increased development and waste stripping activities at our Australian operations. Regional capex included: 	z Australia: Our Australian mines increased capex to A$457m (US$317m) in 2022 from A$447m (US$336m) in 2021, mainly due to increased pre-strip activities at the Neptune pit at our St Ives mine, the mill crushing circuit upgrade at Agnew and development of the Z135 area at Granny Smith Gold Fields Integrated Annual Report 2022 IAR 42

	z South Africa: Total capex at South Deep increased by 47% year-on-year to R1,943m (US$119m) in 2022, up from R1,320m (US$89m) in 2021. The increase in capex was mainly driven by increased spending on the 50MW solar plant and the TSF extension 	z Ghana: Total capex (excluding Asanko) increased by 24% to US$289m in 2022 from US$232m in 2021, driven by higher capital waste stripping and the construction of a new TSF at Tarkwa 	z Americas: At Cerro Corona, capex decreased by 17% to US$46m in 2022 from US$56m in 2021, mainly due to decreased construction activities at the waste storage facilities. We spent capex of US$296m on Salares Norte during 2022 (2021: US$375m) as the project progressed to 87% completion as at end-2022 We expect Group attributable gold- equivalent production (excluding Asanko) to range between 2.25Moz – 2.30Moz in 2023. AISC is expected to be between US$1,300/oz and US$1,340/oz, with AIC expected to be between US$1,480/oz and US$1,520/oz. Total capex for the Group is expected to range between US$1.11bn and US$1.17bn in 2023, with sustaining capital ranging between US$820m and US$850m. The increase in sustaining capital is largely driven by capital stripping at Salares Norte, as well as capital related to the pre-stripping of additional stages of the Gruyere pit, together with an upgrade of the mine’s pebble crusher. REGIONAL PERFORMANCES South Africa 2023 guidance 2022 actual 2022 guidance 2021 actual Prod AIC Prod AIC Prod1 AIC Prod AIC South Deep 10,800kg (347koz) R730,000/kg (US$1,330/oz) 10,200kg (328koz) R713,624/kg (US$1,356/oz) 10,000kg (322koz) R755,000/kg (US$1,510/oz) 9,102kg (293koz) R655,826/kg (US$1,379/oz) South Deep continued to improve across most key performance measures during 2022. Production was in line with the ramp-up plan towards an annual gold output of 12t from 2024. Productivity improvement programmes introduced in 2019 are delivering sustainable results, and further enhancements will ensure continued delivery. Gold production increased by 12% to 10,200kg (328koz) in 2022 from 9,102kg (293koz) in 2021. This increase was due to improved efficiencies resulting in increased volumes mined and processed, as well as improved mine call factor and plant recovery factors. The deliberate transition from the current mine to the area North of Wrench – the so-called new mine – continued during 2022. The contribution of mining from North of Wrench increased to 81% in 2022 from 71% in 2021, with the contribution from the current mine decreasing in equal measure (down to 19% in 2022 from 29% in 2021). Total development at South Deep increased by 13% to 11,594m in 2022 from 10,282m in 2021 as a result of improved operational efficiencies and additional drill rig availability, in line with the ramp-up plan. Secondary support decreased by 16% during the year due to less backlog and rehabilitation support requirements, while backfill increased by 12% as more stopes were available for backfilling. AISC decreased by 1% to R680,931/kg (US$1,294/oz) in 2022 from R622,726/ kg (US$1,310/oz) in 2021, while AIC declined by 2% to R713,624/kg (US$1,356/oz) from R655,826/kg (US$1,379/oz) in 2021. Currency movements during the year had a positive 11% impact on AIC in US Dollar terms. Total capex increased by 47% to R1.9bn (US$119m) in 2022 from R1.3bn (US$89m) in 2021, driven by a 58% increase in sustaining capex to R1.6bn (US$98m). This increase was underpinned by the increased spend on the solar plant (R547m (US$35m)) and the Doornpoort TSF extension (R123m (US$8m)) in 2022. Encouragingly, South Deep generated adjusted FCF of R2.1bn (US$129m) in 2022, a 47% increase from the R1.4bn (US$97m) recorded in 2021. This is the fourth consecutive year of positive cash-flow. 2023 guidance: 	z Gold production: 10,800kg (347koz) 	z Capex: R1,855m (US$109m) 	z AISC, AIC: R730,000/kg (US$1,330/oz) The Twin Shafts at our South Deep mine in South Africa IAR 43 MAXIMISE POTENTIAL FROM CURRENT ASSETS

Production and cost performance continued Australia 2023 guidance 2022 actual 2022 guidance 2021 actual Prod AIC Prod AIC Prod AIC Prod AIC St Ives 380koz A$1,770/oz (US$1,240/oz) 377koz A$1,594/oz (US$1,104/oz) 380koz A$1,585/oz (US$1,205/oz) 393koz A$1,385/oz (US$1,040/oz) Agnew 240koz A$1,910/oz (US$1,335/oz) 239koz A$1,875/oz (US$1,298/oz) 251koz A$1,765/oz (US$1,340/oz) 223koz A$1,741/oz (US$1,308/oz) Granny Smith 272koz A$1,760/oz (US$1,235/oz) 288koz A$1,691/oz (US$1,171/oz) 267koz A$1,710/oz (US$1,300/oz) 279koz A$1,545/oz (US$1,161/oz) Gruyere (50%) 177koz A$1,685/oz (US$1,180/oz) 157koz A$1,431/oz (US$991/oz) 155koz A$1,265/oz (US$960/oz) 123koz A$1,541/oz (US$1,158/oz) Region 1,069koz A$1,790/oz (US$1,250/oz) 1,061koz A$1,659/oz (US$1,150/oz) 1,053koz A$1,612/oz (US$1,225/oz) 1,019koz A$1,526/oz (US$1,146/oz) The Australian region is the largest producer in Gold Fields’ portfolio, with the four mines contributing 44% to Group attributable production and approximately half of FCF in 2022. The mines delivered another solid operational performance in 2022, maintaining annual production above the 1Moz level – a milestone achieved in 2020 for the first time since 2015. In 2022, gold production increased by 4% to 1,061koz, up from 1,019koz in 2021. AIC increased by 9% to A$1,659/oz (US$1,150/oz) in 2022 from A$1,526/oz (US$1,146/oz) in 2021. This was due to higher capex and higher cost of sales before amortisation and depreciation as a result of inflationary increases and structural cost increases, particularly at the Granny Smith underground mine. Western Australia experienced an extremely competitive labour market during 2022, driven by buoyant commodity prices and travel restrictions imposed by Covid-19-related measures. Consequently, wage inflation at our Australian operations remained high in 2022 due to escalating wage increases driven by labour shortages and several retention measures introduced to limit the turnover of critical skills. We expect 2023 to be another year of higher-than- normal labour inflation as these skills challenges persist for at least the first half of the year. The Australia region reported adjusted FCF of A$623m (US$431m) in 2022 compared with A$621m (US$466m) in 2021. Mine performances At St Ives, production decreased by 4% to 377koz in 2022 from 393koz in 2021, which is slightly below guidance of 380koz. AIC increased by 15% to A$1,594/oz (US$1,104/oz) in 2022 from A$1,385/oz (US$1,040/oz) in 2021 due to lower ounces sold, higher cost of sales before amortisation and depreciation and rising capex. Capex was up 6% to A$145m (US$101m) in 2022 from A$138m (US$103m) in 2021, reflecting increased pre-stripping of the Neptune stage seven open pit. St Ives generated adjusted pre-tax FCF of A$379m (US$262m) for the year. A review of the mine’s brownfields exploration activity in 2022 is detailed on p86. 2023 guidance: 	z Gold production: 380koz 	z Capex: A$191m (US$134m), of which A$154m (US$108m) is sustaining capex and A$37m (US$26m) non- sustaining capex 	z AISC: A$1,620/oz (US$1,135/oz) 	z AIC: A$1,770/oz (US$1,240/oz) At Agnew, gold production rose by 7% to 239koz during the year from 223koz in 2021 – 5% lower than guidance of 251koz. AIC increased by 8% to A$1,875/oz (US$1,298/oz) in 2022 from A$1,741/oz (US$1,308/oz) in 2021 due to increased capex and inflationary pressures on commodity inputs and employee and contractor costs. The production and capital cost increases were partially offset by the improved volumes of gold sold. Total capex increased by 5% to A$123m (US$85m) in 2022 from A$117m (US$88m) in 2021. Sustaining capex was up by 5% to A$79m (US$54m) in 2022 from A$75m (US$56m) in 2021 following a 100-room expansion of the accommodation village. Non-sustaining capex increased by 4% to A$44m (US$31m) in 2022 from A$43m (US$32m) in 2021, mainly due to the replacement of a crushing circuit. Agnew generated adjusted pre-tax FCF of A$162m (US$112m) in 2022, compared with A$149m (US$112m) in 2021. A review of the mine’s brownfields exploration activity in 2022 is on p86. 2023 guidance: 	z Gold production: 240koz 	z Capex: A$125m (US$88m), of which A$107m (US$75m) is sustaining capex and A$18m (US$13m) non-sustaining capex 	z AISC: A$1,780/oz (US$1,245/oz) 	z AIC: A$1,910/oz (US$1,335/oz) At Granny Smith, production increased by 3% to 288koz in 2022 from 279koz in 2021, which was 8% ahead of the 267koz guided for the year. AIC rose by 9% to A$1,691/oz (US$1,171/oz) in 2022 from A$1,545/oz (US$1,161/oz) in 2021, due to increased capex and inflationary pressures on commodity inputs, as well as escalating employee and contractor costs. Total capex increased by 6% to A$141m (US$98m) in 2022 from A$134m (US$100m) in 2021. Sustaining capex rose by 2% to A$88m (US$61m) in 2022 from A$86m (US$64m) in 2021 due to increased expenditure on a new TSF. Non-sustaining capex increased by 11% to A$53m (US$37m) in 2022 from A$48m (US$36m) in 2021, mainly due to increased expenditure on developing the Z135 underground area of the Wallaby mine. The mine generated adjusted pre-tax FCF of A$280m (US$194m) in 2022, compared with A$214m (US$161m) in 2021. Gold Fields Integrated Annual Report 2022 IAR 44

A review of the mine’s brownfields exploration activity in 2022 is on p86. 2023 guidance: 	z Gold production: 272koz 	z Capex: A$117m (US$82m), of which A$88m (US$62m) is sustaining capex and A$29m (US$20m) non-sustaining capex 	z AISC: A$1,630/oz (US$1,145/oz) 	z AIC: A$1,760/oz (US$1,235/oz) At Gruyere, a 50/50 JV with Gold Road Resources, gold production (on a 100% basis) increased by 28% to 315koz in 2022, up from 247koz in 2021 due to increased ore processed at higher grade. AIC decreased by 7% to A$1,431/oz (US$991/oz) in 2022 from A$1,541/oz (US$1,158/oz) in 2021, mainly due to higher gold sold and lower capex, partially offset by higher cost of sales before amortisation and depreciation. Capex (on a 50% basis) decreased by 18% to A$48m (US$33m) in 2022 from A$58m (US$44m) in 2021, reflecting completion of pre-stripping of stages two and three of the pit. Gruyere generated adjusted pre-tax FCF (on a 50% basis) of A$152m (US$106m) in 2022, compared with a cash-flow of $79m (US$60m) in 2021. 2023 guidance: 	z Gold production: 170koz – 185koz (50% basis) 	z Capex: A$98m (US$69m) (50% basis), all of which is sustaining capex 	z AISC: A$1,665/oz (US$1,170/oz) 	z AIC: A$1,685/oz (US$1,180/oz) Peru Production overview 2023 guidance 2022 actual 2022 guidance 2021 actual Gold-only production 126koz 129koz 120koz 113koz Copper production 27.0kt 27.0kt 27.0kt 26.0kt Gold-equivalent production 255koz 261koz 255koz 248koz AIC US$570/oz US$444/oz US$500/oz US$230/oz AIC eq-oz US$1,070/oz US$998/oz US$990/oz US$1,040/oz Gold-equivalent production at Cerro Corona increased by 5% to 261koz in 2022 from 248koz in 2021, driven by the selective processing of higher-grade ore together with higher gold and copper recoveries. AIC on a gold-equivalent basis decreased by 4% to US$998/oz from US$1,040/oz in 2021, mainly due to higher equivalent ounces sold and lower capex, partially offset by higher operating costs driven by inflation. In line with the higher equivalent ounces sold, adjusted FCF increased by 33% to US$76m in 2022, compared with US$57m in 2021. This includes a US$13m income tax refund from the Peruvian tax authority related to a deduction associated with the 2021 copper hedge collar. 2023 guidance: 	z Gold-only production: 126koz 	z Copper production: 27kt 	z Gold-equivalent production: 255koz 	z Capex: US$45m 	z AISC (Au-eq): US$1,010/oz 	z AIC (Au-eq): US$1,070/oz 	z AISC: US$450/oz 	z AIC: US$570/oz The processing plant at our Gruyere mine in Western Australia IAR 45 MAXIMISE POTENTIAL FROM CURRENT ASSETS

Production and cost performance continued Ghana 2023 guidance 2022 actual 2022 guidance 2021 actual Prod AIC Prod AIC Prod AIC Prod AIC Tarkwa 545koz US$1,390/oz 532koz US$1,248/oz 515koz US$1,230/oz 522koz US$1,155/oz Damang 136koz US$1,830/oz 230koz US$1,083/oz 229koz US$1,030/oz 254koz US$852/oz Asanko¹ NA NA 77koz US$1,435/oz NA NA 95koz US$1,559/oz Region NA NA 838koz US$1,220/oz NA NA 871koz US$1,112/oz ¹ 45% stake, equity-accounted The Ghanaian region is the second- biggest producer in Gold Fields’ portfolio, contributing 32% to Group attributable production in 2022. Gold Fields has a shareholding of 90% in Tarkwa and Damang, while the Ghanaian government holds the remaining 10% on a free carry basis. At Asanko, Gold Fields and Galiano Gold, which manages the mine, hold 45% each and the Ghanaian government the remaining 10%. Total managed gold production for the region decreased by 4% to 838koz in 2022 from 871koz in 2021, mainly due to decreased production at Damang because of the completion of the Damang pit cutback. Asanko’s production was also lower as the mine treated the lower grade stockpiles due to the temporary cessation of mining activities in July 2022. AIC for the region increased by 10% to US$1,220/oz in 2022 from US$1,112/oz in 2021, amid cost inflation and higher AIC at Damang. The region reported adjusted FCF (excluding Asanko) of US$219m in 2022, compared with US$292m in 2021. Mine performances Tarkwa’s production increased by 2% to 532koz in 2022 (2021: 522koz) and was 3% ahead of guidance of 515koz. AIC increased by 8% to US$1,248/oz in 2022 from US$1,155/oz in 2021 due to increased capex and higher cost of sales before amortisation and depreciation, partially offset by improved ounces sold. Tarkwa generated adjusted FCF of US$161m in 2022, compared with US$194m in 2021. Subsequent to year-end, Gold Fields announced a proposed JV between Tarkwa and AngloGold Ashanti’s neighbouring Iduapriem mine. The proposal is being negotiated with the Ghana government (p83). 2023 guidance: 	z Gold production: 545koz 	z Capex: US$243m (all sustaining) 	z AISC/AIC: US$1,390/oz Damang produced 230koz in 2022, which is 10% lower than the 254koz produced in 2021 but in line with guidance. AIC increased by 27% to US$1,083/oz in 2022 from US$852/oz in 2021, due to lower production, higher capex and increased cost of sales before amortisation and depreciation. Damang recorded adjusted FCF of US$58m in 2022. As previously guided, 2022 was the last full production year at the mine under the Damang Pit Cutback project. In 2023, production will be a combination of mining the Huni pit and processing ore stockpiles. As a result, the level of production will be significantly lower than in 2022, as indicated in the guidance below. 2023 guidance: 	z Gold production: 136koz 	z Capex: US$7m, all of which is sustaining capex 	z AISC/AIC: US$1,830/oz Asanko produced 170koz in 2022 – of which 77koz was attributable to Gold Fields – a 19% decrease from 2021 due to the lower yield, which declined by 17% to 0.91g/t in 2022 from 1.10g/t in 2021. AIC decreased by 8% to US$1,435/oz in 2022 from US$1,559/oz in 2021, due to lower cost of sales before amortisation and depreciation and lower capex, partially offset by lower gold ounces sold. Asanko produced adjusted FCF of US$42m in 2022. Gold Fields is current reviewing its 45% stake in Asanko. 2023 guidance: By end-March 2023, Gold Fields was not in a position to verify Asanko’s 2023 production and cost guidance provided by Galiano Gold. Gold Fields Integrated Annual Report 2022 IAR 46

Financial performance CAPITAL ALLOCATION AND DEBT MANAGEMENT Gold Fields’ 2022 capital allocation priorities were to maintain the necessary levels of sustaining capex, invest in our Salares Norte project, continue reducing our debt, and adhere to our Dividend Policy. Pleasingly, we achieved all these objectives despite significant headwinds in the form of double-digit mining inflation and disruptions associated with the terminated Yamana Gold acquisition. The Group reduced its net debt by US$265m to US$704m, resulting in a net debt:EBITDA ratio of 0.29x. This compares with net debt of US$969m and a net debt:EBITDA ratio of 0.40x at 31 December 2021. Excluding lease liabilities, core net debt amounted to US$310m at the end of 2022. Throughout the cycle, Gold Fields has maintained the capex levels we believe are essential to ensure the longevity of our portfolio. Group capex amounted to US$1,069m in 2022 compared with US$1,089m in 2021, comprising sustaining capex of US$656m (2021: US$576m) and growth capex of US$413m (2021: US$513m). Looking ahead, our 2023 capital allocation priorities will again be informed by our strategy to improve the quality of our asset base and extend the life-of- mine of our portfolio while balancing returns to shareholders. As such, we will allocate the FCF we generate to: 	z Funding Salares Norte: US$227m is budgeted for the continued construction of Salares Norte during 2023 	z Maintaining levels of sustaining capex: Given the significant cost inflation faced by the gold industry over the past two years, the capital intensity required to sustain our assets has increased. As such, we believe spending US$350/oz – US$400/oz in sustaining capital is essential to ensuring the long-term health of the production base 	z Rewarding shareholders with dividends: Gold Fields has a long and well-established policy of rewarding shareholders by paying out between 25% and 35% of normalised earnings as dividends. Recognising the windfall received from the Yamana Gold break fee and our strong financial performance, Gold Fields declared a total dividend of R7.45/share in 2022, which translates to 47.2% of normalised earnings for the year – far exceeding the upper end of the Group’s payout range. We have enhanced our Dividend Policy to pay out between 30% and 45% of normalised earnings from 2023 onwards 	z Further reducing net debt and strengthening the balance sheet: Although the Group continued to decrease its net debt and net debt:EBITDA ratio during 2022, management believes that decreasing our debt levels further would be favourable For 2023, we budgeted total capital of US$1,110m – US$1,170m, comprising sustaining capital of US$820m – US$850m and non-sustaining capital of US$290m – US$320m. The vast portion of the growth capital will be spent at Salares Norte, with US$227m in project capital budgeted for the year. In 2022, we spent US$286m in growth capital on Salares Norte, bringing total project spend to US$758m at end-December 2022. Taking into account escalation and delays, total project cost is expected to be approximately US$1,020m. Liquidity profile Gold Fields actively manages the liquidity and maturity profile of the Group’s debt. However, we did not undertake any refinancing activities during 2022 given the uncertain outcome of the proposed Yamana Gold acquisition. We were last active in the bond market in 2019, when we refinanced a number of bonds. In May 2019, we raised two new bonds, extending and staggering the maturity profile. A total of US$1bn was raised at an average coupon of 5,625%, with the maturity spread between five (2024) and 10 years (2029). During 2023, we plan to refinance the following three revolving credit facilities (RCF), which are scheduled to run out this year: 	z US$1.2bn RCF 	z A$0.5bn RCF 	z R2.5bn RCF Hedging Given the cyclical nature of our business and the volatility of the gold price, Gold Fields has implemented an active hedging programme in recent years. We do not enter long-term systematic hedges, but instead regularly evaluate the Company’s position and outlook to determine whether short-term hedging is appropriate. Our policy allows for hedging to protect cash-flows: 	z During times of significant capital expenditure 	z For specific debt servicing requirements, and 	z To safeguard the viability of higher- cost operations We did not have any revenue hedges (gold and copper price) in place during 2022, but did have a currency hedge on the Chilean Peso, as well as the oil hedges in Ghana and Australia. These hedges matured on 31 December 2022, and from the beginning of 2023 the business has not had any hedges in place. For full details of our hedges, see the table below: Table of 2022 hedges Hedge Country Quantity hedged Hedging instrument and price Hedge term Chilean Peso hedge Chile US$545m Exchange rate of ChP836 per US$1 July 2020 – Dec 2022 Oil Ghana 123Ml (50% of annual diesel consumption) Swaps; Equivalent Brent crude swap price US$75.80/bbl Jan 2020 – Dec 2022 Australia 75Ml (50% of annual diesel consumption) Swaps; Equivalent Brent crude swap price US$74.00/bbl Jan 2020 – Dec 2022 IAR 47 MAXIMISE POTENTIAL FROM CURRENT ASSETS

FINANCIAL STRATEGY Gold Fields has a prudent approach to balance sheet management, with one of our strategic priorities being to reduce our gearing. Despite the elevated capex levels over the past four years, we managed to reduce our net debt from a peak of US$1,664bn in 2019 to US$704m at end-December 2022 (US$310m, excluding lease liabilities). Given the cyclical nature of the gold industry, along with the limited control we have over key cost drivers – such as the gold price, currencies, wage inflation and the oil price – we aim to reduce our debt further to take advantage of value-adding opportunities. Gold Fields’ business strategy focuses on growing margin and FCF through the cycle. However, given the finite nature of our mines, ongoing investment is necessary to ensure the longevity of the portfolio. 2022 was another year of relatively high capex, with US$286m spent on advancing the Salares Norte project in Chile. Despite this, higher-than- planned gold prices enabled us to adhere to our well-established Dividend Policy and reduce the Group’s net debt by a further US$265m during the year. The 2023 financial year will again see significant investment into the Group’s assets, with US$227m budgeted for the Salares Norte project. Financial highlights The high gold price again provided a tailwind to Gold Fields’ financial results in 2022. While the average gold price received by the Group decreased slightly in US Dollar terms to US$1,785/oz, the weakening of our key operating currencies meant the average Australian Dollar gold price increased by 8% to A$2,592/oz and the average South African Rand gold price increased by 11% to R943,581/kg. Group revenue increased to US$4.29bn in 2022 from US$4.20bn in 2021. Cost of sales before amortisation and depreciation increased by 6% to US$1.76bn in 2022. AIC at US$1,320/oz and AISC at US$1,105/oz increased by 2% and 4%, respectively, from 2021 to 2022 – but were both below guidance for the year. Other salient features during 2022 included the following: 	z Royalty expenses decreased by 2% to US$110m 	z The Group’s taxation charge increased by 4% to US$442m from US$425m in 2021, with normal taxation increasing by 6% to US$475m (2021: US$449m) 	z Total capex decreased by 2% to US$1,069m in 2022 from US$1,089m in 2021, in line with guidance 	z Total impairments amounted to US$505m (pre-tax), driven by an increase in discount rates together with inflationary cost pressures experienced in 2022. The biggest impairments were at Tarkwa (US$325m pre-tax, US$220m post-tax), Cerro Corona (US$63m pre-tax, US$44m post-tax) and Far Southeast (US$114m) which was written down to a carrying value of nil Considering the above, earnings for 2022 totalled US$711m – a 10% decrease from the US$789m reported in 2021 – while normalised earnings decreased by 7% to US$860m (2021: US$929m). We provide a detailed analysis of our financial performance in the management’s discussion and analysis of the Group’s Annual Financial Statements on p67 – 114 of the 2022 AFR. The consolidated income statement, statement of financial position and cash-flow statement – extracted from the 2022 AFR – can be found on p49 – 51. Change room at our South Deep mine in South Africa Financial performance continued Gold Fields Integrated Annual Report 2022 IAR 48

Consolidated income statement for the year ended 31 December 2022  United States Dollar Figures in millions unless otherwise stated 2022 2021 2020 Revenue 4,286.7 4,195.2 3,892.1 Cost of sales (2,607.7) (2,374.9) (2,150.4) Investment income 13.3 8.3 8.7 Finance expense (72.5) (100.9) (126.7) Gain/(loss) on financial instruments 24.0 (100.4) (238.9) Foreign exchange gain/(loss) 6.7 (1.9) 8.6 Other costs, net (15.3) (49.2) (11.5) Share-based payments (6.9) (12.7) (14.5) Long-term Incentive Plan (29.0) (28.5) (51.3) Exploration expense (81.0) (60.6) (49.7) Share of results of equity-accounted investees, net of taxation 10.1 (32.0) (2.6) Yamana break fee 300.0 — — Yamana transaction costs (33.0) — — Restructuring costs (11.3) (1.3) (2.0) Silicosis settlement costs 2.2 0.7 (0.3) Impairment, net of reversal of impairment of investments and assets (505.0) (42.4) 50.6 Ghana expected credit loss (17.5) (41.1) (29.0) Profit/(loss) on disposal of assets 10.4 8.5 (0.2) Profit before royalties and taxation 1,274.2 1,366.8 1,282.9 Royalties (110.4) (112.4) (105.0) Profit before taxation 1,163.8 1,254.4 1,177.9 Mining and income taxation (442.1) (424.9) (432.5) Profit for the year 721.7 829.5 745.4 Profit attributable to: – Owners of the parent 711.0 789.3 723.0 – Non-controlling interests 10.7 40.2 22.4 721.7 829.5 745.4 Earnings per share attributable to owners of the parent: Basic earnings per share – cents 80 89 82 Diluted earnings per share – cents 78 88 81 Gold Fields Limited presents its income statement using the function method. Under the function method, investment income would have been disclosed under other income, gain/(loss) on financial instruments and foreign exchange gain/(loss) under other income/(expenses) and share-based payments and long-term incentive plan under other expenses. IAR 49 MAXIMISE POTENTIAL FROM CURRENT ASSETS

Consolidated statement of financial position at 31 December 2022 United States Dollar Figures in millions unless otherwise stated 2022 2021 ASSETS Non-current assets 5,535.7 5,927.7 Property, plant and equipment 4,815.7 5,079.1 Inventories 205.3 155.2 Equity-accounted investees 84.9 178.8 Investments 112.1 138.6 Environmental trust funds 98.8 88.1 Loan advanced – contractor 23.4 27.3 Deferred taxation 195.5 260.6 Current assets 1,802.4 1,421.1 Inventories 759.0 627.6 Trade and other receivables 198.0 263.7 Derivative financial assets — 5.1 Taxation receivable 76.0 — Cash and cash equivalents 769.4 524.7 Total assets 7,338.1 7,348.8 EQUITY AND LIABILITIES Equity attributable to owners of the parent 4,207.6 3,977.8 Stated capital 3,871.5 3,871.5 Other reserves (2,293.1) (2,116.3) Retained earnings 2,629.2 2,222.6 Non-controlling interests 131.9 152.3 Total equity 4,339.5 4,130.1 Non-current liabilities 2,213.2 2,396.3 Deferred taxation 399.8 500.9 Borrowings 1,079.3 1,078.1 Provisions 381.6 434.0 Lease liabilities 330.1 355.1 Long-term Incentive Plan 22.4 28.2 Current liabilities 785.4 822.4 Trade and other payables 600.7 577.7 Derivative financial liabilities — 6.8 Royalties payable 17.9 20.6 Taxation payable 53.6 115.9 Current portion of lease liabilities 64.1 60.4 Current portion of provisions 18.5 12.6 Current portion of Long-term Incentive Plan 30.6 28.4 Total liabilities 2,998.6 3,218.7 Total equity and liabilities 7,338.1 7,348.8 Gold Fields Integrated Annual Report 2022 IAR 50

Consolidated statement of cash-flows for the year ended 31 December 2022 United States Dollar Figures in millions unless otherwise stated 2022 2021 2020 Cash-flows from operating activities 1,379.2 1,230.2 1,111.4 Cash generated by operations 2,658.8 2,347.3 1,933.9 Interest received 12.1 7.4 7.6 Change in working capital (134.2) (89.4) (171.8) Cash generated by operating activities 2,536.7 2,265.3 1,769.7 Silicosis payment (0.7) (4.4) (3.5) Interest paid (97.2) (103.2) (127.2) Royalties paid (112.3) (108.8) (102.5) Taxation paid (611.7) (448.8) (278.7) Net cash from operations 1,714.8 1,600.1 1,257.8 Dividends paid (335.6) (369.9) (146.4) – Owners of the parent (304.4) (322.3) (137.7) – Non-controlling interest holders (30.3) (46.7) (7.6) – South Deep Black Economic Empowerment (BEE) dividend (0.9) (0.9) (1.1) Cash-flows from investing activities (1,072.2) (1,070.5) (607.4) Additions to property, plant and equipment (1,069.3) (1,088.7) (583.7) Capital expenditure – working capital 26.3 28.7 (7.1) Proceeds on disposal of property, plant and equipment 2.0 2.8 0.7 Purchase of investments (21.6) (27.4) (0.6) Redemption of Asanko Preference Shares — 5.0 37.5 Proceeds on disposal of investments 1.5 19.2 22.9 Loan advanced – contractors — — (68.4) Contributions to environmental trust funds (11.1) (10.1) (8.7) Cash-flows from financing activities (56.9) (510.5) (139.8) Loans raised 206.5 207.5 689.8 Loans repaid (197.9) (644.2) (1,014.2) Payment of principal lease liabilities (65.5) (73.8) (64.4) Proceeds from the issue of shares — — 249.0 Net cash generated/(utilised) 250.1 (350.8) 364.2 Effect of exchange rate fluctuation on cash held (5.4) (11.3) 7.6 Cash and cash equivalents at beginning of the year 524.7 886.8 515.0 Cash and cash equivalents at end of the year 769.4 524.7 886.8 IAR 51 MAXIMISE POTENTIAL FROM CURRENT ASSETS

Gold Fields Integrated Annual Report 2022 IAR 52 Employees at Gruyere’s solar plant in Western Australia

IAR 53 IN THIS SECTION Our ESG Charter and 2030 ESG targets 54 Environmental stewardship 72 Value creation for our stakeholders 55 Environmental stewardship 73 Stakeholder overview 59 Water management 74 Host communities 59 Energy and carbon management 75 Government 65 Tailings management 78 Human rights 70 Mine closure 79 Strategic Pillar 2 Build on our leading commitment to ESG We aim to protect the environment while we mine, invest meaningfully in host communities and adhere to the highest ethical standards in the course of our business. 2022 performance highlights Host community value created Water recycled or reused Serious environmental incidents US$913m 75% 0 Relevant Group risks POLITICAL RISK/RESOURCE NATIONALISM ESG SOCIAL LICENCE Resource nationalism, regulatory uncertainty and government imposts, including the Ghanaian economic and fiscal crisis and political uncertainty in Peru and Chile, and the weak economic outlook in South Africa ESG-related stakeholder expectations and activism Loss of social licence to operate and ability to create stakeholder value CLIMATE CHANGE WATER SECURITY Failure to implement climate change mitigation and adaptation measures Water pollution, security and reduction in freshwater consumption 4 11 8 13 10 BUILD ON OUR LEADING COMMITMENT TO ESG

Gold Fields Integrated Annual Report 2022 IAR 54 Our ESG Charter and 2030 ESG targets Sustainability has long been part of Gold Fields’ way of doing business, and ESG is integrated into the operational management of our mines and projects. Over the past few years, ESG has become increasingly critical to our stakeholders. In response to this, we pivoted from a functional approach to one that is strategic and makes a leading commitment to ESG. The Company’s long-term success depends on successful management of ESG. In December 2021, we took a significant step by committing to a range of 2030 ESG targets, which we started implementing last year. To create enduring value beyond mining, as our purpose statement compels us, we must address the following: 	z The urgent need to mitigate our operations’ impact on the environment and the communities around them, including focusing on climate change, tailings management, water stewardship, nature and integrated mine closure 	z Issues of broader societal responsibility, including ensuring the safety, health and wellbeing of our people, a diverse workforce, and addressing the needs and expectations of our stakeholders – particularly our host communities 	z The importance of entrenching and strengthening sound governance across the Company Our stakeholders – including employees, communities, governments, investors and civil society – increasingly demand we pay greater attention to ESG. Furthermore, these stakeholders require that we transparently disclose the impact of ESG, have mitigation measures in place and integrate ESG into our business strategy. Our ESG priorities, 2030 targets and 2022 performance Priority Category 2030 targets 2022 performance Comment More detail Safety, health, wellbeing and the environment Fatalities 0 1 Read more in the safety section p34 Serious injuries 0 5 Serious environmental incidents 0 0 Fourth consecutive year of zero serious environmental incidents Gender diversity Female representation 30% of total workforce 23% On track to meet 2030 target p39 Stakeholder value creation Total value creation for host communities 30% of total value creation 27% On track to meet 2030 target New legacy programmes for host communities 6 0 On track to meet 2030 target p59 Decarbonisation Reduce absolute emissions from 2016 baseline (Scope 1 and 2) 50% (18)% Achieved through energy efficiency initiatives and renewable energy projects as two major projects were commissioned in 2022 p75 Reduce net emissions from 2016 baseline (Scope 1 and 2) 30% +1% Increased net emissions in 2022. The impact of the new renewable projects will be felt in 2023 Tailings management Global Industry Standard on Tailings Management Conform by 2025 On track Priority facilities to comply by August 2023, the remainder by 2025 p78 Reduce the number of active upstream-raised TSFs 3 5 Working towards transition of Tarkwa TSFs 1 and 2 from upstream to downstream-raised facilities by end-2024 Water stewardship Water recycled or reused 80% of total water used 75% of total water used On track to meet 2030 targets p74 Reduce freshwater use from 2018 baseline 45% 41% Underpinned by a strong commitment to sound corporate governance, compliance and ethics p21

IN THIS SECTION How we create enduring value for our stakeholders  56 Host communities 59 Governments 65 Mining Charter Scorecard 68 Human rights 70 Value creation for our stakeholders The sustainability of our operations depends on mutually beneficial relationships with our key stakeholders. To support this, we engage constructively, transparently and openly to create enduring value for our stakeholders and the Company. Report to Stakeholders As part of our 2022 reporting suite, we will publish our fourth Report to Stakeholders in April. The report outlines, at a high level, the contributions we make to our key stakeholders and recent developments impacting our relationships with them. This report will be at www.goldfields.com/2022-annual-report-suite.php Employees inspecting our revegetated tailings dam at the Damang mine in Ghana IAR BUILD ON OUR LEADING COMMITMENT TO ESG 55

Gold Fields Integrated Annual Report 2022 IAR 56 How we create enduring value for our stakeholders Our strong stakeholder relationships and the value we distribute to our stakeholders support more than just our social licence to operate – they are at the core of our purpose of creating enduring value beyond mining. Recognising the crucial role of stakeholders to our business, in 2022, we established a Group-wide stakeholder engagement forum to oversee the implementation of the Stakeholder Engagement Strategy. Our disclosure of national economic contributions is in accordance with World Gold Council guidelines. Total and national value distribution by region and type 2022 (US$m) Employees SED spend1 Capital providers Business partners Governments National value distribution Australia 157 1 5 937 288 1,387 South Africa 110 62 2 333 33 454 Ghana 88 8 31 801 2144 1,142 Peru 42 6 4 229 57 337 Corporate 71 0 368 2 163 605 Total Gold Fields 4685 21 411 2,302 724 3,926 1 Socio-economic development spend in host communities, excluding spend by Salares Norte 2 Includes US$468k from the South Deep trusts 3 South Deep has carry-forward losses and allowances for offset against taxable income 4 This amount includes US$29m in dividends paid or declared to the Ghana government in lieu of their 10% shareholding in the Tarkwa and Damang mines 5 Excludes benefits paid to employees working on capital projects For more information, refer to our 2022 Report to Stakeholders at www.goldfields.com/2022-annual-report-suite.php  Host communities Number of engagements in 2022: 919 (2021: 817) Payments include procurement, employee wages and investment in SED US$21m invested in SED US$747m spent on host community procurement US$144m spent on host community employee wages Total: US$913m 52% host community employment Value distribution per region Australia South Africa Ghana Americas 37%45% 14% 4% Key concerns and expectations 	z Employment and procurement opportunities 	z Skills and enterprise development 	z Mitigation of adverse environmental impacts 	z Environmental resilience 	z Social investments 	z Assisting with social and economic hardship 	z Benefit-sharing agreements 	z Protection of culture and heritage Value created for host communities in response to their key concerns and expectations 	z Rolled out host community value creation initiatives, delivering 27% of total value created by Gold Fields to host communities 	z Created jobs and business opportunities through host community procurement 	z Unlocked opportunities for host community employment at our mines and through their contractors and suppliers, as well as in non-mining sectors 	z Invested in integrated community development, including health and wellbeing, environment and infrastructure 	z Expanded the skills base of our host communities through education and training opportunities 	z Provided support to enhance capacity in host community organisations 	z Negotiated agreements with host communities and Indigenous Peoples 	z Approved a pipeline of legacy programmes to positively impact host community and environmental resilience for roll-out from 2023 	z Implemented stakeholder engagement plans For more information, refer to p59.

IAR 57 BUILD ON OUR LEADING COMMITMENT TO ESG Employees Payments include salaries and wages, benefits and bonuses US$468m paid in salaries and benefits 9,473 host community workforce Key concerns and expectations 	z A workplace culture that is physically and psychologically safe 	z A diverse, inclusive and enabling culture with opportunities for innovation 	z Learning and development opportunities 	z A refined operating model 	z A revised employee value proposition 	z A company that is ethical and sustainable Value created for employees in response to their key concerns and expectations 	z Cultivated a stringent safety and health culture, with a stronger focus on showing care 	z Optimised business processes and operational efficiencies 	z Continued to implement working practices to facilitate greater work-life balance and promote diversity and inclusion 	z Increased employee diversity 	z Surveyed employees to establish a clear profile of the status of harassment, discrimination and bullying, and committed to act on these findings 	z Provided clarity on the relative roles of our Corporate Office employees and those in the regions 	z Defined and communicated the desired company cultural attributes and leadership behaviours 	z Developed a career pathways framework to provide greater clarity on job requirements and career growth For more information, refer to p34. Value distribution per region Australia South Africa Ghana Americas Corporate 33% 19% 9% 24% 15% Business partners (contractors and suppliers) Payments include operations and capital procurement US$2,302m paid to suppliers and contractors 31% of mine operational and capital spend (excluding utilities) is with host community firms Key concerns and expectations 	z In-country and host community procurement of goods and services 	z Investment in enterprise and supplier development 	z Sustainable materials and supply chain stewardship 	z Payment times for host community small and medium-sized enterprise (SME) suppliers 	z Communication and engagement on issues relating to respectful workplaces and gender safety 	z Opportunities for businesses owned by women, Aboriginal people and Historically Disadvantaged People Value created for business partners in response to their key concerns and expectations 	z 97% of total procurement spend is from in-country businesses 	z Included all business partners in our health and safety management systems 	z Continued to improve payment times for SME host community suppliers – most of these businesses are now on 14-day payment terms 	z Launched an enterprise and supplier development (ESD) and procurement support programme at our South Deep mine, and established and capitalised two ESD funds 	z Worked with suppliers and contractors at our Australian mines on several initiatives to: ― Enhance communication and engagement on issues relating to gender safety ― Ensure comprehensive investigations are conducted into all complaints of sexual harassment, assault or bullying, with a strong focus on procedural fairness to all parties involved ― Ensure our work environments and camp facilities provide and support physical and psychological safety ― Review all ablution facilities across our sites and offices to ensure these meet an acceptable and consistent standard ― Promote host community and Aboriginal business participation in the value chain Value distribution per region Australia South Africa Ghana Americas 41%35% 10% 14%

Gold Fields Integrated Annual Report 2022 IAR 58 Value creation for our stakeholders continued Governments Number of engagements in 2022: 1,286 (2021: 1,065) Payments include mining royalties and land-use payments, taxes, duties and levies US$724m paid in taxes and royalties US$29m paid to the Ghana government in dividends, relating to its 10% stake in each of Damang and Tarkwa Key concerns and expectations 	z Compliance with all relevant legislation 	z Compliance with safety, health and environmental regulations 	z Respect for human rights 	z Payment of taxes, royalties and other levies 	z In-country employment and procurement 	z Socio-economic investments in host communities, particularly infrastructure-related investments 	z Avoidance of corruption 	z Contribution to delivery of the UN SDGs Value created for governments in response to their key concerns and expectations 	z Sourced over 96% of procurement from companies within the countries of operation 	z Over 87% of employees are nationals of the countries of operation 	z Paid royalties and taxes to host governments that, if utilised appropriately, can enable them to develop critical infrastructure 	z Invested in SED projects that contribute to the UN SDGs and also grow and sustain non-mining jobs For more information, refer to p65. Value distribution per region Australia South Africa Ghana Americas Corporate 22% 39% 8% 30% 1% Capital providers Number of engagements in 2022: 521 (2021: 468) Payments include interest and dividend payments US$411m paid to the providers of debt and equity capital Reduced net debt by US$265m Key concerns and expectations 	z Sustainable returns on investment 	z A strong balance sheet 	z Understanding of and demonstrated execution of Gold Fields’ strategy 	z Sound and ethical leadership 	z Succession planning for executive management 	z Progress on key ESG priorities 	z Delivering growth projects on time and within budget 	z Regular engagement on key events Value created for capital providers in response to their key concerns and expectations 	z Developed and maintained a strong portfolio of mines 	z Ensured continued improvement at South Deep 	z Remained committed to completing the Salares Norte project and delivering first gold in Q4 2023 	z Continued life extension of our Australian operations 	z Continued funding development, maintenance and growth at our operations 	z Improved our share price and increased dividends with final dividend payout exceeding the upper end of range 	z Reduced net debt and maintained a strong balance sheet 	z Remained rooted in our strategy, despite the termination of the Yamana Gold transaction 	z Engaged extensively with shareholders and analysts Value distribution per region Australia South Africa Ghana Americas Corporate 1% 89% 1% 1% 8%

IAR 59 BUILD ON OUR LEADING COMMITMENT TO ESG Stakeholder overview  HOST COMMUNITIES Our host communities are a key Gold Fields stakeholder group, as their support underpins our social licence to operate which, in turn, impacts our ability to create enduring value. Our Group Community Policy Statement sets out our commitment to developing mutually beneficial relationships with our host communities, host governments and other key stakeholders through meaningful and transparent engagement. We aim to keep improving our social performance, strengthening our social licence to operate and delivering enduring value in collaboration with our host communities and governments. Host communities refer to the people who live in the vicinity of our operations and who have been or could be directly affected by our exploration, construction, operational or divestment activities. Each Group operation identifies its host communities to secure its legal and social licences to operate. In total, an estimated 500,000 people live in approximately 60 communities surrounding our eight mines (excluding Asanko). Our Group Community and Government Charter promotes an approach underpinned by building strong relationships and trust, creating and sharing enduring value, measuring our actions and impacts, and delivering against our promises. In accordance with the Charter’s commitments and our vision and purpose statements, our regions successfully implemented their annually updated government and community action plans in 2022. In 2016, Gold Fields started implementing a strategy aimed at enhancing host community value creation. At that point, we ranked losing our social licence to operate as the Group’s fifth-highest risk. This risk has decreased due to the successful implementation of our targeted Host Community Value Creation Strategy (including host community procurement, job creation and SED) and other social performance and environmental management strategies. Our community relations programmes depend on ongoing stakeholder engagement and community grievance management. All our operations have stakeholder engagement plans, as well as established grievance mechanisms, that enable us to address and resolve grievances that arise from our activities. See our 2022 grievance report on p71. We regularly conduct independent assessments to measure the quality of our relationships and understand the expectations of key stakeholders, including communities and governments. We use these assessments to inform stakeholder engagement plans that help us to build stronger, mutually beneficial relationships with these stakeholders. Over the years, we have seen a mostly positive upward trend in relationships with host communities around our operations. We will re-assess the strength of our stakeholder relationships in 2024. Gold Fields uses social return on investment (SROI) surveys to identify SED investments that strengthen our social licence to operate. In 2022, Peru undertook a SROI analysis on selected projects, showing that its projects offer a positive return. Our focus in 2023 will be preparing to report against the core indicators of the ICMM’s new social and economic reporting framework. Creating enduring value for our host communities The recent global economic slowdown exacerbated economic hardships in our host communities, particularly in Peru, Ghana and South Africa. Many of these communities expect our mines to assist in alleviating their burdens by providing financial or other assistance. We believe the greatest benefit we can provide is to empower our host communities to build the long-term social, economic and environmental resilience they require. We aim to maximise the positive socio-economic benefits of mining on our host communities while, as far as possible, avoiding or minimising adverse impacts. We therefore continue entrenching our host community procurement and job creation programmes, as we believe this will support their economic development while also meeting the needs of our business. Furthermore, we framed and conceptualised a pipeline of legacy programmes for implementation from 2023 to 2030. These focus on creating enduring value by addressing our host communities’ most pressing development needs, while ensuring economic value creation beyond the life-of-mine and outside the mine’s supply chain. The programmes seek to promote: 	z Economic diversification and employment 	z Climate resilience and protection of water and nature 	z Sustainable and profitable agriculture 	z Cultural and heritage preservation 	z Quality health These legacy programmes build on Gold Fields’ 2030 ESG target to generate measurable and wide-reaching outcomes that contribute to the delivery of the UN SDGs. Measuring community value creation We continually enhance our understanding of the value we create for our host communities by measuring the impact of our SED investments, host community employment and host community procurement programmes. For the past seven years, we created between US$600m and US$900m in community value every year. This amounts to over US$5.3bn, which is a sustained and significant investment in the economic wellbeing of our host communities. Based on our analysis, 27% (US$913m) of the US$3.92bn in value the Group distributed in 2022 remained with our host communities, as shown in the infographic on the next page. We have incentivised our management teams with ESG targets since 2017, which has included host community value creation. Following the launch of the Group’s comprehensive 2030 ESG targets in 2021, a larger portion of incentives is allocated to ESG-related goals. Our 2030 target is to spend 30% of the total value spent in host communities. In 2022, the value we transferred to our host communities increased, although our national value contribution decreased slightly as we paid more to governments in the form of taxes and royalties.

Gold Fields Integrated Annual Report 2022 IAR 60 Stakeholder overview continued The diagram below details the community-focused levers available to us: OUR 2030 ESG TARGETS FOR HOST COMMUNITY VALUE CREATION Host community procurement creates community jobs and supplier opportunities • Support areas where community suppliers can participate • Identify community suppliers that can supply our mines • Provide skills development to close any capability gaps Host community employment maximises local opportunities • Build skills base in community workforce through, for example, training, education and skills support • Prioritise the community when recruiting • Encourage contractors and suppliers to employ from the community • Create non-mining jobs linked to our SED investment projects or in partnership with suppliers Community investment drives integrated development • Balance investment across services (medical and education), enterprise development and infrastructure • Match investment to capacity and development needs of communities • Ensure projects benefit communities and our mines • Include social benefit as a factor in developing closure criteria Legacy programmes create community and environmental resilience beyond the life-of-mine • Focus on large-scale, long-term, catalytic investments • Empower communities to build long-term social, economic and environmental resilience • Create systems-level change to execute enduring transformational solutions • Promote diversity, equity and inclusion PROCUREMENT EMPLOYMENT SOCIAL INVESTMENT LEGACY INVESTMENT Procurement spend US$747m Employee wages US$144m SED investment US$21m 731 Host community suppliers’ companies 10,771 Host community jobs in the mine value chain, comprising: 2,653 Employees 6,820 Contractors 4441 Suppliers 794 Non-mining jobs ¹ In Ghana NUMBER OF SUPPLIERS AND JOBS IN HOST COMMUNITIES IN 2022: Gold Fields’ 2022 Value distribution Type of benefit to host communities 27% 73% Total value distribution US$3.92bn 2% 82% 16% AUSTRALIA US$336m GHANA US$401m SOUTH AFRICA US$127m PERU US$40m Regional breakdown 36% 24% 28% 12% HOST COMMUNITY VALUE CREATION IN 2022 20 30 E SG ta rg et : 3 0% o f t ot al v al ue cr ea te d be ne fit s ho st c om m un iti es 20 30 E SG ta rg et : s ix n ew le ga cy p ro gr am m es Host community value US$913m

IAR 61 BUILD ON OUR LEADING COMMITMENT TO ESG Host community procurement We are guided by our Host Community Procurement Strategy to seek opportunities for community-based enterprises to participate in our supply chains. If implemented effectively, host community procurement holds benefits for the communities in which we operate as well as our mines. In 2022, our total procurement spend amounted to US$2.30bn, 97% of which was spent on businesses based in the countries where we operate (2021: US$2.32bn/96%). We spent US$747m (31%) of our total procurement spend on suppliers and contractors from our host communities (2021: US$709m/31%). Our Salares Norte project, in construction since 2021, actively pursued procurement of goods and services from its host communities totalling approximately US$39m in 2022. SMEs are a crucial partner for Gold Fields. They provide the Group with key supplies and services and create jobs in our host communities and host countries. Supporting SMEs is therefore critical as we work towards ensuring 30% of the total value we create is within our host communities. In 2022, we introduced preferential payment terms for SMEs in host communities, particularly those led by minority and disadvantaged groups. Payment terms have been reduced from 30 days to 14 days (from date of ratified invoice) for host community SMEs. The improved terms address the cash-flow difficulties often experienced by SME suppliers and service providers. The table below outlines the in-country and host community value creation progress between 2021 and 2022: Local (in-country) and host community procurement Local (in-country) procurement Local (in-country) spend (% of total) Host community procurement Host community spend (% of total) Country 2022 (US$m) 2021 (US$m) 2022 2021 2022 (US$m) 2021 (US$m) 2022 2021 Australia 1,085 1,035 99% 99% 284 253 27% 25% South Africa 268 221 100% 100% 53 51 20% 23% Ghana 840 766 94% 91% 379 371 42% 45% Peru 226 209 94% 96% 31 34 13% 15% Group 2,419 2,231 97% 96% 747 709 31% 31% Host community employment We continue to prioritise employing host community members at our operations and encourage our contractors and suppliers to do the same. This is supported by training, education and skills development initiatives to improve the local skills base. At the end of the year, 52% of our workforce – or 9,473 people – were employed from our host communities (2021: 54%/9,330 people). Maintaining our 2021 host community performance was a challenge during 2022 amid the adverse global economic conditions. In Western Australia, the demand for labour resulted in a historically low underemployment rate (3.5%) and stiff competition for labour. The table below provides further details. We hope to maintain and, in the longer term, increase current levels of host community employment. These jobs have significant multiplier effects, particularly in developing countries, and are critical for the estimated 500,000 residents of our host communities. Beyond creating employment opportunities at our mines or with our contractors – where we have limited scope to create jobs – we also seek to create non-mining jobs, particularly linked to SED projects, legacy programmes and the wider supply chain. Non-mining jobs can continue to provide benefits to host communities during and beyond the lives of our operations. We continued our efforts to ensure our SED projects – focusing on agriculture, infrastructure development, education and skills support and economic diversification – also grow and sustain non-mining jobs. During the year, we created 794 non-mining jobs for host community members, the majority of which were in the agricultural sector (2021: 759). Due to their inherent nature, many of our SED projects do not necessarily provide long-term solutions but do create income and a measure of skills transfer. National and host community workforce employment Total workforce1 2022 % of employees – national Host community workforce % of workforce – host community2 Country 2022 2021 2022 2022 2021 Australasia2 3,677 77% 77% 610 18% 18% South Africa 4,880 87% 86% 3,097 63% 66% Ghana 7,035 99% 99% 5,009 71% 70% Americas 7,359 98% 98% 757 26% 30% Group3 23,084 87% 87% 9,473 52% 54% 1 Workforce comprises employees and contractors and includes corporate and regional offices, as well as our projects 2 Host community employment data excludes our corporate and regional offices, as well as our projects 3 Includes Chile, corporate and regional office employees

IAR 63 BUILD ON OUR LEADING COMMITMENT TO ESG Working with Indigenous communities in Australia As a company operating in Australia, on the traditional lands of Aboriginal peoples, we have a responsibility to develop understanding and respect for the many diverse cultures and experiences of not only these traditional owners, but also Aboriginal and Torres Strait Islander peoples more broadly. Our Aboriginal Engagement Strategy is built on three strategic pillars: 	z Building and maintaining strong and respectful relationships with the traditional owners of the lands where our operations are located 	z Empowering Aboriginal peoples by providing meaningful and sustainable opportunities 	z Championing the preservation and celebration of Aboriginal lands, culture and heritage These strategic pillars are aligned with the key elements of our Reconciliation Action Plan, which is discussed below. Each of Gold Fields’ Australian mines is situated on lands that either have a Native Title determination or an active claim. The table below describes the current claims and determinations: Site Native Title Group Agnew (north) Determined Native Title claim Tjiwarl People Agnew (south) Currently no claim or determination Agnew (far south) Determined Native Title claim Darlot People Granny Smith Entire operation: Registered Native Title claim Nyalpa Pirniku People Gruyere Entire operation: Determined Native Title claim Yilka People and Sullivan Edwards families St Ives Main area of operations: Determined Native Title claim Remaining area (exploration): Registered Native Title claims Determined: Ngadju People Claim: Marlinyu Ghoorlie People Claim: Kakarra People The Native Title Act of 1993 details the process for traditional owners who claim traditional rights and interests on certain land, to have those rights recognised by the Federal Court of Australia in the form of a Native Title determination. Gold Fields is required to engage with registered Native Title claimants and determined Native Title holders in relation to its activities, including before new tenements are granted. Depending on the type of activity, this may require us to enter agreements. While these agreements historically focused on ensuring the proper identification and management of Aboriginal cultural heritage, and to provide a process for the conduct of cultural heritage surveys, these agreements are now more comprehensive in nature. A key element of our Aboriginal Engagement Strategy is our commitment to agreement-making with determined Native Title holders. These agreements can help foster strong and transparent relationships by establishing structured channels of communication; providing commitments and identifying initiatives to achieve greater education, employment and contracting outcomes; allocating funding for community programmes; building cultural competency through training and awareness; and incorporating best practice environmental and cultural heritage management practices. In addition, these agreements can provide financial benefits to Native Title parties that could settle any liability for Native Title compensation that Gold Fields may have. At our Gruyere mine, Gold Fields is party to a comprehensive agreement with the determined Native Title holders for the area: the Yilka People and Sullivan Edwards families. Through this agreement, we explore ways to sustain and grow employment and business opportunities, as well as supporting health, education and other programmes for the Group, including the nearby Cosmo Newberry community. We also actively support and promote the Group’s conservation and land management activities, including the Yilka Ranger programme. We will look to negotiate and enter into similar comprehensive agreements at our other operations in Australia, as the Native Title landscape becomes progressively more settled across the region. In 2018, we partnered with Reconciliation Australia (an independent, not-for-profit organisation) to embark on its Reconciliation Action Plan (RAP) programme – a strategic framework to assist organisations to take meaningful action to advance reconciliation between Indigenous and non-Indigenous Australians. Based around the core pillars of relationships, respect and opportunities, this supports our desire for First Nations peoples to participate equally in our workforce and business, feel culturally safe and empowered to deliver sustainable solutions for their communities. Gold Fields formally launched its Reflect RAP in early 2020, focused on building and strengthening relationships, raising awareness of the process and the broader reconciliation effort. It also gave us an understanding of the barriers to progress in areas, such as employment and procurement. It informed our second (Innovate) RAP, which we launched in 2022 to implement key programmes – supporting education, training and employment, procurement, cultural competency and heritage management, as well as community development.

Gold Fields Integrated Annual Report 2022 IAR 64 Stakeholder overview continued Our Innovate RAP is a blueprint for how we want to achieve long-term, sustainable outcomes. To support its implementation, Gold Fields has to date: 	z Created dedicated Aboriginal Recruitment and Engagement positions to support the recruitment and employment of Indigenous Australians 	z Improved conditions for Indigenous- owned and operated businesses to supply goods and services to our mines Key actions in our Innovate RAP include: 	z Developing a cultural learning framework to increase the understanding, value and recognition of Aboriginal peoples’ cultures, histories, knowledge and rights within our organisation 	z Improve employment outcomes by increasing recruitment, retention and professional development of Aboriginal peoples 	z Increase the number of Indigenous- owned businesses to support improved economic and social outcomes We already support a range of activities and programmes that directly benefit our Aboriginal communities, including through our partnerships with organisations such as Shooting Stars (which supports the education and empowerment of young Aboriginal girls and women), and Teach Learn Grow, which also supports educational outcomes for remote communities. We continue to demonstrate good progress in employing Indigenous Australians and engaging Indigenous- owned businesses. In 2022, the number of Indigenous Australians employed increased to over 3.4%, reflecting the overall population of Indigenous Australians within Australia. A$3.5m (US$2.7m) was spent on 25 Indigenous businesses across our sites in 2022. Cultural heritage protection Australia In response to the findings from the parliamentary inquiry into the Juukan Gorge incident in 2020, the Western Australian government passed the Aboriginal Cultural Heritage (ACH) Act in December 2021. While limited parts of the legislation are currently operational, the government intends for the ACH Act to substantively commence in mid-2023, subject to finalising the associated regulations and guidance materials. The key implications of the new Act for Gold Fields are: 	z A new definition of Aboriginal cultural heritage that moves beyond the current focus on sites and artefacts, capturing more diverse perspectives of cultural heritage – including its tangible and intangible elements. The concept of “cultural landscapes” has also been introduced for certain purposes 	z New structures that empower Aboriginal voices in the management of Aboriginal cultural heritage, including the Aboriginal Cultural Heritage Council as the peak strategic body (with responsibility for deciding applications for permits, and the approval of Cultural Heritage Management Plans), and Local Aboriginal Cultural Heritage Services (representing knowledge holders for certain areas) to provide Aboriginal heritage services – creating more certainty on who we should engage with in relation to cultural heritage matters 	z A new tiered land-use assessment and approvals system that considers the type of proposed land-use activity, and prioritises notification and consultation with Aboriginal people with a focus on agreement-making between traditional owners and land users 	z Greater penalties for any unauthorised disturbance to Aboriginal heritage sites Gold Fields supports this approach, which aligns with its commitment to consultation and agreement-making with traditional owners. While Gold Fields anticipates that some amendment of the existing control framework (set by our Regional Aboriginal Cultural Heritage Management Standard and implemented through our site-based Cultural Heritage Management Plans) will be required to address some of the new requirements of the legislation, this framework addresses the core due diligence obligations that will remain in place. These controls include existing protocols for the recording, impact assessment and protection of identified Aboriginal cultural heritage sites, through our ground disturbance permitting process. Chile While no Indigenous Peoples have a relationship with our Salares Norte project site, as confirmed through the project’s environmental approval process, we have engaged with the Colla Indigenous communities located some 70km from the project since 2015. We signed social development agreements with the key Colla communities and hold regular meetings to present our progress against our project plan, updates on the Chinchilla rescue and relocation programme, identify and address any concerns as well as cocreate development opportunities.

IAR 65 BUILD ON OUR LEADING COMMITMENT TO ESG GOVERNMENTS Host governments are among Gold Fields’ most important stakeholders, as they issue mining licences, develop state policies and enforce regulations. First and foremost, this requires us to adhere to all relevant legislation, including paying taxes and other levies. We are committed to working with governments – directly and via industry associations – at national, regional and local levels to establish ethical, sound and transparent working relationships that benefit the countries where we operate and our host communities. Gold Fields does not provide any financial contributions to political parties unless explicitly approved by the Board in accordance with the Company’s Code of Conduct. No political donations have been made for several years. Gold Fields’ Tax Strategy is to proactively manage tax obligations in a way that is transparent, responsible and sustainable, while acknowledging differing stakeholder interests. Find our full Tax Strategy and Policy, which now includes tax risk and governance, at www.goldfields.com/integrated-annual- reports.php Resource nationalism Many governments view the mining industry as an opportunity for higher taxes and other fiscal and regulatory imposts – especially during tough economic times. This is particularly relevant in Chile, Peru and Ghana, where tax revenues are declining while metal and gold prices recorded healthy gains over the past two years. Political risk is now a top five Group risk, and addressing it requires increased actions and engagements. Gold Fields, on its own and together with its ICMM and World Gold Council peers, seeks to address the trust gap between government and mining in several ways, including: 	z Creating between US$2.5bn – US$4.5bn total annual value for our wide range of stakeholders, including governments and host communities 	z Actively creating host community value through host community employment, procurement and socio-economic investment, including legacy programmes 	z Working with our ICMM and World Gold Council peers to promote industry-wide best practice and demonstrate the benefits of a responsible and fairly regulated industry We conduct independent desktop country risk assessments at least every two years, which provide valuable input on how we can increase government and community trust and confidence. The resulting key proposals reinforce many of the strategies our operations already implement, such as strengthened engagement with governments at all levels, community value creation and improved communication on mining’s socio-economic benefits. Payments to governments by Gold Fields in 2022 (US$m) South Deep Ghana Peru Australia Royalties 3 55 8 47 Income tax – 159 49 241 Dividends1 – 29 – – Dividend withholding tax – 13 5 – Total 3 256 62 288 % of profit before tax and royalties 1 50 55 29 1 In lieu of the Ghana government’s 10% stake in the Tarkwa and Damang mines Australia Our engagement in Australia is largely at state level, where the incumbent Labor party government holds a substantial majority following the March 2021 state elections. The Labor party was also elected as the governing party at federal level in May 2022. The Western Australian government has made significant progress on implementing its legislative reform agenda. The Work Health and Safety Act of 2020 (WHS Act) came into effect in March 2022, delivering on a key Western Australian government election commitment to streamline health and safety regulation. The WHS Act imposes expanded obligations, which include the identification and management of psychosocial hazards, as well as the consultation and representation of workers and contractors. It also introduces personal responsibility for officers to ensure compliance with applicable health and safety obligations. Following the scrutiny of the Western Australian Aboriginal Heritage Act of 1971 in the wake of the Juukan Gorge incident, the state government passed the ACH Act in late 2021. The ACH Act is not yet fully operational, but is due to substantively commence in July 2023, subject to associated regulations being finalised. Gold Fields has been involved in the ongoing consultation and codesign process through the Chamber of Minerals and Energy (CME). The ACH Act will set the highest bar among state regimes for protecting Aboriginal cultural heritage, with key features including: 	z A new definition of “Aboriginal cultural heritage” that moves beyond focusing on sites and artefacts to capture broader perspectives, including tangible and intangible elements, and will also include “cultural landscapes” for the first time 	z New structures that empower Aboriginal voices in cultural heritage management, including the Aboriginal

Gold Fields Integrated Annual Report 2022 IAR 66 Stakeholder overview continued Cultural Heritage Council as the peak strategic body and Local Aboriginal Cultural Heritage Services (representing knowledge holders), to provide cultural heritage services 	z A new tiered land-use assessment and approvals system that considers the type of proposed land-use activity (including disturbance) and prioritises consultation with Aboriginal peoples, with a focus on agreement-making between relevant Aboriginal peoples and land users 	z An expanded range of offences and increased penalty regime A Western Australian parliamentary inquiry into the sexual harassment and assault of women in the mining sector handed down its findings and recommendations in June 2022 in the Enough is Enough report. The report made recommendations to government, industry and organisations, many of which Gold Fields is seeking to address in its Respectful Workplaces #listen programme. The Western Australian government tabled its response to the report in September 2022, in principle accepting the recommendations in full. Gold Fields participates in the CME’s Safe and Respectful Behaviours working group and engages with the government on this issue. In November 2022, the Western Australian government announced a joint initiative with the Western Australian resources industry to establish the Resources Community Investment Initiative. Founding contributors (predominantly from the iron ore and energy sectors) collectively committed an initial investment of A$750m (US$570m) for a pipeline of legacy social infrastructure projects. The CME has been tasked with encouraging and coordinating further investment from the sector. Gold Fields and other gold sector participants are working constructively with the CME and government to assess participation options (individually or collectively). This will continue into 2023. Ghana During 2022, Ghana’s economy experienced a dramatic recession, with the Ghana Cedi depreciating by 39% against the US Dollar and inflation hitting a 22-year high of 54% in December. The Ghana government is facing a large fiscal deficit and public debt is at record levels. In December 2022, the Ghana government reached a preliminary agreement on a US$3bn, three-year extended credit facility with the International Monetary Fund to be finalised in H1 2023. This bail out will require economic reforms and greater fiscal discipline and, if implemented appropriately, should return a level of stability to the economy. The deteriorating economic situation led to a near-doubling in the country’s discount rate and, coupled with higher mining costs, required Gold Fields to recognise a US$325m pre-tax impairment on its Ghanaian assets. Our investments in the country are covered by the 2016 Development Agreement (DA) with the government for the Tarkwa and Damang mines. For the DA requirements to take effect, Gold Fields was expected to spend US$500m at each mine – over an 11-year period for Tarkwa and a nine-year period for Damang. The DA provides for a decrease in the corporate tax rate from 35% to 32.5%, and a sliding scale royalty tax based on the gold price. The government also holds a 10% interest in the entities controlling the Tarkwa, Damang and Asanko mines. Between 2017 – 2022, we invested almost US$1.5bn at both mines, and the DA has cemented our status as one of the largest contributors to the country’s fiscus. Also in 2022, Gold Field contributed US$253m in the form of taxes, royalties and dividends. However, in the wake of the fiscal crisis, the Ghanaian government has conducted increasingly stringent audits on its biggest corporate taxpayers (many of them multinationals), including Gold Fields, and has imposed additional tax liabilities, which are under discussion. In addition, we are experiencing more onerous processes in claiming and renewing rebates and exemptions under the DA. The two audits by the Ghana Revenue Authority are a transfer pricing audit covering 2014 – 2019 and a tax audit for 2018 – 2020. The earlier audit has been resolved while we have received a tax assessment of US$124m under the findings of the 2018 – 2020 audit. We are reviewing the assessment and are disputing the findings, which include the deductibility of waste stripping costs amounting to US$63m of the assessment, among others. Negotiations are under way following the payment of the required upfront deposit. The deteriorating fiscal situation also led to several economic actions by the government that impacted the mining sector – and Gold Fields – and required increased engagement with the authorities directly and via the Ghana Chamber of Mines: 	z During 2022, the Bank of Ghana launched a domestic gold purchasing programme through which it purchases refined gold from domestic producers in the local currency. In December 2022, Gold Fields sold 26koz of gold to the Bank of Ghana in Ghana Cedis, but at prevailing gold prices and currency rates. Our DA requires that we convert at least 30% of our gold proceeds into Ghana Cedis as part of our retention obligation and to cover local costs. We foresee further domestic gold purchase sales this year, although the amounts are still being negotiated. Our retention obligation will be reduced by the gold sold under this programme 	z In late 2022, the Ghanaian government launched a Gold for Oil programme, a barter arrangement whereby gold, rather than the country’s US Dollar reserves, will be used to buy foreign crude oil products in a bid to strengthen the country’s foreign exchange reserves. The Chamber of Mines is seeking clarity on the programme’s implementation 	z The government is seeking to boost the country’s local refining initiative by enforcing miners to sell a portion of their production to local refineries. The Chamber has indicated its members will only participate if there is either equal contribution by each mining company or a production-based apportionment. The government has yet to respond Chile In Chile, most political and social stakeholders support our decision to proceed with the Salares Norte mine’s construction in the Atacama region of northern Chile. In a low-investment environment impacted by Covid-19 and amid general political uncertainty, Salares Norte has been one of Chile’s largest investment projects over the past few years, and it was identified by the government as a key project for economic upturn in the Atacama region. The project is governed by an investment stability agreement with the Chilean government. The political situation in the country in 2022 generated uncertainty surrounding the mining sector’s regulatory framework.

IAR 67 BUILD ON OUR LEADING COMMITMENT TO ESG Firstly, a left-wing government under President Gabriel Boric took office in March 2022, with a strong anti-business and anti-mining agenda. However, without a large majority in the senate, the government’s ability to implement its manifesto is limited. Secondly, the government proposed a new left-leaning constitution, which was rejected by most of the population in September 2022. A new constitutional process was agreed upon, and a more moderate draft will be put to a national vote in December 2023. The regulatory risk in this second process is expected to be lower due to stronger institutional controls and the presence of more moderate lawmakers and ministers in President Boric’s cabinet. Other regulatory uncertainties continue to loom, including a proposal to charge higher royalties on copper mining, which could be extended to gold if approved. The new government has also taken an activist approach to regulate the impact of mining on the environment. Several mining projects have been halted due to interventions by the Environmental Assessment Service, the environmental regulator. The regulator halted our endangered Chinchillas relocation at Salares Norte in November 2020 after two Chinchillas died. The restrictions have not yet been lifted (read more on p73). However, the regulator decided not to review Salares Norte’s environmental permit after a request to do so by the Ministry of the Environment after the deaths. In 2022, our engagements in Chile focused on supporting communities near our project in coordination with regional and local governments. These efforts focused on promoting social development initiatives in the education and health sectors and will continue as we ramp-up Salares Norte to start operating in Q4 2023. Peru In Peru, we engage at local, regional and national government levels to address operational, social and sustainability matters. The left-wing government of Pedro Castillo, which came into power in 2021, was characterised by political instability and regular changes in key cabinet portfolios. President Castillo was impeached by congress, and his Vice President, Dina Boluarte, was sworn in as President in December 2022. However, the new administration has faced social unrest across the country, particularly in the south, due to political anti-establishment sentiment. President Castillo’s election and pronouncements by his government generated high expectations among mining communities, escalating community-mine conflicts, particularly in southern Peru. These have not spread widely to the Cajamarca province where our Cerro Corona mine is located. The Castillo government also attempted to make changes to the sector’s regulatory and tax framework. This was without success as the government faced strong opposition in congress and in civil society sectors. Our engagement with national government and congress, particularly on regulatory matters, is primarily via the National Chamber of Mines, Oil and Energy (SNMPE). The industry has good working relationships with various public bodies at all levels of government. Our main challenge has been the increase in public officials’ turnover at national level due to political instability. We continue to build trust between Cerro Corona and its host communities through ongoing stakeholder engagement and Shared Value projects, including rolling out comprehensive water infrastructure. We implemented social development projects in partnership with the government, through the Works for Taxes and government grants programmes. As Cerro Corona gradually approaches its closure in 2031, we will develop more long-term community investment programmes that extend beyond the closure. Gold Fields’ first legacy programme, as part of our 2030 ESG targets, will be dairy value chain development, benefiting farmers near the mine. South Africa South Africa is currently experiencing negative economic growth, caused by ongoing electricity shortages, degradation of infrastructure and continued impacts of the Covid-19 pandemic. This has worsened already high levels of unemployment, particularly among the youths, rising poverty and a loss of critical skills. In addition, South Africa continues to be confronted with challenges relating to economic disparity, poor service delivery, political instability, corruption and social instability, as a result of which there is a heightened risk of social unrest and rising social demands. With a general election scheduled for 2024, the weak economic environment could well lead the governing African National Congress (ANC) party to adopt more populist economic measures as it is facing opposition from leftist parties. Anti-business rhetoric is also set to increase from a number of parties, including the ANC. From a regulatory perspective, South Deep is guided primarily by the Mineral and Petroleum Resources Development Act No 28 of 2002 (MPRDA). One of the MPRDA’s key requirements is to facilitate meaningful and substantial participation of Historically Disadvantaged South Africans in the mining industry. The Mining Charter guides this requirement by providing for a range of empowerment actions and community investment programmes with a corollary timeframe. It requires all mining rights holders to submit an annual compliance assessment detailing progress against the Charter’s annual targets. Gold Fields complies with this process. The Department of Mineral Resources and Energy published Mining Charter 3 (MC3) in September 2018. The Minerals Council South Africa (MCSA), which represents the industry, objected to certain clauses in MC3, and the Supreme Court upheld these objections in September 2021. This ruling has de facto confirmed South Deep’s current BEE ownership level of 35%, which we believe meets the principles and spirit of the Mining Charter. It has also created the framework for the ongoing transformation of South Deep. The Charter is a framework for the industry, and the MCSA and Gold Fields believe it encourages growth and empowers the sector. The MCSA is constructively engaging with the South African government to create policy and regulatory certainty and attract greater investment into the country’s exploration and mining sectors. The MCSA and Gold Fields also engaged with the government around reforms to regulations on self-generating electricity supplied by private sector companies. The regulatory approval process around South Deep’s pioneering 50MW Khanyisa solar plant assisted in easing restrictions, facilitating self-generation power supply – particularly for those using renewable energy sources (read more on p76).

Gold Fields Integrated Annual Report 2022 IAR 68 Stakeholder overview continued Mining Charter Scorecard The MPRDA requires the submission of five-year cyclical Social and Labour Plans (SLP) before granting mining rights. South Deep’s mining right application was approved in 2010, and South Deep is now in its fourth cycle of SLPs after concluding the 2018 – 2022 cycle last year. A new SLP for the 2023 – 2027 cycle has been finalised and submitted to the Department of Mineral Resources and Energy for approval. During 2022, we spent almost R88m (US$6m) on SED projects that supported education and training, infrastructure development, healthcare, supplier and enterprise development water and sanitation. In addition, South Deep spent R110m (US$7m) on skills development and training for its employees, as well as various initiatives to upskill community members, including Adult Education programmes. Worth noting are two youth-focused employment and skills programmes launched in 2022: 	z In partnership with the Yes4Youth organisation, South Deep enrolled 80 unemployed youth from the local community to work on the mine to gain work experience and equip them for jobs in the mining industry. This programme will continue during the current SLP cycle 	z The mine also partnered with the Signa Academy to engage disabled youth into a workplace emersion programme. The first group of 80 learners successfully completed their training in 2022 and a further 60 learners were enrolled for 2023 As part of the mine’s empowerment structure, in 2010 South Deep established two independent trusts to channel dividend and other income to communities living near the mine and in labour-sending areas. These are the South Deep Community Trust and the South Deep Education Trust. Since their inception, these trusts have invested R15m and R91m in community and education projects, respectively. South Deep Mining Charter 3 2022 Scorecard Element Description Compliance target Five-year implementation plan requirement Year (2022) target1 Measure Year (2022) progress1Target Gold Fields target Ownership Representation of HDPs 26% Meaningful economic participation 35% Full shareholder rights Inclusive procurement Inclusive procurement 70% of mining goods’ procurement spend must be on South African manufactured goods (60% local value = South African manufactured goods) Yes 10% (local content verification not required for years 1 – 3) 20% The total mining goods procurement budget must be spent on South African manufactured goods produced by the following categories, per defined percentage: 21% on HDSA-owned and controlled company 40% 5% on women or youth-owned and controlled company 13% 44% on BEE 52% 80% of service procurement spend must be sourced from South African-based companies 70% 80% The total services budget must be spent on services supplied by the following categories, per defined percentage: 50% by HDPs 70% 15% by women-owned and controlled company 25% 5% by youth-owned and controlled company 4% 10% by BEE 89% Research and 90% development (R&D) Minimum of 70% of the total R&D budget to be spent on South African-based R&D entities R6,256,635.30 Sample analysis across the mining value chain Utilise South African-based facilities or companies for the analysis of 100% of all mineral samples 99.98% Employment equity (as per the Mining Charter) Board % Black persons Yes 67% 50% black persons with exercisable voting rights of which 20% must be female 75% % Black women 33% 50% Executive management % Black persons 67% 50% black persons of which 15% must be black women 67% % Black women 33% 33% Senior management % Black persons 47% 50% black persons of which 15% must be black women 42% % Black women 12% 16% Middle management % Black persons 64% 60% black persons of which 20% must be black women 54% % Black women 25% 19% Junior management % Black persons 67% 70% black persons of which 25% must be black women 74% % Black women 18% 17% Employees with disabilities 1.5% of all employees 1.3% 1.5% as a percentage of all employees 3.41% Core and critical skills HDPs represented in core and critical skills pool 77% 50% black persons 74% Human resources development (HRD)2 HRD expenditure as % of total annual leviable amount (excluding mandatory skills development levy) 5% leviable amount Invest percentage of leviable amount as defined in the HRD element in proportion to applicable demographics In 2022, South Deep spent 5% of its annual payroll on skills development programmes Mine community development (MCD) Meaningful contribution towards MCD with bias towards mine communities both in terms of impact, and in keeping with the principles of the social licence to operate 100% compliance with approved SLP MCD commitments Yes N/A Publish the SLP in two languages (dominant community language and English) Yes Implement all approved commitments in the SLP3 During 2022, South Deep continued developing the following projects, which are at various stages of implementation: 	z Provision of land and construction of Hillshaven Clinic (host community) 	z Refurbishment of sports complex (host community) 	z Construction of Westonaria TVET (host community) 	z Construction of Zuurbekom Library (host community) 	z Building and equipping of a science lab at TM Letlhake Secondary School (host community) 	z Farmer support project – Jachfontein (host community) 	z SMME funding and business hub, Westonaria (host community) 	z Construction of a transport hub in Flagstaff, Eastern Cape (labour-sending community) Housing and living conditions2 Improvement of the standard of housing and living conditions of mine employees 100% compliance with commitments per the H&LCS Yes Mine to submit a Housing and Living Conditions Plan, in terms of Section 4 of the new H&LCS for the mining industry 1:1 person to room ratio Implement all commitments per the H&LCS The occupancy rate for 2022 was 29%. South Deep still maintains one person per room for its Dense Accommodation facilities, and promotes homeownership through interest fee loans and discount on the purchase of company homes BEE – Black Economic Empowerment HDP – Historically Disadvantaged Person H&LCS = Housing and Living Condition Standard 1 This column records the mining rights holder's performance against the Mining Charter scorecard targets 2 This element has not been assured externally 3 Only the number of Community Development Commitments and its progress are externally assured

IAR 69 BUILD ON OUR LEADING COMMITMENT TO ESG South Deep Mining Charter 3 2022 Scorecard Element Description Compliance target Five-year implementation plan requirement Year (2022) target1 Measure Year (2022) progress1Target Gold Fields target Ownership Representation of HDPs 26% Meaningful economic participation 35% Full shareholder rights Inclusive procurement Inclusive procurement 70% of mining goods’ procurement spend must be on South African manufactured goods (60% local value = South African manufactured goods) Yes 10% (local content verification not required for years 1 – 3) 20% The total mining goods procurement budget must be spent on South African manufactured goods produced by the following categories, per defined percentage: 21% on HDSA-owned and controlled company 40% 5% on women or youth-owned and controlled company 13% 44% on BEE 52% 80% of service procurement spend must be sourced from South African-based companies 70% 80% The total services budget must be spent on services supplied by the following categories, per defined percentage: 50% by HDPs 70% 15% by women-owned and controlled company 25% 5% by youth-owned and controlled company 4% 10% by BEE 89% Research and 90% development (R&D) Minimum of 70% of the total R&D budget to be spent on South African-based R&D entities R6,256,635.30 Sample analysis across the mining value chain Utilise South African-based facilities or companies for the analysis of 100% of all mineral samples 99.98% Employment equity (as per the Mining Charter) Board % Black persons Yes 67% 50% black persons with exercisable voting rights of which 20% must be female 75% % Black women 33% 50% Executive management % Black persons 67% 50% black persons of which 15% must be black women 67% % Black women 33% 33% Senior management % Black persons 47% 50% black persons of which 15% must be black women 42% % Black women 12% 16% Middle management % Black persons 64% 60% black persons of which 20% must be black women 54% % Black women 25% 19% Junior management % Black persons 67% 70% black persons of which 25% must be black women 74% % Black women 18% 17% Employees with disabilities 1.5% of all employees 1.3% 1.5% as a percentage of all employees 3.41% Core and critical skills HDPs represented in core and critical skills pool 77% 50% black persons 74% Human resources development (HRD)2 HRD expenditure as % of total annual leviable amount (excluding mandatory skills development levy) 5% leviable amount Invest percentage of leviable amount as defined in the HRD element in proportion to applicable demographics In 2022, South Deep spent 5% of its annual payroll on skills development programmes Mine community development (MCD) Meaningful contribution towards MCD with bias towards mine communities both in terms of impact, and in keeping with the principles of the social licence to operate 100% compliance with approved SLP MCD commitments Yes N/A Publish the SLP in two languages (dominant community language and English) Yes Implement all approved commitments in the SLP3 During 2022, South Deep continued developing the following projects, which are at various stages of implementation: 	z Provision of land and construction of Hillshaven Clinic (host community) 	z Refurbishment of sports complex (host community) 	z Construction of Westonaria TVET (host community) 	z Construction of Zuurbekom Library (host community) 	z Building and equipping of a science lab at TM Letlhake Secondary School (host community) 	z Farmer support project – Jachfontein (host community) 	z SMME funding and business hub, Westonaria (host community) 	z Construction of a transport hub in Flagstaff, Eastern Cape (labour-sending community) Housing and living conditions2 Improvement of the standard of housing and living conditions of mine employees 100% compliance with commitments per the H&LCS Yes Mine to submit a Housing and Living Conditions Plan, in terms of Section 4 of the new H&LCS for the mining industry 1:1 person to room ratio Implement all commitments per the H&LCS The occupancy rate for 2022 was 29%. South Deep still maintains one person per room for its Dense Accommodation facilities, and promotes homeownership through interest fee loans and discount on the purchase of company homes

Gold Fields Integrated Annual Report 2022 IAR 70 Stakeholder overview continued HUMAN RIGHTS We recognise our mining activities have the potential to adversely impact the human rights of our stakeholders – particularly our workforce and members of our host communities. Gold Fields is committed to upholding and respecting the human rights of these important stakeholder groups. Our Human Rights Policy Statement, which is embedded in our Code of Conduct, applies to everyone working for Gold Fields, including directors, contractors and suppliers. Our Code of Conduct can be found on our website at www.goldfields.com/code-of- conduct.php The Human Rights Policy Statement commits Gold Fields to, among other things: 	z Uphold fundamental human rights and freedoms 	z Undertake human rights due diligence assessments 	z Provide training and guidance for all relevant employees, including security employees and contractors 	z Raise awareness of human rights issues with our business partners and collaborate with them to address any concerns identified 	z Encourage diversity and inclusivity in our workplace 	z Provide on-site grievance mechanisms for our workforce and communities The Human Rights Policy Statement is informed by and supports various international standards. These include the UN Guiding Principles on Business and Human Rights, the conventions of the International Labour Organization, the UN Universal Declaration of Human Rights, the Voluntary Principles on Security and Human Rights (VPSHR), the ICMM Mining Principles and Performance Expectations and the World Gold Council Responsible Gold Mining Principles. Eight salient human rights have been identified at Gold Fields. These issues have the potential to cause the most severe negative impacts because of our activities or business relationships, and mitigating them is the focus of work by our operational teams. In 2022, our operations and project continued to implement mitigation plans to address the findings of our most recent human rights due diligence assessments, as detailed below. Key findings from this assessment are: 	z All operations have a low probability of adverse human rights impact, and no operation was identified as having a high probability of adverse human rights impact 	z Physical and psychological safety, as well as procurement and gender issues, have a medium probability for adverse impact at most operations We continued the roll-out of our elearning human rights training in 2022 to equip all our employees with a sound understanding of human rights, how these rights affect our company and stakeholders, and empower our people to uphold these rights. Over 90% of those assigned to the training completed it. Workforce Our Human Rights Policy Statement commits Gold Fields to protect the rights of our workforce and uphold freedom from child labour, freedom from forced or compulsory labour, freedom from discrimination (while recognising the need to affirm previously disadvantaged groups) and freedom of association and collective bargaining. Our Diversity Policy details our commitment to equality and the zero- tolerance approach we take to discrimination. We have internal grievance mechanisms in place to ensure employees and contractors can raise human rights concerns. Grievances are handled by Gold Fields’ HR function in consultation with legal teams. A confidential third- party whistleblowing hotline is in place for stakeholders. These mechanisms will be reviewed in 2023 in response to learnings from our workforce culture review. Performance in 2022 	z We have a 2030 diversity target of 30% female representation. We achieved 23% Group-wide representation during 2022, and continue to drive and report on additional diversity and inclusion indicators (see p39) 	z We continued to incorporate gender diversity as a metric in our long-term incentive programme 	z We updated policies related to job recruitment and selection, as well as flexible work practices 	z We conducted an independent review of gender and ethnicity (South Africa) pay parity and are addressing the findings 	z We adopted recognised living wage methodologies for our countries of operation, and publicly committed to pay all employees a living wage 	z To address adverse findings from the extensive employee surveys we undertook in 2022, we introduced culture, leadership and operating model strategic initiatives 	z We started an independent, Group- wide review to identify additional measures for safe, inclusive and respectful workplace environments. See p34 for further information about gender safety at our mines 	z Following the 2021 internal and external reviews of our workforce culture in Australia, we commenced with the implementation of our Respectful Workplaces #listen programme around creating safe, respectful and inclusive workplaces Our Living Wage commitment can be found on our website at www.goldfields.com/ living-wage.php

IAR 71 BUILD ON OUR LEADING COMMITMENT TO ESG Community We seek to develop mutually beneficial relationships with our host communities through meaningful engagement based on mutual respect and trust. More than for any other stakeholder, our operations have the potential to adversely impact the rights, traditions and cultures of our host communities. Our Community Policy requires everyone working for or on behalf of Gold Fields to undertake mining activities in a way that avoids harm and builds respectful relationships with communities. Performance in 2022 	z No resettlement was undertaken at our operations 	z We continued the roll-out of our ASM Strategy at our Ghanaian operations (see p62) 	z Our Australian sites aligned their plans with the region’s revised Aboriginal Engagement Strategy and Cultural Heritage Management Standard by developing detailed engagement and cultural heritage management plans (see p63) Community grievance mechanisms We are committed to addressing community issues and concerns relating to our operations timeously and effectively, where possible. We rely on an external grievance reporting system to maintain confidence and transparent communication with our stakeholders. This mechanism enables and encourages community members to voice their complaints freely, while obligating our mines to address the grievances within an agreed period. Where our team is not able to resolve grievances, they are escalated to independent mediation. During 2022, our operations dealt with 92 (2021: 65) grievances lodged by our communities, of which 16 related to jobs and procurement, 29 to social and 48 to environmental-related issues. We resolved 84% of these grievances within the agreed timeframes. The grievances that took longer to resolve mostly concerned our contractors and suppliers. Suppliers Our suppliers are required to comply with the principles of the Group Code of Conduct and our Human Rights Policy Statement, among others, as a standard provision in all third-party contractual agreements. An external third-party screening system evaluates new and existing suppliers and contractors monthly for an array of pre-defined risk categories, including workers and other human rights and related violations and/ or transgressions. Gold Fields is committed to responsible materials stewardship. We support global efforts to prevent the use of newly mined gold from financing conflict. We implement the World Gold Council’s Conflict-Free Gold Standard. No infractions were incurred in 2022. Further information is available at www. goldfields.com/sustainability-reporting.php Performance in 2022 	z Gold Fields registered its second Modern Slavery Compliance Statement with the Australia Federal Government 	z Gold Fields Australia continued to implement a new cloud-based supplier sustainability solution to enhance its responsible sourcing programme in the areas of human rights, with the option to expand its use in the future for supply chain decarbonisation Security Gold Fields’ protection services teams work with private and public security providers to protect our workers and assets effectively and responsibly. Our operations are aligned with the VPSHR, a commitment we first made in 2017. All Gold Fields and private security contractors receive human rights training during the induction process and at least annually thereafter, including the VPSHR. Security is managed at regional level because each region has its specific context. Performance in 2022 	z There were no incidents of human rights abuse by private security or public law enforcement at our operations 	z A total of 49 police officers deployed to our Damang and Tarkwa sites in Ghana received VPSHR training 	z Training of security officers at South Deep meets the International Code of Conduct for Private Security Providers, and covered topics on the use of force by security officers, handling of firearms, health and safety, reporting and complaints handling 	z Training in the VPSHR was provided to 488 members of Peru’s National Police 	z Implementation of the VPSHR continued at our Salares Norte project 	z There were 32 illegal mining incidents at our Ghana operations – all minor in nature – which were resolved peacefully in accordance with our ASM Strategy and our VPSHR commitment

IN THIS SECTION Environmental stewardship 73 Water management 74 Energy and carbon management 75 Tailings management  78 Mine closure 79 Environmental stewardship Climate Change Report Gold Fields reports its climate change impacts, risks, governance and policies in line with TCFD guidelines. Our fifth Climate Change Report is published as part of our 2022 reporting suite and can be found at www.goldfields.com/2022-annual-report-suite.php Gold Fields is committed to sound environmental stewardship. We aim to use the natural resources our business depends on responsibly, care for the environment in our operational and surrounding areas and limit the impact of our operations on our host communities. Wind turbine at our Agnew mine in Western Australia Gold Fields Integrated Annual Report 2022 IAR 72

IAR 73 BUILD ON OUR LEADING COMMITMENT TO ESG Environmental stewardship  To guide our commitment to environmental stewardship, we developed five Group policy statements – on environmental stewardship, water stewardship, tailings management, materials and supply chain stewardship, and climate change (updated in 2022) – which, with our mine closure guideline, highlight our focus areas. As a minimum, we strictly adhere to local legislation and regulations and comply and align with several leading external environmental and reporting standards. Our commitment to responsible stewardship of natural resources and the environment requires continuous innovation to prevent or mitigate any adverse impacts our operations have on the environment and our stakeholders, particularly our host communities. This is underpinned by regional safety, health and sustainable development strategies, as well as proactive engagement and communication with stakeholders on environmental matters. Our relevant environmental 2030 ESG targets cover our priorities in the areas of carbon emissions, environmental incidents, tailings management and water stewardship (see details of these targets and our 2022 progress on p54). All our operations remain certified to the ISO 14001 environmental management system standard and the International Cyanide Management Code, excluding Cerro Corona, which does not use cyanide. Environmental incidents The Group met its 2022 target of zero serious environmental incidents, in line with our 2030 ESG target. Our environmental incidents are classified by type and severity from Level 1 to Level 5. Level 5 is the most severe, as these incidents could seriously impact our operations, communities and the environment. We consider Level 3 – 5 incidents as serious environmental incidents. We have not recorded a Level 4 or Level 5 incident in over a decade or a Level 3 incident since 2018. We continue to track and manage our less serious Level 2 environmental incidents, which assists us in preventing more serious incidents. Although Level 2 incidents increased from 2021, we are on a downward improving trend over the past five years. Five of the Level 2 environmental incidents recorded in 2022 related to a loss of containment and four related to biodiversity or wildlife mortalities. We have initiated detailed investigations into a wildlife mortality event in 2022 that reoccurred in January 2023 at the Agnew mine, where deceased ducks were found at its facilities. The investigations are considering possible mining-related or natural causes that could have contributed to the mortalities. We have classified the 2022 event as a serious potential incident to prevent repeat incidents. Group environmental incidents1   Level 3 – 5 Level 2 2022 0 10 2021 0 7 2020 0 12 2019 0 37 2018 2 68 1 Level 1 and 2 environmental incidents involve minor incidents or non-conformances with negligible or short-term limited impact. A Level 3 incident results in limited non-conformance or non-compliance with ongoing but limited environmental impact. Level 4 and 5 incidents include major non-conformances or non- compliances, which could result in long-term environmental harm, with Company or operation-threatening implications and potential damage to Company reputation Nature Our commitment to nature, including biodiversity conservation, guides us to: 	z Neither mine nor explore in World Heritage sites 	z Design and operate our mines in a way that does not compromise the nature values of any protected area 	z Strive for no net loss of nature for all new projects and major expansions at existing sites 	z Contribute to the conservation of nature and integrated approaches to land-use planning Our commitment aligns with the ICMM Performance Expectations, and our independently verified self-assessment includes no net loss for major expansions and projects and application of the mitigation hierarchy in our biodiversity management. Our strategy supports our commitment to sustainable mining coexisting with nature conservation. We are mitigating a key nature risk at the Salares Norte project in Chile, where we developed a strategy to rescue and relocate Short-tailed Chinchillas. The strategy focuses on nature conservation and achieving “net gain” in the region. We continuously engage with various stakeholders – including independent environmental experts – to carry it out effectively. The formal Chinchilla rescue and relocation plan started in October 2020 but was halted by the regulator after the loss of two Chinchillas. For more details, see p85. South Deep has drafted a five-year biodiversity action plan that seeks to conserve and reintroduce flora and fauna species on its property, protects wetlands and other ecosystems and removes invasive species. The plan also includes engagement and awareness programmes with surrounding communities.

Gold Fields Integrated Annual Report 2022 IAR 74 Water management Access to water is a fundamental human right and a vital resource for Gold Fields’ mining and ore processing activities. Beyond its environmental impact, water is a resource we share with the communities and other industries near our operations. Our licence to operate depends on responsibly stewarding this critical resource. Gold Fields is strongly committed to responsible water stewardship, considering three of the countries in which we operate – South Africa, Australia and Chile – are water stressed. Climate change also impacts our operations and communities through, for example, severe rainfall, shifts in rainfall patterns and prolonged droughts. The Group’s 2020 – 2025 Water Stewardship Strategy is supported by three-year water management plans. Our strategy comprises the following three pillars: 	z Security of supply: We work to understand and secure water resources for the life-of-mine, embed water planning into operational management, enable informed management decisions and update water security risk profiles. All operations have integrated life-of-mine water security plans and actions into their business plans  	z Water efficiency: We continually reduce demand for freshwater and optimise water use to prepare for potential water supply shortfalls and ensure sufficient supply to the areas in which we operate 	z Catchment management: We manage external water risks to the business and our nearby stakeholders. We collaborate with stakeholders to address common challenges and identify opportunities. We are developing a 2030 Water Stewardship Strategy, to be completed in H2 2023, to ensure we meet our two water-related 2030 ESG targets. We also invest heavily in water infrastructure that benefits our operations, adjacent communities and small-scale farmers. Two of our six Group legacy programmes being developed at Cerro Corona in Peru and South Deep in South Africa are water related. GROUP PERFORMANCE During 2022, Gold Fields spent US$37m on water management and projects (2021: US$32m). We continue to invest in improving our water management practices, including pollution prevention, recycling and water conservation initiatives. For regional projects that have a marked impact on our water management practices, see our Climate Change Report (p27). Water withdrawal1 across the Group decreased to 18.3GL in 2022 (2021: 18.5GL), while water withdrawal per tonne processed remained unchanged at 420L/t. To meet our two water-related 2030 ESG targets, we set the following targets for 2022: 	z Reduce freshwater withdrawal by 37% from the 2018 baseline of 14.5GL to 9.2GL: We reduced our freshwater withdrawal to 8.5 GL (2021: 9.4 GL), a 41% reduction from the 2018 baseline. This was mainly due to a decrease at Tarkwa, as the mine improved water recycling by installing a micro-filtration unit at its carbon-in-leach plant. We anticipate the reduction from the 2018 baseline will fall to 31% in 2023, as Salares Norte is newly included in our portfolio. However, we remain on track to achieve our 2030 target of a 45% reduction in freshwater withdrawal  	z Recycle or reuse 75% of total water used: We achieved this target in 2022. The target remains the same for 2023, and we are on track to meet our 2030 target of 80% We benchmark our water use by participating in the CDP Water programme. The programme’s water score indicates a company’s commitment to water transparency. In 2022, Gold Fields again received an A- ranking, one level below the highest possible score. The CDP surveyed 169 mining and metals companies, with an average score of B-. Only 12 were ranked in the A leadership category. For details of our water management approach, policies and guidelines, go to: www.goldfields.com/sustainability.php Water withdrawal GL 20 18 21 .2 20 19 22 .3 20 20 21 .7 20 21 18 .5 18 .3 20 22 35 30 25 20 15 10 5 0 Freshwater withdrawal GL 20 18 14 .5 20 19 14 .2 20 20 10 .0 20 21 9. 4 8. 5 20 22 15 12 9 6 3 0 Water recycled2/reused3 % of total 20 18 66 20 19 68 20 20 71 20 21 75 75 20 22 80 60 40 20 0 1 Water withdrawal is the sum of all water drawn into Gold Fields’ operations from all sources (including surface water, groundwater, rainwater, water from another organisation or state/municipal provider) for any use at the mine 2 Recycled water is water/wastewater that is treated before being reused 3 Reused water is water/wastewater that is reused without treatment at the same operation

IAR 75 BUILD ON OUR LEADING COMMITMENT TO ESG Energy and carbon management Gold Fields’ operations depend on consistent energy supplies. In 2022, our total energy spend amounted to 21% of our total Group operating costs (2021: 18%). Gold Fields’ Energy and Carbon Management Strategy addresses our key energy priorities: security of supply, cost-effective electricity, reducing energy consumption and carbon emissions. This is supported by energy management systems aligned to the ISO 50001 standard. Our Cerro Corona, Damang and Tarkwa mines have been certified to ISO 50001 and we aim to have all our operations certified by the end of 2023. The key initiatives to achieve our energy objectives are: 	z Increasing the use of renewables 	z Improving energy efficiencies 	z Training and awareness programmes for our workforce 	z Trialling and use of zero-emission vehicles Several of our initiatives assist us to reduce our carbon footprint, such as switching fuel from diesel to gas, or from gas to renewable sources. Energy efficiency initiatives have the dual benefit of improving energy productivity and reducing our carbon footprint, including: 	z Optimising compressed air systems and new ventilation fans and controls 	z Using high precision drill rigs to minimise rework 	z Using fuel additives and other business improvement initiatives to optimise equipment energy consumption 	z Using larger trucks to move more material with better fuel efficiencies Energy and climate change performance Energy performance Overall, our energy spend increased by 24% during 2022 to US$424m (2021: US$341m), mainly due to higher oil prices. Total energy spend, which combines the Group’s electricity and fuel spend, amounted to 21% of total operating costs in 2022, up from 18% in 2021. This represents 16% of AISC (2021: 14%) and translates to AISC of US$165/oz (US$110/oz). Gold Fields made a net gain of US$22m on oil price hedges during 2022 (net gain of US$21m in 2021), as the oil price increased by 7% during the year. There are no further oil price hedges in place (read more on p47). Total energy consumption increased by 1% to 14.1PJ compared with 13.9PJ in 2021, as gold production was marginally higher during the year. The energy mix was made up almost equally of haulage diesel and electricity. During 2022, Gold Fields spent US$45m on energy and emission savings initiatives (including renewable investments), which resulted in energy savings of 1.08PJ in 2022 (2021: 1.21PJ), and a cost saving of US$53m – equal to US$21/oz. Since the launch of our Energy and Carbon Management Strategy in 2017, Gold Fields has realised cumulative energy savings of 5.46PJ, resulting in cumulative cost savings of approximately US$231m. The investment in energy savings is also reflected in the decline in energy intensity, which reduced to 5.49GJ/oz in 2022 (2021: 5.66GJ/oz). This has been achieved despite more energy-intensive mining over the past few years as we mine deeper at our underground mines and have to travel longer haulage distances at many of our open-pit operations. Emissions performance Our carbon emissions performance mirrors our operations’ energy use trends. Total Scope 1 and 2 CO2e emissions during 2022 were marginally higher at 1.72Mt (2021: 1.71Mt), in line with increased gold production and amid the delay in commissioning of the two solar plants. Emission intensity dropped to 0.67tCO2e/oz in 2022 from 0.70tCO2e/ oz in 2021. Emissions reductions from savings initiatives totalled 302kt CO2e3 during 2022 (2021: 306kt CO2e), in line with internal targets. Emission intensity GJ/oz 20 18 5. 64 20 19 5. 67 20 20 5. 64 20 21 5. 66 5. 49 20 22 6 5 4 Group energy consumption PJ 20 18 5. 1 6. 3 20 19 20 20 20 21 5. 7 6. 3 6. 7 6. 6 6. 7 7.1 0. 1 0. 1 0. 1 0. 1 0. 2 6. 9 7. 0 20 22 15 12 9 6 3 0 ■ Diesel haulage ■ Electricity1 ■ Other fuels2 11.6 12.5 13.1 13.9 14.1 Group energy spend and savings US$m 20 18 30 2 29 30 0 27 25 7 25 34 1 34 20 19 20 20 20 21 53 42 4 20 22 500 400 300 200 100 0 ■ Total ■ Savings Group Scope 1 – 3 CO2e emissions4 Mt 20 18 0. 48 0. 91 0. 60 20 19 0. 48 20 20 0. 52 20 21 0. 54 0. 93 0. 85 0. 93 0. 68 0. 76 0. 79 0. 56 1.99 2.09 2.13 2.26 2.28 0. 93 0. 79 20 22 2.5 2.0 1.5 1.0 0.5 0.0 ■ Scope 1 ■ Scope 2 ■ Scope 3 1 Electricity includes direct and indirect electricity including diesel for power 2 Other includes Petrol, LPG, Pipeline Natural Gas (2021) and Acetylene 3 Group emissions avoided from the installation of gas turbines supplied by a pipeline for Tarkwa and Damang (166kt CO2e or 55% of the Group total emissions avoided) are included in site, region and Group reporting, and recognised as an exceptional continuous project as approved by the Gold Fields Group Head of Energy and Carbon. This project is of strategic importance to the Tarkwa and Damang operations and the Group as it is a major change, with significant capital investment, impact, complexity, and stakeholder involvement 4 Split restated to reflect where energy is used as opposed to resulting direct (Scope 1) and indirect (Scope 2) GHG emissions. Damang diesel for power emits Scope 1 emissions and Australia’s diesel for power emits Scope 2 emissions

Gold Fields Integrated Annual Report 2022 IAR 76 It is envisaged that overall emissions and emissions intensity will continue to decline during 2023 as the South Deep and Gruyere plants will be operational for a full year. As illustrated in the adjacent graph, we foresee that our Scope 1 and 2 carbon emissions will decline from 1,715kt CO2e in 2022 to 1,671kt CO2e in 2023. This will decrease to 1,111kt CO2e as we roll-out renewable energies, implement energy efficiency initiatives and gradually replace diesel in our fleet. This is just below our 2030 target of 1,185kt CO2e, a net emissions reduction of 30% from our 2016 base. Without these programmes, Gold Fields’ emissions would rise to just under 2,395kt CO2e by 2030. RENEWABLE ENERGY In our quest to strengthen security of affordable energy supply, reduce costs and decarbonise our energy sources, we have successfully started integrating renewable energy into our energy supply mix. We are currently operating large- scale renewable energy plants at four of our eight mines. All our mines are evaluating renewables plants, carrying out trials on battery-electric or low- carbon vehicles and exploring options to increase the renewable energy portion of their energy consumption. The Group obtained 14% of its electricity from renewable sources in 2022. This includes hydroelectricity used by Cerro Corona, which was certified as 100% renewable during 2022. Based on our current estimates, we expect this to increase to 22% by 2025, with renewable microgrids anticipated to come on-stream at St Ives and Salares Norte, and additional renewable capacity set to be added to the existing microgrids at Granny Smith, Agnew, Gruyere and South Deep by then. Most of our renewable plants are, or will be, managed by IPPs, who recoup their capital investment via a long-term supply agreement with our mines. Where funding from Gold Fields is required, this is largely from operational cash-flows. This was the case with the R715m (US$46m) solar plant at South Deep. We envisage that renewables will account for approximately 70% of the Group electricity mix by 2030 and, by 2050, this will increase to 100%. The remaining emissions savings will stem from further energy efficiency initiatives, as well as the gradual replacement of our diesel-powered fleet with zero-emission equipment. We are piloting some of these vehicles at various mines while also working with our peers in the ICMM to ensure rapid progress in rolling out safer and cleaner vehicles. In Australia, we are teaming up with peers in the Electric Mine Consortium to explore ways of eliminating emissions at mine sites. Australia Agnew is our flagship renewables mine, and one of the first gold mines in the world to generate over half of its electricity requirements from renewable sources, namely wind and solar. Agnew averaged 57% overall renewable electricity in 2022, with up to 85% in favourable weather conditions. We are exploring additional opportunities to increase this percentage by reducing gas engine constraints, introducing renewable energy storage and adding more solar panels. Granny Smith’s hybrid system – comprising 8MW on-site solar, 2MW battery power systems and a gas power plant – generates 10% of its electricity supply from renewables. Finally, at the Gruyere mine, a 12MW solar plant was commissioned in Q3 2022, accounting for approximately 10% of its electricity consumption.  At St Ives, a feasibility study continues to evaluate alternative power sources for when the current power supply agreement ends in 2024. Community engagements have been successfully concluded and a feasibility study is in progress, with a project proposal likely to go to our Board later this year. We are targeting 75% – 85% energy from a solar and wind microgrid and other options. During 2022, 12% of the region’s electricity requirements were met through renewables, up from 10% in 2020. The investment in renewables and energy efficiency initiatives were responsible for the region’s 2022 carbon emissions savings of 90kt CO2e. South Africa In South Africa, the mining sector has been hard hit by extensive “load- shedding” by the sole power supplier, state-owned Eskom. This has required the mine to curtail certain operational activities at times and utilise diesel- powered generators. The completion of the 50MW Khanyisa solar plant in Q4 2022, with commissioning finalised in Q1 2023, has already alleviated some of the pressures to curtail activities during load-shedding. The cost of the plant was R715m (US$46m) in line with the approved capital. The solar plant will provide approximately 24% of South Deep’s electricity needs and is expected to save the mine R125m (US$8m) a year, or more, depending on the tariffs charged by the state provider Eskom. Estimated emissions reductions a year are 110kt CO2e. South Deep is looking to add an extra 10MW in solar capacity in due course and is also studying the use of wind power and battery storage. Energy and carbon management continued Our decarbonisation roadmap 2022 2,500 2,200 1,900 1,600 1,300 1,000 2023 2024 2025 2026 2027 2028 2029 2030 2024 1,185 1,648 1,671 1,586 1,595 1,466 1,425 1,258 1,411 1,111 1,807 1,858 1,970 2,134 2,200 2,344 2,397 2,430 2,395 Gold Fields 2030 target ■ Unabated kt CO2e (Business-as-usual emissions) ■ Abated kt CO2e (Emission reduction projects implemented) kt CO2e

IAR 77 BUILD ON OUR LEADING COMMITMENT TO ESG The tailings dam at our Gruyere mine in Western Australia To supplement solar electricity, and possibly provide additional energy at night, the mine commissioned a meteorological mast in Q4 2022 to evaluate wind as a source of energy. A decision on the viability of wind turbines will be made later once sufficient data has been collected and analysed. The Environmental Impact Assessment commenced in December 2022. Chile We are developing a 26MW hybrid solar and thermal power solution for the Salares Norte project. Diesel generators will provide 16MW, which will be functional once the operation starts production, with an 8MW solar plant to be added in early 2025. Once fully operational, it will be the highest solar plant in the world at over 4,500m above sea level, and provide approximately 20% of electricity to the mine. The plant, which applied for its environmental approval in February 2023, is set to save the mine over US$7m in energy costs over the first 10 years, and reduce its carbon emissions by 10kt CO2e a year. Peru Cerro Corona is the Group’s mine with the lowest carbon emissions, due to its reliance on hydro-power for its electricity supply, which has been certified as 100% renewable since 2021. CLIMATE CHANGE Gold Fields is acutely aware of the severity of climate-related risks, as well as societal expectations that companies should play their part in reducing carbon emissions. Failure to implement climate change adaptation measures is among the top 15 Group risks. Adequately addressing this risk requires understanding of likely future climatic conditions. The impacts of climate change on Gold Fields and its stakeholders are real and immediate, mainly due to: 	z The long-term risks posed by climate change to the Group’s operations and surrounding communities 	z Increasing efforts to regulate carbon emissions in most of our jurisdictions 	z Taxes on non-renewable energy consumption are increasingly being imposed by governments We conduct regular climate risk and vulnerability assessments to understand the risks and vulnerabilities for our people, communities and operations and to implement appropriate adaptation measures. Critically, this includes work – as part of our conformance to the GISTM – to ensure our tailings dams can withstand the higher rainfalls and more frequent and stronger storms resulting from climate change. Mining and processing of gold is an energy-intensive process. This is increased by changing geology, declining grades, longer haulage distances and increasing mine depths requiring additional cooling and ventilation infrastructure. Managing energy usage enables us to reduce our carbon footprint and costs. Climate change headlined our Group 2030 ESG priorities. The targets include: 	z Reiterating our commitment to net-zero emissions by 2050 in line with our signature of the Paris Agreement 	z Reducing our total (net) Scope 1 and 2 carbon emissions by 30% by 2030 against a 2016 baseline, despite planning to grow attributable gold production from 2.20Moz to approximately 2.80Moz over the period 	z Over the same period, reducing these (absolute) emissions by 50% compared with what they would have been under business-as-usual operating conditions 	z Gold Fields plans to announce its Scope 3 targets by the end of 2023 The investment in decarbonising Gold Fields is estimated at approximately US$1.2bn until 2030. A significant share of the capital will be funded through power purchasing agreements (PPAs) with independent power producers (IPPs), though increasingly we also seek to self-fund some of these projects. All projects are expected to be net present value positive. To date, we have invested close to US$500m in renewable energy projects, at South Deep and our Australian mines, the latter largely funded through PPAs. Details of our energy management and climate change approach, policies and guidelines can also be found at https://www.goldfields.com/energy-and- climate-change.php

Gold Fields Integrated Annual Report 2022 IAR 78 Tailings management As at end-2022, our 11 operations (including our two non-managed JVs: Asanko in Ghana and Far Southeast in the Philippines) have 38 TSFs, of which 12 are active. Of the active TSFs, we have two in-pit TSFs – at Agnew and St Ives – six downstream/centre-line TSFs and four upstream TSFs. In addition, two TSFs are under construction – a new upstream-raised TSF at Granny Smith and a new filtered stack at Salares Norte. Our 2030 ESG target is to reduce the number of upstream-raised TSFs to three. To this end, we started converting two upstream-raised TSFs to downstream- raised TSFs at Tarkwa. Our Australian and South African mines are in relatively dry regions and have limited stored supernatant water. The Tarkwa, Damang and Asanko TSFs in Ghana are designed to cope with exceptionally high seasonal rainfalls. We implemented critical controls and performance objectives to ensure TSF embankments remain stable over the life of the facilities. We appointed independent review boards at Tarkwa and Cerro Corona because their TSFs have “extreme” or “very high” Global Industry Standard on Tailings Management (GISTM) consequence category ratings. Our technical teams continue to work with Galiano Gold, which manages Asanko, to maintain the sound operational performance of its lined and downstream-raised TSFs. Salares Norte’s TSF will be a filtered stack dam and will be commissioned in H1 2024, soon after the mine starts operating. The Far Southeast (FSE) TSF in the Philippines is well managed, with no visible signs of instability. The facility has freeboard available to contain up to a one-in-500-year flood event. However, the TSF is in a region prone to high seismic activity and typhoons. Gold Fields and Lepanto Consolidated Mining commissioned external consultants for a more reliable understanding of the risk profile and to develop potential risk control concepts to improve the facility’s risk profile. Gold Fields is currently reviewing its interest in FSE. A detailed profile of Gold Fields’ TSFs can be found on our website at www.goldfields.com/environment-tsf.php Global Industry Standard on Tailings Management Gold Fields and other ICMM members committed to conform all TSFs with “extreme” or “very high” consequence category ratings with the GISTM by August 2023, based on internal self- assessments. All our other tailings facilities that are not in a state of safe closure will conform with the GISTM by August 2025. We have appointed Accountable Executives and Responsible Tailings Facility Engineers as required by the GISTM. We completed internal self-assessments against the ICMM Conformance Protocols for Tarkwa and Cerro Corona, our two priority sites. A final assessment is due in June 2023. ERM, a third-party consultancy, will verify the internal self-assessment outcomes after August 2023. As an important part of our GISTM work, we engage with communities close to TSFs on emergency preparedness, among others. The Global Tailings Management Institute In January 2023, on the fourth anniversary of the Brumadinho Tailings dam disaster (which resulted in the deaths of 270 people), the United Nations Environment Programme and investors representing the Principles for Responsible Investment announced the formation of the Global Tailings Management Institute (GTMI). The GTMI aims to drive and implement mining industry safety standards related to TSFs. A multi-stakeholder advisory panel (which included the ICMM) developed the standards. Gold Fields was one of two mining companies representing the ICMM on the panel. Once operational, the GTMI will be central to the independent auditing the GISTM requires companies to undergo. TSF governance and technical work Independent parties conduct external audits on our active TSFs every three years. We also commission third parties to review operational and legal aspects and sustainable development at the TSFs every three years. The most recent round of audits was carried out in Q1 2023 and findings are due later in 2023. The audits were a gap analysis to assess whether sites conform to the newly released Gold Fields TSF Standard (finalised in Q4 2022). The standard covers 10 topic areas with a detailed monitoring and surveillance requirements section. We retain an Engineer of Record (EoR) and independent technical reviewers for all active Gold Fields-managed sites. A qualified external engineer fills the EoR role, supported by their consulting engineering company. EoRs are responsible for reviewing and approving all engineering and design data, associated operating and monitoring procedures, as-built drawings and facility inspections to confirm physical integrity, safety and ancillary structures’ performance. The Board maintains a high level of oversight of the Group’s TSFs by reviewing quarterly TSF management reports and overseeing external and independent monitoring verification. We continue to further improve TSFs’ operational safety – including, where practical, considering filtered tailings (currently being installed at Salares Norte), commingling, improved water management and in-pit tailings disposal. The ICMM considers these initiatives in its work to improve critical TSF controls and reduce tailings water content. Gold Fields has implemented several technical improvements at its TSFs, including: 	z Considering leading practice assessments of static and seismic liquefaction 	z Installing real-time information monitoring and database storage systems 	z Setting minimum requirements for tailings surveillance 	z Ensuring cross-discipline interaction for every TSF design or modification Industry collaboration Gold Fields actively engages with the industry on this subject. We have engaged in the following projects and initiatives: 	z AMIRA P1217 research project, which investigates tailings instrumentation and monitoring technologies 	z GeoStable Consortium, which was formed with our peers to investigate the commingling of tailings and waste rock 	z ICMM Tailings Management Working Group, which works with members to adopt a more proactive approach to tailings management

IAR 79 BUILD ON OUR LEADING COMMITMENT TO ESG WASTE MANAGEMENT Process plant tailings waste and waste rock (or mineralised waste) are two of the most significant by-products of mines. By responsibly managing these waste streams, we can minimise their impact on the environment and our host communities. We are working to achieve this by: 	z Using waste rock material to support construction or lifts of TSF walls, or in closure-related activities 	z Backfilling tailings material in redundant open pits, which reduces the waste footprint 	z Co-mingling of tailings and waste rock to mitigate potential pollution and create more stable landforms 	z Operate tailings and waste rock facilities towards closure and to align with GISTM requirements Group mining waste (Mt) Waste rock Tailings 2018 149 41 2019 141 48 2020 141 59 2021 155 58 2022 144 61 Mine closure  By integrating mine closure into our business activities, we aim to reduce our environmental and social impacts, optimise our liabilities and, where possible, enhance asset values. We believe a mining company’s ability to responsibly close its operations is critical to its social licence to operate. Gold Fields’ integrated mine closure planning, portfolio management and liability optimisation are supported by the following: 	z Regularly reviewing and updating operations’ closure plans 	z Developing rigorous closure cost estimates, which are internally and externally reviewed annually 	z Setting annual performance targets for the implementation of progressive rehabilitation plans We are strengthening our efforts to reduce our mine closure liabilities, with US$60m spent on progressive rehabilitation and financial provisioning 2022. We also aim to create economic value for our host communities beyond the life-of-mine through our legacy programmes. Progressive rehabilitation – the implementation of closure activities during the construction and operation of a mine – includes closure-related technical studies and designs, remediation of contaminated areas, decommissioning and removal of redundant infrastructure, landform reshaping, revegetation and in-pit waste rock disposal. In 2022, the Group achieved an average of 88% (2021: 93%) of the measures set in the progressive rehabilitation plans. We remain ahead of our internal target of 85%. Group spend on progressive rehabilitation was US$11m in 2022 (2021: US$24m). Key achievements included: 	z Completing the footprint removal and rehabilitation of the former Lawlers process facility at Agnew, which progressed the mine’s closure and rehabilitation 	z Decontaminating, closing and returning to the landlord the Salaverry Port concentrate warehouse in Lima, which was used for gold concentrate transfers at Cerro Corona 	z Rehabilitating and cleaning redundant surface infrastructure and industrial waste at South Deep 	z Continuing progressive rehabilitation at Damang’s East and Far East TSFs 	z Continuing rehabilitation trials, including integrated waste landform (tailings and waste disposal) at Gruyere and commercial crop production at TSFs at Damang Gold Fields’ total gross mine closure liability increased by 11% to US$565m in 2022, largely due to additional liabilities at Salares Norte (where closure liability increased to US$53m in 2022 from US$30m in 2021), active mining progression (such as TSF lifts and footprint increases) and mining-related cost inflation. As in previous years, some closure liability cost increases have been partly offset by progressive rehabilitation activities, efficiencies in mine closure planning and activities’ costs. The regional breakdown is provided in the table below: Group closure estimates (US$m) 2022 2021 Australia1 215 214 South Africa 47 41 Ghana 101 99 Americas 201 156 Group total 565 510 1 Includes 50% of the total Gruyere closure cost estimate In 2022, Gold Fields started to take a proactive, beyond-compliance approach to funding the inevitable closure of our mines, which includes supplementing the funding we are currently required by the regulators to set aside. Our existing bank guarantees and other security agreements remain in place to support potential unplanned closures and to meet in-country regulatory requirements. Each region makes provision for mine closure cost estimates through: 	z Australia – existing operating cash and resources and restricted funds set aside (US$28m was set aside for 2022) 	z South Africa – contributions to environmental trust funds and guarantees ensuring that the life-of- mine closure liability will be fully funded. We set aside an additional US$3m in 2022 	z Ghana – reclamation security agreements and bonds underwritten by banks, as well as continued restricted funds set aside. We set aside an additional US$8m in 2022 	z Peru – bank guarantees and restricted funds set aside (US$10m was set aside for 2022) 	z Chile – bank guarantees

Gold Fields Integrated Annual Report 2022 IAR 80 Our Salares Norte project in Chile at the height of winter

IAR 81 IN THIS SECTION Overview of our portfolio and growth strategy 82 Life extension through near-mine exploration 86 Mineral Resources and Mineral Reserves summary 87 Strategic Pillar 3 Grow the value and quality of our portfolio of assets 2022 performance highlights Salares Norte construction Near-mine exploration Gold Mineral Reserves 87% complete US$107m 46.1Moz Relevant Group risks MINERAL RESOURCES AND MINERAL RESERVES SALARES NORTE SOUTH DEEP Failure to replace Mineral Resources and Mineral Reserves beyond mine depletion Delays and cost overruns relating to the Salares Norte project Failure to maintain performance momentum and alignment with the build-up plan 5 3 14 We are adding quality, high-value mines to our portfolio so that we have assets we can continue to mine in the future. GROW THE VALUE AND QUALITY OF OUR PORTFOLIO OF ASSETS

Gold Fields Integrated Annual Report 2022 IAR 82 Overview of our portfolio and growth strategy Gold Fields follows a deliberate counter- cyclical investment strategy and spends the necessary levels of sustaining capital throughout the cycle. We invested significantly into our portfolio over the past four to five years to enhance our asset base’s quality and life, and to ultimately increase the free cash-flow (FCF) per ounce of gold we produce. Our high-quality, global production base is the result of focusing on low-cost, longer-life assets in a limited number of mining-friendly jurisdictions. Reinvesting in the Gold Fields portfolio will help us maintain an attractive production profile over the next decade at globally competitive costs. Our portfolio’s production base for the next six years, at least, is based on four key areas: 	z The Australian region is set to produce approximately 1Moz until 2030 	z Average annual output of 500koz at Salares Norte from 2024 until 2029 	z Steady-state annual production of 380koz a year from 2025 onwards at South Deep 	z Approximately 600,000koz annual production from Tarkwa, under which we will consolidate our production in Ghana from 2024 onwards With this 2.20Moz – 2.40Moz annual production base, Group production (excluding our 45% holding in Asanko) is guided to be approximately 2.30Moz in 2023, 2.75Moz in 2024 and 2.80Moz in 2025, as depicted in the graph below. The following assets in our portfolio are maturing and reaching the end of their lives: 	z Damang had its last year of steady- state production in 2022 after our reinvestment in the pit cutback. From 2024, the mine will process only stockpiles and produce approximately 150koz per year 	z Cerro Corona will continue to produce at current levels until 2025, after which its production level will drop significantly as it will process only stockpiles. This lower production level will continue until the mine’s end of life at the end of the decade Addressing longer-term production sustainability Gold Fields built its portfolio and strategic reputation by targeting smaller, bolt-on acquisitions that do not overly stress the balance sheet. Examples of this approach include our acquisition of the Yilgarn assets in Western Australia from Barrick in 2013; 50% of Gruyere from Gold Road Resources in Western Australia in 2016; and 45% of the Asanko mine in Ghana from our JV partner Galiano Gold, which manages the mine, in 2018. The Group focuses more on the quality and profitability of every ounce of gold we produce rather than on the absolute level of production. However, gold assets are finite by nature and it is necessary to continue investing in the portfolio in addition to looking at external growth opportunities. The organic growth options in our current portfolio are more limited and, as such, we need to pursue inorganic opportunities to bolster our pipeline and address our production profile’s longer-term decline. The proposed acquisition of Yamana Gold was intended to address the longer-term challenges facing Gold Fields and the global gold sector by Gold Fields production outlook 2022 3,000 2,500 2,000 1,500 1,000 500 0 ■ Australia ■ Ghana ■ South Africa ■ Peru ■ Chile 2023 2024 2025

IAR 83 GROW THE VALUE AND QUALITY OF OUR PORTFOLIO OF ASSETS providing immediate cash-flow and a pipeline of longer-term growth or replacement options in favourable mining jurisdictions. The acquisition would have increased the quality of Gold Fields’ portfolio in one deal rather than in several smaller transactions. Management and the Board still believe it was the right composite solution, but not one that should have been pursued at any price. We were not prepared to be drawn into a bidding war which, we believe, would have destroyed value for our shareholders. The Board reaffirmed its support for Gold Fields’ strategy and provided its backing for the Company to continue exploring alternative replacement and growth options. However, it is unlikely that Gold Fields will pursue large-scale mergers or acquisitions like the Yamana Gold deal in the near future. Acquisitions of this nature have become more expensive as global gold production inches towards its peak and exploration activities have yielded limited success. Looking forward, in addition to our existing focus on near-mine (brownfields) and district exploration, we will consider development projects, bolt-on acquisitions of producing assets and greenfields exploration. During 2022, we invested US$107m in brownfields exploration (of which 53% was at our Australian mines) to extend the life of our current asset base and capitalise on in-country opportunities to leverage off our existing footprint, infrastructure and skills. For more details, see p86. Our investment in greenfields exploration includes exploration across targeted jurisdictions and taking minority stakes in exploration companies. For more details, see p84. We consider all opportunities in line with our strict capital allocation approach and will only pursue an opportunity if it generates the required returns, which is one of our key strategic objectives. Production levels is only one of our focus areas: we pursue opportunities that are value accretive and enhance the portfolio’s quality. We will not retain unprofitable or marginal ounces in the portfolio and will look to dispose of any assets management believes can be better served by a company with greater focus and resources. Improving our portfolio’s jurisdictional quality In addition to the quality of individual assets, the quality of the jurisdiction in which they are located is an important part of our decision-making process. This approach has served the business well and we will continue to be selective regarding which jurisdictions we consider in our strategic options for the future. In 2022, the political landscape in several of our operating countries became more challenging, specifically in Peru, Chile and Ghana. Political developments in Ghana are particularly concerning, with the government under significant financial strain and putting increased demands on corporates. We continue to monitor developments and maintain open lines of communication with our governmental stakeholders in these countries. For more details, see p65. The Group continued to enhance its global footprint during 2022 by advancing the Salares Norte project in Chile, with first production expected in Q4 2023. This project will add an average 500koz of yearly gold- equivalent production from 2024 – 2029. Salares Norte will operate at extremely competitive costs, further enhancing the quality of our portfolio. We have budgeted US$389m in both project and sustaining capital for its continued development in 2023. We remain selective when choosing the countries in which we deploy capital. South Deep is our only South African operation, and while it accounts for the majority of our Mineral Reserve base (46.1Moz at end-December 2022), our strategy over the past decade has targeted continued expansion outside of South Africa. Approximately 40% of our attributable gold Mineral Reserves (excluding our 45% interest in Asanko) were outside of South Africa at 31 December 2022, with 7.9Moz in Australia, 5.8Moz in Ghana, 1.1Moz in Peru and 4.6Moz in Chile. Unlocking value and returning capital Gold Fields remains committed to its strategy of generating cash to pay dividends to shareholders, reducing debt and sharing the value we create with our employees, host communities, governments, business partners and capital providers. Our capital allocation priorities for 2023 are: 	z Funding Salares Norte capex 	z Increasing capex to sustain production at our mines 	z Degearing the balance sheet 	z Paying dividends at between 30 – 45% of normalised earnings We continue to focus on strategic levers to unlock value in our existing assets that is not yet fully reflected in market valuations. This includes completing construction and ramping-up production at Salares Norte and replacing our Australian operations’ Mineral Reserves, thereby extending their lives-of-mine. PROPOSED TARKWA JV In line with our strategy of boosting growth through development projects or bolt-on acquisitions of producing assets, we announced a proposed JV in March 2023, involving our Tarkwa mine in Ghana and AngloGold Ashanti’s neighbouring Iduapriem mine. The companies agreed in principle on the key terms, governance and managements structures, and commenced negotiations with the Ghanaian government and other stakeholders to formalise the JV as soon as feasible. Excluding the interest to be held by the government of Ghana, proposed at 10% in line with its current holding in Tarkwa, Gold Fields will have an interest of 66.7% and incorporate the JV into Gold Fields Ghana. AngloGold Ashanti will have an interest of 33.3%. If approved, the JV would create the largest gold mine in Africa, a high-quality operation supported by a substantial mineral endowment and an initial life spanning 18 years. The benefits of the proposed JV include: 	z Estimated average annual production (100% basis) of almost 900koz over the first five years and average annual production in excess of 600koz over the estimated life of operation 	z Estimated AISC (in 2023 terms) of less than US$1,000/oz over the first five years and less than US$1,200/oz over the estimated life of operation 	z Increased Mineral Reserves, exceeding the Reserves for the two stand-alone mines, due to the anticipated operational synergies It is expected the JV will be operational before the end of 2023.

Gold Fields Integrated Annual Report 2022 IAR 84 Overview of our portfolio and growth strategy continued See the table below for a complete overview of our current strategic shareholdings. Gold Fields’ non-core investments (31 December 2022) Investment Shareholding  Market value (US$m) Galiano Gold 9.8 11.7 Rusoro Mining 24.8 5.2 Chakana Copper 17.9 2 Magamatic Resources 6.5 1.2 Lefroy Exploration 13.6 3.8 Lunnon Metals 34.0 40.6 Hamelin Gold 10.0 1.1 Torq Resources 15.0 8.4 Tesoro Gold 14.9 4.6 Others 1.6 Total value 80.2 Far Southeast Since early 2022, Gold Fields has sought to sell its 40% stake in Far Southeast Gold Resources, which manages the Far Southeast (FSE) project in the Philippines. Lepanto Consolidated Mining Company (Lepanto) in the Philippines holds the remaining 60% interest, as well as the mining rights and manages the existing mining operation adjacent to FSE. The carrying value we attribute to FSE has been written down from US$114m at the end of 2021 to zero. In 2015, Lepanto, the owner of the underlying mineral rights including the FSE property, was unable to renew its 25-yearly mining licence when the Philippine government ruled Free Prior and Informed Consent (FPIC) was required for the renewal. This requirement was overturned during independent arbitration and, in 2018, by the country’s Court of Appeals. In 2019, the government appealed this ruling in the Supreme Court. In December 2022, the Supreme Court ruled that FPIC was required. Lepanto and Far Southeast Gold Resources filed a motion for reconsideration of the decision in January 2023. Gold Fields’ monthly holding costs in FSE are approximately US$0.16m. STRATEGIC INVESTMENTS Over the years, Gold Fields has acquired strategic interests in several smaller exploration companies. After steadily reducing these non-core equity holdings in 2020 and 2021, in 2022 we changed our strategy and acquired stakes in two exploration companies that are managing prospective drilling programmes in Chile: 	z We acquired a 15% stake for A$5.7m (US$3.8m) in ASX-listed Tesoro Gold, which is exploring the El Zorro gold project near our Salares Norte project in the Atacama province 	z We invested C$15m (US$11.4m) for a 15% interest in TSX-listed Torq Resources, which is running drilling programmes at two gold-copper projects, Margarita and Santa Cecilia, that could complement our Salares Norte project Our exploration investment portfolio also includes the following: 	z We have an 18% stake in TSX-listed Chakana Copper, which is advancing the gold-copper-silver Soledad project in central Peru. In 2022 we participated in a rights issue to the amount of C$900k (US$700k), which did not change our shareholding 	z We have a 14% stake in ASX-listed Lefroy Exploration, which is successfully exploring north of our St Ives mine in Western Australia

IAR 85 GROW THE VALUE AND QUALITY OF OUR PORTFOLIO OF ASSETS Exploration drilling at the Salares Norte project, Chile SALARES NORTE Salares Norte is a 100% Gold Fields- owned gold-silver deposit. It is located between 3,900m and 4,700m above sea level in the Diego de Almagro municipality in the Atacama region of northern Chile. Its high-sulphidation epithermal system contains mineralisation, offering high-grade oxides. The project is currently in its construction phase, and we expect it to meaningfully change Gold Fields’ future profile by accelerating production growth and reducing Group AIC. Land easement for the project was granted for 30 years on 30 May 2016. In December 2016, we obtained water rights to meet the project’s operational requirements. The Atacama Environmental Assessment Commission approved Salares Norte’s Environmental Impact Assessment (EIA) on 18 December 2019 and the Board approved the project’s construction and development in February 2020. Although the construction team has made significant progress since activities began in 2020, Covid-19 and severe weather conditions affected progress on-site during 2021 and 2022. Indications are that first production will now commence only in Q4 2023. We forecast production of 15koz – 35koz in 2023, which will improve strongly to 500koz in 2024 and 600koz in 2025. Average annual production for 2024 – 2029 is expected at 500koz, with AISC of US$660/au-eq oz. Life-of-mine production between 2024 – 2033 is expected at 355koz/year, at average AISC of US$745/au-eq oz. We now estimate total project capex of US$1,020m, of which US$758m had been spent by December 2022 (US$97m during 2020, US$375m during 2021 and US$286m during 2022). 2023 will be another capital-intensive year for the project, with US$230m budgeted for project capital. Despite the delay and the higher costs, Salares Norte remains a world-class project with a sector-leading cost profile. At end-December 2022, the construction progress was 86% complete (end- December 2021: 55%) and total project progress stood at 87% (end-December 2021: 62%). Some key milestones were finalised during 2022, including the heavy mine equipment shop and the freshwater system. The processing plant construction was 77% complete at end-December 2022, including significant progress on the grinding, crusher and stockpile areas. Pre-stripping of the Brecha Principal pit was completed in October 2022, and 50.6Mt of waste has been moved to date. Ore stockpiling commenced in Q4 2022, with 422kt (79koz of contained gold) built up by end-December 2022. In addition to the Agua Amarga and Brecha Principal ore bodies, which will be mined over the initial 10-year period, there is significant exploration potential in the surrounding area. Salares Norte controls 84,000ha of mineral rights in the Salares Norte district and has carried out extensive exploration within a 20km radius of the plant site. The operation spent US$34m on exploration in 2022 and drilled a total of 18,836m. We will continue to invest in exploration in the area to add to the production pipeline from 2025 onwards. An important part of the project’s EIA approval was relocating the endangered Short-tailed Chinchilla from the area. The relocation programme commenced in August 2020 but was halted by the environmental regulator in November 2020 after two of the four relocated Chinchillas died soon after they had been moved. We have continued to collaborate with the authorities to resolve the sanction proceedings by providing a comprehensive plan to safely relocate the remaining estimated 20 Chinchillas. As part of the plan, we prepared and updated the required administrative and technical improvements in the relocation strategy. We also continue to engage with authorities and other stakeholders – including independent environmental experts – while we wait for the regulator to respond to our compliance programme and, hopefully, lift the suspension. This relocation delay does not affect the project’s construction schedule but, if the restrictions are not lifted, we may be required to implement an alternative mining plan. While there are no Indigenous claims or community presence on the concession or the dedicated access routes, Salares Norte embarked on an extensive engagement programme with four Indigenous communities in its wider vicinity and has entered into long-term agreements with them. The project’s principal area of social influence – and potential labour-sending area – is the Diego de Almagro municipality, which is approximately 125km away.

Gold Fields Integrated Annual Report 2022 IAR 86 Life extension through near-mine exploration Near-mine (brownfields) exploration is key to Gold Fields’ strategy and played an important role in establishing a robust production profile across the regions. We believe brownfields exploration is an important foundation for regional growth, and we will continue to invest in it as it offers one of the lowest-cost opportunities for adding ounces and improving cash-flow, specifically on a per-share basis. This is particularly true for our Australian assets, where brownfields exploration is an essential ongoing expense when mining orogenic ore bodies. The value in near-mine exploration lies in knowledge of the ore bodies, which enables our exploration teams to identify extensions or additional ore sources in the mining tenement. It also enables us to leverage our operational infrastructure, such as regional management teams. Finally, brownfields exploration enables Gold Fields to take advantage of our operational capabilities, including our proven ability to develop and mine orogenic ore bodies. In 2022, Gold Fields spent US$107.0m (US$100.0m excluding Asanko) on brownfields exploration (2021: US$104.4m (US$97.7m excluding Asanko)), which supported a total of 420km (354km excluding Asanko) of drilling (2021: 386km (335km excluding Asanko)). The majority of this spending – US$56m (A$81m) (2021: US$59m (A$79m)) – was incurred at our Australian mines. Encouragingly, the Australian region as a whole managed to replace Mineral Reserves post-depletion during 2022, with increases at St Ives and Agnew offsetting declines at Granny Smith and Gruyere. Our exploration spend in Chile was US$31.9m in 2022 (2021: US$27.7m) and US$16.1m (US$9.4m excluding Asanko) in Ghana (2021: US$13.4m (US$6.6m excluding Asanko)). For 2023, we have budgeted US$93m (excluding Asanko) for near-mine exploration and Mineral Resource conversion, of which US$58xm (A$83m) will be at our Australian operations, US$24m at Salares Norte in Chile and US$5m at our Ghanaian mines. Following are details of the near-mine exploration activities at our Australian operations: Mineral Reserve Reconciliation Gold (koz) M in er al Re se rv es 20 21 M in ed de pl et io n 20 22 Gr ow th 20 22 M in er al Re se rv es 20 22 2, 71 3 68 7 (3 86 )2, 41 2 2. 34 3,000 2,500 2,000 1,500 500 0 ■ Proportion of national employees 2. 34 ■ Proportion of national employees Mineral Reserve Reconciliation Gold (koz) M in er al Re se rv es 20 21 M in ed de pl et io n 20 22 Gr ow th 20 22 M in er al Re se rv es 20 22 1,0 95 33 5 (2 54 ) 1,0 13 1,200 1,000 800 600 400 200 0 Mineral Reserve Reconciliation Gold (koz) M in er al Re se rv es 20 21 M in ed de pl et io n 20 22 Gr ow th 20 22 M in er al Re se rv es 20 22 2, 13 5 22 4 (3 05 )2, 21 6 2. 34 2,500 2,000 1,500 1,000 500 0 ■ Proportion of national employees Mineral Reserve Reconciliation Gold (koz) M in er al Re se rv es 20 21 M in ed de pl et io n 20 22 Gr ow th 20 22 M in er al Re se rv es 20 22 2, 02 3 (17 ) (18 7)2, 22 6 2. 34 2,500 2,000 1,500 1,000 500 0 ■ Proportion of national employees ST IVES At St Ives, total 2022 exploration spend amounted to A$35.4m (US$25m). Mineral Reserves increased by 12% to 2.7Moz, net of depletion, with the Invincible complex continuing to grow, both laterally and at depth. GRANNY SMITH Total exploration spend at Granny Smith amounted to A$18.4m (US$12.7m) in 2022. Mineral Reserves decreased by 4% post-depletion to 2.1Moz. GRUYERE Gold Fields spent A$2.9m (US$2.0m) in near-mine exploration at Gruyere in 2022. The mine’s attributable Mineral Reserves (50% basis) decreased by 9% to 2.0Moz, in line with expectations and the life-of-mine plan. AGNEW We spent A$24m (US$16.8m) on near-mine exploration at Agnew during 2022. Encouragingly, Agnew managed to replace Mineral Reserves after depletion again during the year, with Mineral Reserves increasing by 8% to 1.1Moz. The enhanced focus on exploration over the past few years is starting to yield extremely encouraging results, and Agnew’s outlook is increasingly positive.

IAR 87 GROW THE VALUE AND QUALITY OF OUR PORTFOLIO OF ASSETS Mineral Resources and Reserves summary Managing our Mineral Resources and Mineral Reserves is central to delivering on our strategic goals and key performance targets. To support this, the Group continued to focus on near-mine exploration to extend mine life during the year. As in 2021, Gold Fields was not able to replace all mined Mineral Reserves through exploration and mine extensional drilling. Nevertheless, we added significant Mineral Reserves and Mineral Resources to reduce the impact of depletion. Replacing Mineral Reserves through extensional drilling and exploration is a multi-year commitment, and it is not realistic to expect a smooth replacement trajectory. Gold Fields remains committed to a Mineral Reserves replacement programme at its operations. Cost pressures and mining depletion had a negative impact on Mineral Resources and Mineral Reserves across all operations, resulting in an overall decline. We are conducting studies to identify how we can address this impact through project ramp-ups, expansions and increased efficiencies. We continue to plan for exploration and extensional drilling to define additional Mineral Resources and Mineral Reserves in the 2023 planning cycle. Despite the decrease in Mineral Resources and Mineral Reserves, Gold Fields is well placed to continue delivering on production guidance in the near term. In 2022, due to continued mining inflationary pressures, Gold Fields increased Mineral Resources and Mineral Reserves pricing assumptions for gold by US$100/oz to US$1,600/oz and US$1,400/oz, respectively, and updated exchange rates. Refer to the Gold Fields Mineral Resources and Mineral Reserves Supplement (MRMR Supplement) for details of pricing and other modifying factor assumptions. Due to the timing of this increase, the changes in pricing assumptions were applied primarily to financial modelling and have not flowed through to all aspects of mine planning and optimisation for our Australian and Ghanaian operations. Our South African and South American operations have completed the planning and optimisation process using the updated pricing assumptions. All our mine sites continue to drive Mineral Resources to Mineral Reserves conversion, strive for Mineral Reserves growth to replace annual depletion, improve cash-flow and cost per ounce, and deliver on strategic opportunities to extend the lives-of-mine. 2022 PERFORMANCE The Covid-19 pandemic again affected the Mineral Resources and Mineral Reserves reporting cycle. Nevertheless, our regions completed their drilling, resource modelling, technical studies and life-of-mine planning as scheduled. As at end-2022, Group attributable Proved and Probable Mineral Reserves are estimated at 46.1Moz gold (2021: 47.4Moz), 398Mlbs copper (2021: 474Mlbs) and 42.2Moz silver (2021: 39.0Moz). Gold Mineral Reserves decreased by 1.2Moz on an attributable basis net depletion of approximately 2.55Moz. Copper Mineral Reserves decreased by 76Mlb on an attributable basis net depletion of 110Mlbs. Silver Reserves at our Salares Norte project in Chile increased by 3.2Moz. Group attributable Measured and Indicated Mineral Resources excluding Mineral Reserves (EMR) are 31.1Moz gold (2021: 32.2Moz), 300.0Mlbs copper (2021: 264.3Mlbs) and 2.5Moz silver (2021: 7.1Moz). Group attributable Inferred Mineral Resources EMR are 11.2Moz gold (2021: 11.9Moz), 1.1Mlbs copper (2021: 2.0Mlbs) and 0.5Moz silver (2021: 0.9Moz). In 2022, the carrying value for the Far Southeast deposit in the Philippines was written down to nil. Consequently, Inferred Mineral Resources of 7.9Moz gold and 3,968Mlbs copper were written down and are not reflected in the figures provided above. The Mineral Resources and Mineral Reserves figures provided above include our operating mines but exclude the Asanko JV in Ghana. The Asanko mine is operated by our JV partner Galiano Gold and does not currently have a life-of- mine plan verified by Gold Fields. The mine is not considered material to Gold Fields’ portfolio. Mineral Reserves changes include increases of 0.3Moz (12%) at St Ives and 0.1Moz (8%) at Agnew, both net of annual depletion. These increases were offset by Mineral Reserves decreases of 0.2Moz (-9%) at Gruyere, 0.1Moz (-4%) at Granny Smith, 0.4Moz (-2%) at South Deep, 0.3Moz (-47%) at Damang, 0.4Moz (-7%) at Tarkwa and 0.2Moz (-21%) at Cerro Corona, all including annual depletion. Silver Reserves increased by 3.2Moz (8%) at Salares Norte and Copper Reserves decreased by 76Mlb (-16%) at Cerro Corona. Measured and Indicated Mineral Resources EMR gold changes during 2022 include decreases of 2.1Moz (-52%) at Granny Smith, 0.4Moz (-29%) at Agnew, 0.4Moz (-12%) at Tarkwa and 0.4Moz (-64%) at Salares Norte. This was offset by increases of 2.1Moz (11%) at South Deep and 0.1Moz (19%) at Cerro Corona. Copper increased by 35Mlbs (13%) at Cerro Corona and silver decreased by 4.7Moz (65%) at Salares Norte. Inferred Mineral Resources EMR gold changes during 2022 include decreases of 0.1Moz (-16%) at Gruyere, 0.2Moz (-10%) at Granny Smith, 0.5Moz (-46%) at Agnew, 0.1Moz (-21%) at Tarkwa and 0.1Moz (-59%) at Salares Norte. This was offset by an increase of 0.2Moz (14%) at St Ives. Silver increased by 0.4Moz (43%) at Salares Norte. The decreases in Mineral Resources and Mineral Reserves were primarily due to depletion and increased cut-off grades due to mining inflation, along with the removal of pillars from Granny Smith. Depletions from Mineral Resources can occur due to mining of mineralised material not in reserve, which may be opportunistic, incrementally costed or part of the business plan guided by grade control drilling completed during the year. GOVERNANCE The consolidated summary of Gold Fields’ Mineral Resources and Mineral Reserves in this section should be read with the Gold Fields MRMR Supplement and Gold Fields annual report on Form 20-F, which can be found on our website at www.goldfields.com/integrated-annual- reports.php. The MRMR Supplement sets out important and detailed technical information on the Company’s Mineral

Gold Fields Integrated Annual Report 2022 IAR 88 Mineral Resources and Reserves summary continued Resources and Mineral Reserves as at 31 December 2022. It is prepared in line with the South African Code for the Reporting of Exploration Results, Mineral Resources and Mineral Reserves, 2016 edition (SAMREC Code) and other leading standards and stock exchange regulations, including S-K 1300 from the US SEC. Supplementary information is also available in the Technical Report MINERAL RESERVES AND MINERAL RESOURCES ESTIMATES Attributable Mineral Reserves 31 December 2022 31 December 2021 Gold Category Tonnes (Mt) Grade (g/t) Gold (koz) Tonnes (Mt) Grade (g/t) Gold (koz) Australia region Gruyere Proved and Probable 49.4 1.27 2,023 54.5 1.27 2,226 Granny Smith Proved and Probable 11.8 5.64 2,135 12.6 5.47 2,216 St Ives Proved and Probable 24.6 3.43 2,713 20.1 3.74 2,412 Agnew Proved and Probable 5.3 6.46 1,095 5.1 6.13 1,013 Total Australia region Proved and Probable 91.1 2.72 7,965 92.4 2.65 7,867 South Africa region South Deep Proved and Probable 178.8 4.99 28,679 182.4 4.97 29,129 Total South Africa region Proved and Probable 178.8 4.99 28,679 182.4 4.97 29,129 Ghana region Damang Proved and Probable 10.3 0.92 307 15.5 1.15 573 Tarkwa – open pits Proved and Probable 100.0 1.22 3,906 110.9 1.20 4,272 Tarkwa – stockpiles Proved and Probable 63.7 0.46 949 63.3 0.47 952 Tarkwa – total Proved and Probable 163.7 0.92 4,856 174.2 0.93 5,224 Asanko1 Proved and Probable Total Ghana region Proved and Probable 174.0 0.92 5,162 189.8 0.95 5,797 Americas region Salares Norte Proved and Probable 18.4 5.85 3,454 20.8 5.19 3,467 Cerro Corona Proved and Probable 49.9 0.54 872 58.0 0.59 1,103 Total Americas region Proved and Probable 68.3 1.97 4,327 78.8 1.80 4,570 Gold Fields operations – total gold Proved and Probable 512.1 2.80 46,133 543.3 2.72 47,363 1 Asanko 50% Gold Fields JV share – 45% attributable to Gold Fields Mineral Resources and Mineral Reserves managed by Galiano Gold (the operator) not reported in 2022, 2021 or 2020 figures and reported in 2019 figures only 31 December 2022 31 December 2021 Silver Tonnes (Mt) Grade (g/t) Silver (koz) Tonnes (Mt) Grade (g/t) Silver (koz) Americas region Salares Norte Proved and Probable 18.4 71.35 42,164 20.8 58.41 38,990 Total Americas region silver Proved and Probable 18.4 71.35 42,164 20.8 58.41 38,990 Copper Tonnes (Mt) Grade (% copper) Copper (Mlb) Tonnes (Mt) Grade (% copper) Copper (Mlb) Americas region Cerro Corona Proved and Probable 49.9 0.36 398 58.0 0.37 474 Total Americas region copper Proved and Probable 49.9 0.36 398 58.0 0.37 474 Summaries filed as exhibits to Gold Fields’ annual report on Form 20-F. While there are some differences in the formatting of the documents due to different reporting guidelines, they are nevertheless substantially similar. The Mineral Reserves and Mineral Resources statements were prepared under the supervision of and reviewed by the Group Competent Persons, Julian Verbeek and Jason Sander, who are members of Gold Fields’ Corporate Technical Services team. They both consent to the disclosure of these statements in the form they are presented. Details of experience and affiliation are provided in the MRMR Supplement.

IAR 89 GROW THE VALUE AND QUALITY OF OUR PORTFOLIO OF ASSETS Attributable Mineral Resources EMR1 31 December 2022 31 December 2021 Gold Category Tonnes (Mt) Grade (g/t) Gold (koz) Tonnes (Mt) Grade (g/t) Gold (koz) Australia region Gruyere M&ID2 13.2 1.38 586 13.9 1.36 611 Gruyere IF3 14.5 1.49 696 17.9 1.45 832 Granny Smith M&ID 13.2 4.62 1,964 24.8 5.09 4,059 Granny Smith IF 9.1 5.46 1,590 11.0 4.96 1,757 St Ives M&ID 10.3 2.91 964 10.6 3.21 1,092 St Ives IF 11.3 3.94 1,432 9.8 3.97 1,252 Agnew M&ID 5.4 5.02 878 8.2 4.69 1,236 Agnew IF 4.0 4.66 602 7.6 4.53 1,112 Total Australia region M&ID 42.2 3.24 4,392 57.5 3.78 6,998 Total Australia region IF 38.9 3.46 4,320 46.3 3.33 4,953 South Africa region South Deep M&ID 137.6 4.57 20,220 129.2 4.37 18,167 South Deep IF 20.4 9.10 5,971 20.4 9.10 5,975 Total South Africa region M&ID 137.6 4.57 20,220 129.2 4.37 18,167 Total South Africa region IF 20.4 9.10 5,971 20.4 9.10 5,975 Ghana region Damang M&ID 43.4 2.08 2,895 44.1 2.07 2,926 Damang IF 9.2 1.86 549 8.9 1.90 545 Tarkwa – open pits M&ID 61.3 1.37 2,692 68.9 1.38 3,053 Tarkwa – open pits IF 5.4 1.46 255 6.9 1.45 322 Tarkwa – stockpiles M&ID 0.1 0.35 1 0.1 0.35 1 Tarkwa – stockpiles IF 0.0 0 0.0 0 Tarkwa – total M&ID 61.4 1.36 2,693 68.9 1.38 3,054 Tarkwa – total IF 5.4 1.46 255 6.9 1.45 322 Asanko Total Ghana region M&ID 104.8 1.66 5,588 113.0 1.65 5,980 Total Ghana region IF 14.6 1.71 804 15.8 1.70 867 Americas region Salares Norte – Chile M&ID 2.8 2.11 192 8.0 2.09 537 Salares Norte – Chile IF 0.9 1.91 58 2.6 1.67 142 Cerro Corona – Peru M&ID 40.5 0.51 660 37.5 0.46 557 Cerro Corona – Peru IF 0.1 0.38 2 0.3 0.37 4 Total Americas region M&ID 43.3 0.61 852 45.5 0.75 1,094 Total Americas region IF 1.1 1.71 60 2.9 1.54 146 Gold Fields operations – total gold M&ID 327.9 2.97 31,053 345.2 2.91 32,239 Gold Fields operations – total gold IF 75.0 4.69 11,154 85.5 4.41 11,941 Silver 31 December 2022 31 December 2021 Category Tonnes (Mt) Grade (g/t) Silver (koz) Tonnes (Mt) Grade (g/t) Silver (koz) Americas region Salares Norte (silver only) M&ID 2.8 27.16 2,472 8.0 27.69 7,130 Salares Norte (silver only) IF 0.9 17.47 531 2.6 10.89 928 Category Tonnes (Mt) Grade (% copper) Copper (Mlb) Tonnes (Mt) Grade (% copper) Copper (Mlb)Copper Americas region Cerro Corona (copper only) M&ID 40.5 0.34 300 37.5 0.32 264 Cerro Corona (copper only) IF 0.1 0.33 1 0.3 0.30 2 1 Mineral Resources excluding Mineral Reserves 2 Measured and Indicated 3 Inferred

Assurance Internal and external assurance is provided over selected sustainability information contained in the Integrated Annual Report. IN THIS SECTION Independent Reasonable Assurance Statement to Gold Fields Limited 91 Assured Sustainability Performance Indicators 94 Assured South African Mining Charter Performance Indicators 95 Reporting boundary 96 Administration and corporate information 97 The processing plant at our Cerro Corona mine in Peru 90 IAR Gold Fields Integrated Annual Report 2022

IAR 91 ASSURANCE Independent Reasonable Assurance Statement to Gold Fields Limited ERM Southern Africa (Pty) Ltd (“ERM”) was engaged by Gold Fields Limited (“Gold Fields”) to provide reasonable assurance in relation to selected information set out below and presented in Gold Fields’ 2022 Integrated Annual Report for the year ended 31 December 2022 (the “Report”). Engagement summary Scope of our assurance engagement Whether Gold Fields’ assertions relating to the following ICMM Subject Matters (SM) are fairly presented in the Report, in all material respects, in accordance with the reporting criteria: • SM1: The alignment of Gold Fields’ sustainability policies, management standards and procedures to the ICMM Principles, any mandatory requirements set out in ICMM Position Statements, the corporate-level ICMM Performance Expectations (PEs) and corporate-level aspects of the combined PEs. • SM2: Gold Fields’ material sustainability risks and opportunities based on its own review of the business and the views and expectations of its stakeholders. • SM3: The existence of systems and approaches that Gold Fields is using to manage selected material sustainability risks and opportunities. • SM4: Gold Fields’ reported performance during the given reporting period for selected material sustainability risks and opportunities, as listed in Tables 1 and 2 overleaf. 	z SM5: Disclosures regarding Gold Fields’ prioritisation process for selecting assets for third-party PE Validation. Our assurance engagement does not extend to information in respect of earlier periods or to any other information included in the Report. Reporting period 2022 (1 January 2022 – 31 December 2022) Reporting criteria • ICMM Assurance and Validation Procedure (March 2023), including the ICMM Principles, ICMM Position Statements and ICMM Performance Expectations • The GRI Reporting Standards of the Global Reporting Initiative (GRI), including the GRI’s Mining and Metals Sector Supplement (2013) • Gold Fields’ definitions for the selected environmental, social, health, safety and South African Mining Charter indicators as disclosed within the Report and on Gold Fields’ website Assurance standard and level of assurance We performed a reasonable assurance engagement, in accordance with the International Standard on Assurance Engagements ISAE 3000 (Revised) ‘Assurance Engagements other than Audits or Reviews of Historical Financial Information’ and in accordance with ISAE 3410 for Greenhouse Gas data issued by the International Auditing and Standards Board. Respective responsibilities Gold Fields is responsible for preparing the Report, including the collection and presentation of the disclosures covered by the scope of our engagement, the design, implementation and maintenance of related internal controls over the information and data, as well as the integrity of its website. ERM’s responsibility is to provide an opinion on the selected information based on the evidence we have obtained and exercising our professional judgement, on whether the information covered by the scope of our engagement has been prepared in accordance with the stated criteria. ERM disclaims any liability for any decision a person or entity may make based on this Assurance Statement. OUR OPINION In our opinion, the selected information as described under ‘scope’ above is fairly presented, in all material respects, in accordance with the reporting criteria. EMPHASIS OF MATTER Without affecting our opinion, we draw attention to the explanatory notes provided by Gold Fields on p75 of the Report relating to the total emissions avoided for the group, which includes projects at Tarkwa and Damang mines that are recognised as exceptional continuous projects by the Gold Fields Group Head of Energy and Carbon.

Gold Fields Integrated Annual Report 2022 IAR 92 Independent Reasonable Assurance Statement to Gold Fields Limited continued OUR ASSURANCE ACTIVITIES Considering the level of assurance and our assessment of the risk of material misstatement of the selected information presented in the Report, a multi-disciplinary team of sustainability and assurance specialists performed a range of procedures that included, but was not restricted to, the following: 	z Assessing the appropriateness of the reporting criteria for the selected information presented in the Report. 	z A review of external media reporting relating to Gold Fields to identify sustainability issues in the reporting period that may be relevant to the assurance scope. 	z Interviews with a selection of staff and management, including senior executives, to gain an understanding of: ― Gold Fields’ sustainability strategy, policies and management systems, including stakeholder engagement and materiality assessment; ― The status of implementation of the ICMM Mining Principles (including the corporate-level PEs and corporate-level aspects of the combined PEs) and ICMM Position Statements in Gold Fields’ strategy and policies; ― Gold Fields’ identification and management of sustainable development risks and opportunities as determined through its review of the business and the views and expectations of its stakeholders; and ― The relevant management systems and processes (including internal review and control processes) used for collecting and reporting the selected disclosures. 	z Reviewing supporting evidence related to external stakeholder engagement on material issues facing the business. 	z Confirming that Gold Fields’ policies and procedures in effect remain aligned with the ICMM Mining Principles (including the PEs) and other mandatory requirements set out in the ICMM Position Statements in effect as at 31 December 2022. 	z Testing the processes and systems, including internal controls, used to generate, consolidate and report the selected information. 	z Interviews with management representatives responsible for managing the selected issues. 	z A review at corporate level of a sample of qualitative and quantitative evidence supporting the reported information. 	z An analytical review of the year-end data submitted by all locations included in the consolidated 2022 group data for the selected disclosures which included testing the completeness and mathematical accuracy of conversions and calculations, and consolidation in line with the stated reporting boundary. 	z In-person visits to the following sites to review source data and local reporting systems and controls: ― Gruyere Mine, Australia; ― St Ives Mine, Australia; ― South Deep Mine, South Africa; ― Tarkwa Mine, West Africa; and ― Damang Mine, West Africa. 	z Virtual visits to the following sites to review source data and local reporting systems and controls: ― Agnew Mine, Australia; ― Granny Smith Mine, Australia; and ― Cerro Corona Mine, Peru. 	z Confirming conversion and emission factors and assumptions used. 	z Reviewing the presentation of information relevant to the scope of our work in the Report to ensure consistency with our findings. THE LIMITATIONS OF OUR ENGAGEMENT The reliability of the assured information is subject to inherent uncertainties, given the available methods for determining, calculating or estimating the underlying information. It is important to understand our assurance opinions in this context. FORCE MAJEURE As a result of safety concerns arising from the socio-political unrest in Peru at the time of the planned site visit, we were unable to carry out certain assurance activities as originally planned and agreed with Gold Fields. The in-person visit to Gold Fields’ Cerro Corona mine was replaced with remote reviews via teleconference and video calls for this year’s assurance engagement. While we believe these changes do not affect our reasonable assurance opinions above, we draw attention to the possibility that if we had undertaken an in-person visit we may have identified errors and omissions in the assured information that we did not discover through the alternative approach.

IAR 93 ASSURANCE OUR INDEPENDENCE, INTEGRITY AND QUALITY CONTROL ERM Southern Africa (Pty) Ltd and ERM Certification and Verification Services Limited (“ERM CVS”) are members of the ERM Group. All employees are subject to ERM’s Global Code of Business Conduct and Ethics. ERM CVS is an independent certification and verification body accredited by UKAS to ISO 17021:2015. Accordingly, ERM CVS maintain a comprehensive system of quality control, including documented policies and procedures regarding compliance with ethical requirements, professional standards, and applicable legal and regulatory requirements. Our quality management system is at least as demanding as the relevant sections of ISQM-1 and ISQM-2 (2022). ERM CVS applies a Code of Conduct and related policies to ensure that its employees maintain integrity, objectivity, professional competence and high ethical standards in their work. ERM CVS’ processes are designed and implemented to ensure that the work we undertake is objective, impartial and free from bias and conflict of interest. ERM CVS’ certified management system covers independence and ethical requirements that are at least as demanding as the relevant sections of Parts A & B of the IESBA Code relating to assurance engagements. The team that has undertaken this assurance engagement has extensive experience in conducting assurance on environmental, social, ethical and health and safety information, systems and processes, and provides no consultancy related services to Gold Fields Limited in any respect. Jonathan van Gool Gareth Manning Engagement Partner Review Partner ERM Southern Africa (Pty) Ltd ERM Certification and Verification Services Limited Johannesburg, South Africa London, United Kingdom 30 March 2023 www.erm.com | ERM.SouthAfricaAdminMailbox@erm.com

Gold Fields Integrated Annual Report 2022 IAR 94 Assured sustainability performance indicators Table 1. Selected indicators for the 2022 reporting period in our reasonable assurance scope and disclosed by Gold Fields in the Report. Indicator Unit Page number Environment Number of serious environmental incidents – Level 3 and above Number of incidents 73 Total water withdrawal GL 74 Total water withdrawal per tonnes processed L/tonne 74 Freshwater withdrawal GL 74 Percentage of water recycled or reused Percentage 74 Total CO2-equivalent emissions, Scope 1 – 2 MtCO2e 75 Total CO2-equivalent emissions, Scope 31 MtCO2e 75 Energy consumption PJ 75 Total CO2-equivalent emissions avoided from initiatives ktCO2e 75 Total energy saved from initiatives PJ 75 Social Total socio-economic development (SED) spend US$ 62 Percentage of host community workforce employment Percentage 61 Percentage of host community procurement spend Percentage 61 Group Host Community Value Creation Percentage 60 Total value created and distributed US$ 56 Health and safety Number of cases of Silicosis reported Number of cases 36 Number of cases of Noise Induced Hearing Loss reported (NIHL) Number of cases 36 Number of cases of Malaria tested positive per annum Number of positive cases 37 Number of South African and West African employees in the HAART programme (cumulative) Number of employees 37 Percentage of South African and West African workforce on the voluntary counselling and testing (VCT) programme Percentage of workforce 37 Total recordable injury frequency rate (TRIFR): Employees, Contractors, Total Rate 34 Serious injuries (As per Gold Fields Group Health and Safety Reporting requirements) Number of serious injuries 34 Lost time injury frequency rate (LTIFR): Employees, Contractors, Total Rate 34 Near miss incidents Number of near miss incidents 34 1 ERM’s assurance coverage of Scope 3 emissions included the following categories only: Purchased Goods; Fuel & Energy Related Activities; Upstream Transportation & Distribution; and Business Travel, representing a coverage of 96% of total Scope 3 emissions. ERM also assured the overall Scope 3 emissions consolidation.

IAR 95 ASSURANCE Assured South African Mining Charter performance indicators Table 2. Selected South African Mining Charter performance indicators for the 2022 reporting period in our reasonable assurance scope and disclosed by Gold Fields in the Report. Parameter Unit Page number Percentage implementation of Mine Community Development Projects in approved and published Social and Labour Plan (SLP) (“Table S”1) Number of projects 69 Progress to date 69 HDSAs2 in management (in proportion to applicable demographics) made up of: 69 Board: 50% black persons with exercisable voting rights, of which 20% must be black women Board: Percentage black persons % 69 Board: Percentage black women % 69 Executive/top management: 50% black persons of which 15% must be black women Exec: Percentage black persons % 69 Exec: Percentage black women % 69 Senior: 50% black persons of which 15% must be black women Senior: Percentage black persons % 69 Senior: Percentage black women % 69 Middle: 60% black persons of which 20% must be black women Middle: Percentage black persons % 69 Middle: Percentage black women % 69 Junior: 70% black persons of which 25% must be black women Junior: Percentage black persons % 69 Junior: Percentage black women % 69 Employees with disabilities: 1.5% as a percentage of all employees Disabilities: Percentage 69 Core skills: 50% black persons Core skills: Percentage 69 Mining goods: 70% of procurement spend on goods (excluding non-discretionary spend) must be on South African manufactured goods, proportioned as follows regarding the manufacturing entity: 21% by HDPs3 owned and controlled company Percentage procured from HDPs owned and controlled company 69 5% by women OR by young owned and controlled company Percentage women OR by young owned and controlled company 69 44% by BEE4 compliant company Percentage procured from BEE- compliant company 69 Mining services: 80% of procurement spend on services (excluding non-discretionary spend) must be sourced from South African companies, proportioned as follows: 50% on HDPs owned and controlled company Percentage discretionary spend on HDPs owned and controlled company 69 15% on women owned and controlled company Percentage discretionary spend on women owned and controlled company 69 5% on youth Percentage discretionary spend on youth 69 10% on BEE compliant company Percentage discretionary spend on BEE compliant company 69 Research and Development (R&D) budget spend of which 70% must be spent on South African-based R&D entities % of spend on R&D entities 69 R-value of spend 69 1 As per the Implementation Guidelines for the BBSEEC for the South African Mining and Minerals Industry (2018) 2 Historically Disadvantaged South African 3 Historically Disadvantaged Persons 4 Black Economic Empowerment

Gold Fields Integrated Annual Report 2022 IAR 96 Reporting boundary REPORTING SCOPE AND BOUNDARY Our 2022 IAR provides a detailed view of Gold Fields for the financial year ended 31 December 2022. It reflects on Gold Fields’ financial and non-financial performance against our three strategic pillars, and how this created, preserved or eroded value for our key stakeholders – governments, employees, business partners, capital providers and host communities. Our financial reporting boundary includes the financial performance of our subsidiaries, joint ventures (JVs) and investments. It includes material information relating to our nine operations and one project in Australia, South Africa, Ghana (including our Asanko JV), Chile and Peru. We also include any material events after year-end and up to the Board approval date of 30 March 2023. We detail our geographical footprint on p6. The term “attributable” as it relates to production refers to 100% of our mines and projects except for Gruyere (50%), South Deep (96.43%), Damang (90%), Tarkwa (90%), Asanko (45% equity share), and Cerro Corona (99.5%). The term “attributable” as it relates to Mineral Reserves and Mineral Resources refers to 100% of our mines and projects, as well as Far Southeast (FSE) (40%), Gruyere (50%), Damang (90%), Tarkwa (90%), Asanko (45%) and Cerro Corona (99.5%). The exception is attributable Mineral Reserves and Mineral Resources at South Deep (90.5%). The term “managed” relating to production and Mineral Reserves and Mineral Resources refers to 100% of our mines and projects, as well as FSE (40%), Gruyere (50%) and Asanko (50%). The net debt:EBITDA ratios mentioned in this report refer to adjusted EBITDA, while we present Group and mine All-in costs and All-in sustaining costs in terms of the original World Gold Council interpretation. Non-financial data included in this IAR relates to our eight operating mines and excludes our non-managed Asanko JV and the Salares Norte project in Chile, unless stated otherwise. Socio-economic development spend includes spend by the South Deep trusts. For 2022, we used average exchange rates of R16.37/US$1 and US$0.69/A$1 (2021: R14.79/US$1 and US$0.75/A$1; 2020: R16.38/US$1 and US$0.69/A$1). We used forecast exchange rates of R17.00/US$1 and US$0.70/A$1 for 2023. Unless otherwise specified, no information has been restated from previous reporting periods. REPORTING LANDSCAPE In preparing this IAR and its supporting documents, we applied and complied with the following frameworks, standards and Acts: 	z Integrated Reporting Framework 	z Companies Act No 71 of 2008, as amended 	z JSE Limited Listings Requirements 	z New York Stock Exchange Listings Requirements 	z US Securities and Exchange Commission 	z King IV Report on Corporate Governance for South Africa 2016 	z International Financial Reporting Standards (IFRS) (as defined on p69 of the Annual Financial Report) Our non-financial data has been published in accordance with, and with reference to, the Global Reporting Initiative’s (GRI) Universal Standards. We consider that this IAR, together with additional documents available on our website, complies with the requirements of the GRI Standards. See our disclosures in accordance with the GRI Standards at www.goldfields.com/sustainability-overview.php We also comply with the International Council on Mining and Metals (ICMM) Sustainable Development Framework, Mining Principles, Performance Expectations and Position Statements (see p4 for assurance). Gold Fields completed a Self-Assessment and Independent Validation Statement of our conformance to the ICMM Mining Principles, Performance Expectations and mandatory elements of the Position Statements as part of our 2021 – 2023 independent third-party validation cycle. This self-assessment and independent validation was undertaken at corporate and asset level for all managed gold- producing operations in accordance with the ICMM 2020 Assurance and Validation Procedure. Our compliance with the ICMM is addressed throughout this report and on our website, and details: 	z How our sustainable development policies, management standards and procedures align with the ICMM’s Mining Principles 	z How we identify specific sustainable development risks and opportunities based on our review of the business and expectations of its stakeholders 	z The systems and approaches we implemented to manage the sustainable development risks and opportunities identified 	z Our performance across the identified material sustainable development risks and opportunities Our ICMM Self-Assessment and Independent Validation Statement report can be accessed at https://www.goldfields.com/pdf/sustainbility/ sustainability-reporting/international-council-on-mining-and-metals- (icmm)/2022/gold-fields-icmm-performance-expectations- report-2021-2023.pdf Gold Fields’ rejoined the World Gold Council in January 2021, and we are on track to implement its Responsible Gold Mining Principles within the required three-year timeline. We are already able to demonstrate near complete compliance with the principles at both corporate and mine levels by applying the WGC-ICMM equivalency benchmark. Gold Fields also subscribes to, aligns with or is a member of the following sustainability standards, reporting frameworks and indices: 	z Carbon Disclosure Project 	z Task Force on Climate-related Financial Disclosures 	z IFRS Foundation’s International Sustainability Standards Board 	z United Nations Global Compact 	z United Nations Sustainable Development Goals 	z Extraction Industries Transparency Initiative 	z International Cyanide Management Code FORWARD-LOOKING STATEMENTS This IAR contains forward-looking statements within the meaning of section 27A of the US Securities Act of 1933 (the Securities Act) and section 21E of the US Securities Exchange Act of 1934 (the Exchange Act) with respect to Gold Fields’ financial condition, results of operations, business strategies, operating efficiencies, competitive position, growth opportunities for existing services, plans and objectives of management, markets for stock and other matters. Such forward-looking statements can be identified by the use of forward-looking terminology, including the terms “believes”, “estimates”, “plans”, “anticipates”, “aims”, “continues”, “expects”, “hopes”, “may”, “will”, “would” or “could” or, in each case, their negative or other various or comparable terminology. These forward-looking statements, including, among others, those relating to Gold Fields’ future business prospects, revenues and income, and including any climate change-related statements, targets and metrics, wherever they may occur in this IAR, are necessary estimates reflecting the best judgement of Gold Fields’ senior management and involve a number of risks and uncertainties that could cause actual results to differ materially from those suggested by the forward-looking statements. Consequently, these forward-looking statements should be considered in light of various important factors, including those outlined in this IAR. Gold Fields undertakes no obligation to publicly update or release any revisions to these forward-looking statements to reflect events or circumstances after the date of this report or to reflect the occurrence of unanticipated events. Refer to Gold Fields’ comprehensive forward-looking statements on www.goldfields.com

GOLD FIELDS LIMITED Annual Financial Report including Governance Report 2022 Creating enduring value beyond mining

Gold Fields Annual Financial Report including Governance Report 2022 AFR 2 SEND US YOUR FEEDBACK We value your feedback. To ensure that we report on issues that matter to our stakeholders, please provide any feedback and questions to investors@goldfields.com or sustainability@goldfields.com, or visit www.goldfields.com to download the feedback form. NOTES The Audited Financial Statements for the year ended 31 December 2022 were prepared by the corporate accounting staff of Gold Fields headed by Ms T Ilarionova, the Group Financial Controller. This process was supervised by Mr PA Schmidt, the Group’s Chief Financial Officer (CFO). CREATING ENDURING VALUE BEYOND MINING ABOUT OUR COVER The cover photo of our 2022 Annual Financial Report shows a Rhino underground drill rig operating at our South Deep mine in South Africa. Delivering value in partnerships with our stakeholders Gold Fields is a globally diversified gold producer with nine operating mines in Australia, South Africa, West Africa (including the Asanko joint venture (JV)) and Peru and one project in Chile. We have total attributable annual gold-equivalent production of 2.40Moz, gold Mineral Reserves of 46.1Moz and gold Mineral Resources of 42.3Moz (excluding Mineral Resources). Our shares are listed on the Johannesburg Stock Exchange (JSE) and our American depositary shares trade on the New York Exchange (NYSE). Annual Financial Statements 67 Management’s Discussion and Analysis of the Financial Statements 67 Report of Independent Registered Public Accounting Firm 115 Accounting Policies 118 Consolidated Income Statement 141 Consolidated Statement of Comprehensive Income 142 Consolidated Statement of Financial Position 143 Consolidated Statement of Changes in Equity 144 Consolidated Statement of Cash-Flows 145 Notes to the Consolidated Financial Statements 146 Operating and Financial Information by Mine (unaudited) 200 Shareholders’ Information (unaudited) 208 Glossary of Terms (unaudited) 210 Administration and Corporate Information (unaudited) 221 CONTENTS Governance Report 2 Statement of Responsibility by the Board of Directors 3 Company Secretary’s Certificate 3 Chief Executive Officer and Chief Financial Officer Responsibility Statement 4 Corporate Governance Report 5 Directors’ Report 22 Audit Committee Report 26 Remuneration Report 29

Statement of Responsibility by the Board of Directors Company Secretary’s Certificate The directors are responsible for the preparation, integrity and fair presentation of the Annual Financial Statements (AFS) of Gold Fields Limited (Gold Fields) and its subsidiaries (together referred to as the Group or the Company), comprising the Consolidated Statement of Financial Position at 31 December 2022, the Consolidated Income Statement and Consolidated Statement of Comprehensive Income, Changes in Equity and Cash-Flows for the year then ended, the accounting policies and the notes to the Consolidated Financial Statements, as well as the Directors’ Report. These financial statements presented on p67 – 225 were prepared in accordance with the International Financial Reporting Standards (IFRS) and the requirements of the South African Companies Act No 71 of 2008, as amended (Companies Act), the JSE Limited Listings Requirements and include amounts based on judgements and estimates made by management. The directors consider that, in preparing the financial statements, they have used the most appropriate accounting policies, consistently applied and supported by reasonable and prudent judgements and estimates, and that all IFRS they consider to be applicable have been followed. The directors are satisfied that the information contained in the AFS fairly presents the results of operations and cash-flows for the year and the financial position of the Group at year-end. The directors also prepared the other information included in the Annual Financial Report (AFR) and are responsible for both its accuracy and its consistency with the financial statements. The directors are responsible for ensuring accounting records are kept. The accounting records should disclose with reasonable accuracy the financial position of the Group to enable the directors to ensure the financial statements comply with the relevant legislation. The directors are also responsible for such internal controls as they deem necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error, and for maintaining adequate accounting records and an effective system of risk management. The directors are also responsible for the controls over and the security of the website and, where applicable, for establishing and controlling the process for electronically distributing annual reports and other financial information to shareholders and to the Companies and Intellectual Property Commission (CIPC). The auditors are responsible for reporting on whether the Consolidated Financial Statements are fairly presented in accordance with the applicable financial reporting framework. The going concern basis has been adopted in preparing the financial statements. The directors have no reason to believe that the Group, or any company within the Group, will not be a going concern in the foreseeable future, based on forecasts and available cash resources. These financial statements support the viability of the Group. Gold Fields has adopted a Code of Conduct, which is available on the Gold Fields website and which is adhered to by the Group. The Group’s external auditors, PricewaterhouseCoopers Inc (PwC), audited the financial statements, and their report is presented on p115 – 119. APPROVAL OF CONSOLIDATED ANNUAL FINANCIAL STATEMENTS Gold Fields’ consolidated AFS, as identified in the first paragraph, were approved by the Board of Directors (Board) on 30 March 2023 and are signed on its behalf by: Martin Preece Paul Schmidt Interim Chief Executive Officer Chief Financial Officer Authorised director Authorised director In terms of section 88(2)(e) of the Companies Act, I certify that the Company has lodged with the CIPC all such returns required to be lodged by a public company in terms of the Companies Act, and that all such returns are true, correct and up to date. Anré Weststrate Company Secretary 30 March 2023 AFR 3 GOVERNANCE REPORT

Chief Executive Officer and Chief Financial Officer Responsibility Statement In terms of section 3.84(k) of the JSE Listings Requirements, the directors, whose names are stated below, hereby confirm that: a. The AFS set out on p120 – 235 fairly present in all material respects the financial position, financial performance and cash-flows of the issuer in terms of IFRS; b. To the best of our knowledge and belief, no facts have been omitted or untrue statements made that would make the AFS false or misleading; c. Internal financial controls have been put in place to ensure material information relating to the issuer and its consolidated subsidiaries have been provided to effectively prepare the financial statements of the issuer; d. The internal financial controls are adequate and effective and can be relied upon in compiling the AFS, having fulfilled our role and function as executive directors with primary responsibility for implementation and execution of controls; e. Where we are not satisfied, we have disclosed to the Audit Committee and the auditors any deficiencies in design and operational effectiveness of the internal financial controls, and have remediated the deficiencies/taken steps to remedy the deficiencies; and f. We are not aware of any fraud involving directors. Martin Preece Paul Schmidt Interim Chief Executive Officer Chief Financial Officer Gold Fields Annual Financial Report including Governance Report 2022 AFR 4

Corporate Governance Report OVERVIEW Standards, principles and systems Material internal and external standards and principles INTERNAL STANDARDS AND PRINCIPLES LISTINGS REQUIREMENTS SUSTAINABILITY STANDARDS BUSINESS ETHICS STANDARDS Gold Fields’ comprehensive set of internal standards and principles form the foundation of how we do business. These include: Our vision and values: Our values inform everything we do in pursuit of our vision to be the preferred gold mining company delivering sustainable, superior value. These values apply across every level of the Group, from directors to employees. Our purpose statement: Our new purpose statement is: “Creating enduring value beyond mining”. More information on our purpose and vision statements and values can be found on p3 of our Integrated Annual Report (IAR). Board Charter: The Charter describes the Board and its Committees’ terms of reference, articulates the objectives, powers and responsibilities of the Board and ensures that directors meet their fiduciary duties. Likewise, each Board Committee operates in terms of a written terms of reference that are reviewed at least annually to align with the provisions of applicable statutory and regulatory requirements. The Group developed a range of policy statements that direct business conduct, available online at www. goldfields.com/policies.php Code of Conduct: Gold Fields’ Code of Conduct commits and binds every employee, officer and director within the Company to conduct business in a way that is ethical and fair. The Board’s Audit Committee and the Social, Ethics and Transformation (SET) Committee are tasked with ensuring the consistent application of, and adherence to, the Code. The Code is available on our website at www.goldfields. com/code-of-conduct.php Values and Code of Conduct Summary for Suppliers and Contractors: The code outlines our expectations of suppliers and contractors in their dealings with us and with others. Our primary listing is on the JSE, and we are therefore subject to the provisions of the JSE Listings Requirements. Gold Fields has a secondary listing on the NYSE and, as a foreign private issuer, is subject to the provisions of the NYSE Listings Requirements, certain provisions of the U.S. Securities and Exchange Commission (US SEC), as well as the terms of the Sarbanes-Oxley Act of 2002. The Board is committed to the principles and recommended practices of King IV Report on Corporate Governance for South Africa, 2016 (King IV™)1 that are entrenched across the Group. The Board is satisfied that every effort was made to comply with all aspects of King IV and, to this end, ensured compliance during 2022. As per King IV, applicable, non-binding rules, codes and standards have been adopted by the Audit Committee. Our Sustainable Development Framework is guided by the International Council on Mining and Metals’ (ICMM) Mining Principles and their supporting Performance Expectation and external assurance thereof. Despite not being a direct participant in the United Nations (UN) Global Compact, we are guided by and adhere to its 10 principles. As members of the World Gold Council from 1 January 2022, we subscribe to all the relevant World Gold Council standards, including its Conflict-Free Gold Standard. Our Conflict-Free Gold Report and Statement of Conformance, (with the limited assurance opinion) can be viewed online at www goldfields.com/ sustainability-reporting.php Our reporting is guided by the Integrated Reporting Framework and the Global Reporting Initiative (GRI) standards. Our 2022 GRI submission can be viewed online at  www.goldfields.com/ sustainability-reporting.php All our eligible operations are certified to the International Cyanide Management Code (ICMC) – except our Cerro Corona mine in Peru, which does not use cyanide in its processes – the ISO 45001 occupational health and safety management systems standard and the ISO 14001 environmental management systems standard. Cerro Corona and the Tarkwa and Damang mines in Ghana are certified to the ISO 50001 energy management standard. Our other mines will follow suit. All our operations and regional offices, except those in Chile, are certified against the ISO 27001 information security management systems standard. Our Code of Conduct is aligned with national and international business ethics and anti-corruption standards, including the UN Convention against Corruption (2003) and the Organisation for Economic Co-operation and Development (OECD) Convention on Combating Bribery of Foreign Public Officials in International Business Transactions (1997). We support the principles and processes of the Extractive Industry Transparency Initiative (EITI) through our membership of the ICMM. Ghana and Peru are the EITI-compliant countries in which we operate. We annually review, assess and maintain a regulatory risk profile of all identified and assessed laws, regulations and adopted rules, codes and standards. Read more on p17. 1 Copyright and trademarks are owned by the Institute of Directors in South Africa NPC and all of its rights are reserved AFR 5 GOVERNANCE REPORT

Corporate Governance Report continued BOARD OF DIRECTORS Board overview As the highest governing authority of the Group, the Gold Fields Board assumes ultimate responsibility for the Company’s adherence to sound corporate governance standards and ensures all business decisions and judgements are made with integrity, reasonable care, skill and diligence. The Board’s objectives and responsibilities are articulated in its Charter. Similarly, each of the Board’s Committees operates in accordance with its written terms of reference, which are reviewed and approved annually. In terms of Gold Fields’ Memorandum of Incorporation (MoI), available at www.goldfields.com/standards-and-principles.php, the Board must have a minimum of four directors and can have up to a maximum of 15 directors. Currently, the Board comprises 10 directors – two executive directors and eight independent non-executive directors (NEDs). Gold Fields’ Board has had a majority of independent NEDs since the Company was founded in 1998. On advisement by the Nominating and Governance Committee, the Board ensures reputable persons of well-known competence and experience, who are willing to devote a sufficient part of their time to the Company, are elected as independent directors. Each director offers a range of relevant knowledge, expertise, technical experience and business acumen, enabling them to exercise independent judgement during Board deliberations and decision-making. The Nominating and Governance Committee also ensures the Board has adequate diversity in respect of race, gender, culture, age, field of knowledge, skills, experience, business expertise and geographic and academic backgrounds. As at end-2022 the Committee comprises Mr YGH Suleman, Mr SP Reid, Ms PG Sibiya and Mr TP Goodlace. This is in line with the Company’s commitment to inclusivity and diversity. The composition of the Board’s Committees was reviewed and approved during the Board meeting held in November 2022. The role of NEDs, who act independently of management, is to guide the Company, provide independent oversight, contribute to effective governance and protect the interests of both the Company and all its stakeholders, particularly shareholders – including minority shareholders. The roles of the Board Chairperson and Chief Executive Officer (CEO) are kept separate. Mr YGH Suleman, an NED, has served as our Board Chairperson since 1 June 2022, while Mr SP Reid, also an NED, has served as Lead Independent Director (LID) since 16 September 2021. During 2022, and after year-end, we made several other material announcements regarding the Board and its subcommittees, in addition to the new Chairperson’s appointment. These are Ms MC Bitar’s appointment as NED effective 1 May 2022, Mr CI Griffith’s resignation as CEO and executive director effective 31 December 2022 and Mr M Preece’s appointment as interim CEO and executive director effective 1 January 2023. The following committee appointments have been announced since 1 January 2022: On 1 June 2022, Ms PG Sibiya was appointed as Chairperson of the Audit Committee, Ms JE McGill as Chairperson of the Social, Ethics and Transformation (SET) Committee and Mr YGH Suleman as Chairperson of the Nominating and Governance Committee. Ms MC Bitar was appointed to the Risk, SET and Safety, Health and Sustainable Development (SHSD) Committees with effect from 18 August 2022 and the Remuneration Committee with effect from 23 February 2023. She had joined the Audit Committee on 17 August 2022 but stepped down on 12 October 2022. Ms JE McGill was appointed to the Capital Projects, Control and Review and SHSD Committees with effect from 18 August 2022 and to the Nominating and Governance Committee with effect from 23 February 2023. The Board is kept informed of all developments relating to the Group, primarily through its executive directors, executive management and the Company Secretary. Board members have unrestricted access to the Group’s management and access to the external auditors, when necessary, and are entitled to seek independent professional advice, at the Group’s expense, on any matters pertaining to Gold Fields that they require to address independently. A brief curriculum vitae (CV) for each Board member is detailed on p14 – 15 of this report. Chief Financial Officer Mr PA Schmidt has served as Gold Fields’ CFO since his appointment to the position on 1 January 2009. In accordance with the JSE Listings Requirements, the Audit Committee considered and unanimously agreed that Mr Schmidt executed his duties satisfactorily and with the required levels of expertise and experience during 2022. The Audit Committee is of the opinion that Mr Schmidt, together with other members of his financial management team, managed the Group’s financial affairs effectively during the 2022 financial year. Board appointments, rotation and retirement The appointment of directors is governed by a formal process. The Nominating and Governance Committee recommends suitable candidates, as well as evaluating such candidates from time to time. The Board Chairperson and LID are appointed on an annual basis by the Board after a review of their performance and independence. In line with recommendations by King IV, the Board conducts a thorough annual internal evaluation of the independence of directors, and specifically where directors have served on the Board for nine or more years. The Board was satisfied that all its NEDs met the criteria for the 2022 financial year. Together with management, the Nominating and Governance Committee develops and facilitates an induction programme for new Board members to ensure their understanding of Gold Fields and the business environment in which it operates. The Committee also assesses the commitments of non-executive candidates to ensure their availability to fulfil their responsibilities. The Board attendance is listed on p8. Gold Fields Annual Financial Report including Governance Report 2022 AFR 6

In accordance with Gold Fields’ MoI, one-third of all directors (including executive directors) shall retire from office at each Annual General Meeting (AGM). The first to retire are those directors appointed during the year, followed by the longest-serving members. The Board, assisted by the Nominating and Governance Committee, recommends the eligibility of retiring directors (subject to availability and their contribution to the business) for reappointment. Retiring directors can be re-elected immediately by the shareholders at the AGM. Term limit of non-executive directors In terms of the Board Charter, a director is required to retire at the AGM following the year in which they turn 70 years old, unless the retirement age is extended by a fixed period at the discretion of the Board. In accordance with the recommendations of King IV, a director may continue to serve longer than nine years, provided the Board in its entire discretion and unanimous decision determines that it is in the best interest of the Company and its shareholders to extend the director’s service for the additional period. Directors’ dealings in shares of Gold Fields Gold Fields’ Board members and employees are informed of closed and prohibited periods for share dealings by the Company Secretary, as prescribed by the Gold Fields Share Dealing Policy, which is in line with JSE Listings Requirements and applicable legislation. Closed and prohibited periods remain in force until quarterly, biannual and annual results are published. This was done on a quarterly basis during 2022. Closed periods will also be in place should the Company trade under a cautionary announcement. Any directors’ dealings (including executive directors) require the pre-approval of the Chairperson. The Company Secretary keeps record of such dealings. Board remuneration NEDs are remunerated for their services as members of the Board, including the respective subcommittees they attend annually and ad hoc Committees officially approved by the Board. Shareholders approve these Committee fees annually at the Company’s AGM. Further details of NEDs’ and executive directors’ remuneration can be found in the Remuneration Report on p29 – 66. Board of Directors’ Charter During the year, the Board reviewed the Board Charter and subcommittees’ terms of reference to ensure it aligns with the recommendations of King IV. A summary of how Gold Fields applied the principles of King IV is detailed and explained on p18 – 19. Company Secretary The Company Secretary provides company secretarial services and oversees Board governance processes in accordance with applicable regulation, including the Companies Act, King IV, and the JSE and NYSE Listings Requirements. The Company Secretary attends all meetings held by the Board and its subcommittees. The Board has direct access to the Company Secretary, who guides the directors in the execution of their duties and responsibilities. The Company Secretary is not a director of the Group, has an arm’s length relationship with the Board and is an employee of the Company. The Company Secretary oversaw relevant Board governance matters and assisted the Board and its Committees with annual plans, agendas, minutes and terms of references during 2022. Ms A Weststrate held the position of Company Secretary in 2022. The Board is satisfied that Ms Weststrate is competent, qualified and has the necessary expertise and experience to fulfil the role. Application of King IV within Gold Fields The Board aligns its processes, practices and structures with King IV and continued to review and refine the Group’s approach to ensure and enhance compliance with King IV during 2022. A full register of the King IV principles, and the extent of the Company’s compliance therewith, is available on p18 – 19, and will also be placed on the website at www.goldfields.com/standards-and-principles.php Board attendance The Board is required to meet at least four times a year. The Board Charter allows the Board to conduct its meetings by electronic communication. The Board met eight times during 2022, as four special Board meetings were held to deliberate on urgent substantive matters. The Nominating and Governance Committee held a special meeting to consider NED appointments and succession processes. To prepare for Board meetings, all directors are provided with the necessary information needed in the form of comprehensive Board packs, which are collated in advance by management in preparation for each Board or subcommittee meeting. These packs enable our directors to discharge their responsibilities effectively and efficiently during meetings. The Board agenda and meeting structure focus on strategy, sustainable development, finance, performance monitoring, governance and other related matters. During 2022, Board meetings and some subcommittee meetings were preceded by closed-session meetings by NEDs. Directors are required to recuse themselves from meetings on any matters in which they may be conflicted. AFR 7 GOVERNANCE REPORT

Corporate Governance Report continued Number of Board meetings, Board Committee meetings and directors’ attendance during the year Directors Board meetings Special Board meetings Ad hoc Investment Committee Audit Committee Safety, Health and Sustainable Development Committee Capital Projects, Control and Review Committee Remuneration Committee Social, Ethics and Transformation Committee Nominating and Governance Committee Risk Committee Number of meetings per year 4 4 14 6 4 4 4 5 6 2 CA Carolus1 2 4 2 – 2 2 2 3 1 – YGH Suleman2 4 4 14 6 1 4 3 1 6 A Andani 4 4 14 6 – 4 4 4 – – PJ Bacchus 4 4 14 6 – 4 4 – – 2 MC Bitar3 3 2 9 1 3 2 2 2 – 1 TP Goodlace 4 4 14 – 4 4 – – 6 2 CI Griffith4 4 4 13 6 4 4 4 5 2 2 JE McGill 4 4 9 1 4 4 4 5 – 1 M Preece5 – – 1 – – – – – – – SP Reid 4 4 3 – 4 4 4 – 6 – PA Schmidt 4 4 14 6 – 4 – – – 2 PG Sibiya 4 4 10 6 – 3 – 5 5 2 1 Ms Carolus resigned from the Board effective 1 June 2022 2 Mr Suleman was appointed as Chairperson on 1 June 2022 and is a standing invitee to all Committee meetings 3 Ms Bitar was appointed effective 1 May 2022 4 Mr Griffith resigned effective 31 December 2022 5 Mr Preece was appointed executive director and interim CEO effective 1 January 2023. Mr Preece attended one ad hoc Investment Committee meeting as acting CEO The full Directors’ Report is on p22 – 25. Gold Fields Annual Financial Report including Governance Report 2022 AFR 8

BOARD COMMITTEES The Board has eight standing Committees, established in compliance with the Companies Act and JSE Listings Requirements. These Committees have delegated authority from the Board. Members of the Committees are all independent NEDs, and the CEO, CFO and various members of management are standing invitees to these meetings. Each Board Committee is chaired by an independent NED. The Board’s Committees operate in accordance with written terms of reference and have a set list of responsibilities, which are outlined at www.goldfields.com/standard-and-principles.php. In line with King IV recommendations, the Board reviews the terms of reference of all subcommittees every year and, if necessary, adopts changes which are approved by the Board. Subcommittees are required to evaluate their effectiveness and performance annually and to report findings to the Board for consideration. The written terms of reference and responsibilities of the Board and its Committees are set out below Board The Board consists of eight NEDs and two executive directors. The Board is responsible for approving and monitoring the Group’s performance against the management-developed strategy. The Board reviews its governance practices annually and is satisfied that all aspects of King IV principles were met in 2022. The Board Charter compels directors to promote the vision of the Company while upholding sound principles of corporate governance. Certain responsibilities are delegated to Board subcommittees without abdicating accountability. The delegation of authority to the subcommittees is formal in terms of the Board-approved terms of reference for each Committee. Other directors’ responsibilities in terms of the Board Charter can be found on the Company website at www.goldfields.com/standards-and-principles.php Key focus areas during 2022 	● Chilean NED search, filling NED vacancy and appointing a new director from Chile 	● Resignation of the Board Chairperson and appointment of a suitable replacement 	● Resignation of the CEO and appointment of interim CEO 	● Implementation and enhancement of Group’s ESG performance in accordance with strategy 	● Monitoring progress and performance of significant projects such as Salares Norte and the South Deep solar project 	● Development and asset optimisation – planned acquisition of Yamana Gold Inc (Yamana Gold) and several smaller projects 	● Monitoring country risks that may impact operations, such as the political situation in South America 	● Group culture assessment, including oversight of independent employee surveys 	● Safety and stability of Group tailings facilities following the Jagersfontein and other tailing storage facilities (TSF) failures The Board assessed its 2022 performance and effectiveness through an internal assessment, which concluded that it was fully functional and satisfactorily discharging its duties as set out in the Board Charter. BOARD OF DIRECTORS EXECUTIVE COMMITTEE Nominating and Governance Committee Audit Committee Remuneration Committee Safety, Health and Sustainable Development Committee Capital Projects, Control and Review Committee Social, Ethics and Transformation Committee Risk Committee Ad hoc Investment Committee AFR 9 GOVERNANCE REPORT

Nominating and Governance Committee The Nominating and Governance Committee consists of four independent directors. The Committee contributes to value creation by developing a robust approach to corporate governance and recommending sound governance principles to the Board. The Committee reviews the structure, composition and size of the Board and how this relates to its effectiveness, and it makes recommendations on the process to evaluate the effectiveness of the Board, its Committees and management. It considers the rotation of directors and makes appropriate recommendations on succession, whereupon it identifies and evaluates nominees, making recommendations for election of suitable candidates. The Committee identifies successors to the Chairperson, Deputy Chairperson or LID and the CEO, and makes recommendations to the Board. It considers the mandates of Board Committees, the selection and rotation of the Chairpersons and Committee members and makes recommendations to the Board. The Committee reviews the suitability of Committee members and conducts annual performance evaluations with recommendations to the Board. The Committee provides assurance to the Risk Committee on risks apportioned to the Committee as mandated by the Board, in ensuring risk management oversight with the Committee’s scope. Key focus areas during 2022 	● Filling NED vacancies and appointing new directors 	● Resignation of the Board Chairperson and appointment of a suitable replacement 	● Resignation of the CEO and appointment of interim CEO 	● Assessing Board skills, diversity and composition 	● Governance and Board oversight, given the higher standards of reporting and during a significant acquisition 	● Succession planning for directors, the CEO and senior executives 	● Commencing the process of identifying replacements for executives (including the CEO) who resigned during 2022 	● Board training and evaluation 	● Governance and compliance matters The Committee assessed its 2022 performance and effectiveness through an internal assessment, which concluded that it was fully functional and satisfactorily discharging its duties as set out in its terms of reference. Audit Committee The Audit Committee consists of three independent directors. The full duties and responsibilities of the Audit Committee, along with its terms of reference and statement, appear on p26 – p28. This Committee contributes to value creation of the Company and the Board by overseeing the Company’s financial affairs and integrated reporting on financial statements, sustainability reporting and public announcements on financial data. The Committee monitors the suitability and independence of external auditors, including their scope and effectiveness. It has oversight on combined assurance, effectiveness of the Group’s internal audit controls and internal function. The Committee provides assurance to the Risk Committee Chairperson as mandated by the Board, in ensuring risk management oversight within the Committee’s scope. The Committee’s formal terms of reference are reviewed annually and is set out in its Board-approved Charter. The Board is satisfied that the Committee complied with these terms, as well as with its legal and regulatory responsibilities as set out in the Companies Act, King IV and paragraph 3.84(g) of the JSE Listings Requirements. Key focus areas during 2022 	● Reviewed PwC’s performance as external auditors and resolved to recommend their reappointment as the Company’s auditors to the Board and shareholders 	● Ensured the external assurance of non-financial data 	● Confirmed Gold Fields’ status as a going concern 	● Statutory financial reporting, integrated reporting and Form 20-F 	● Reviewed the IAR, AFR and Form 20-F 	● Group funding and refinancing matters 	● Annual assessment of the CFO’s and financial department’s performance 	● Evaluation of the independence and performance of external auditors and recommendation of appointment to shareholders 	● Oversight over corruption and other financial misdemeanours Disclosures 	● Systems are in place to ensure combined assurance 	● Systems are in place to govern information and technology (IT) and its effectiveness 	● Adoption of a Responsible and Transparent Tax Policy and Strategy 	● Systems are in place to govern and manage compliance The Committee assessed its 2022 performance and effectiveness through an internal assessment, which concluded that it was fully functional and satisfactorily discharging its duties as set out in its terms of reference. Corporate Governance Report continued Gold Fields Annual Financial Report including Governance Report 2022 AFR 10

Remuneration Committee The Remuneration Committee consists of four independent directors. This Committee contributes to value creation by overseeing the Company’s remuneration link to performance outcomes against strategy, encouraging alignment with shareholder experience and principles of fairness and responsibility. It ensures that contractual terms on potential termination of the executive directors and Group Executive Committee (ExCo) members, and any payments made, are fair to both parties, that failure is not rewarded and that the duty to mitigate loss is fully recognised. It further provides oversight and management of remuneration-related risks. The Committee provides assurance to the Risk Committee Chairperson, as mandated by the Board, in ensuring risk management oversight within the Committee’s scope. Key focus areas during 2022 	● Ensuring strategic alignment between targets in Group, regional and personal scorecards 	● Managing the departure of Mr CI Griffith on his resignation and the appointment of Mr M Preece as interim CEO 	● Issuing performance criteria for the 2022 equity and cash-settled Long-Term Incentive Plan (LTIP) awards, including measures related to decarbonisation and gender representation across the Group 	● Reviewing an independent benchmarking study of executive pay and addressing the subsequent outcomes 	● Approving the outcomes of the 2022 Group scorecard and the 2022 executive performance ratings 	● Supporting initiatives related to the retention of critical skills in jurisdictions with heightened talent challenges in competitive mining environments 	● Reviewing the Group’s non-financial incentives as a complement to the remuneration strategy The Company’s remuneration policies, as well as details of directors’ fees and equity-settled instruments, are included in the Remuneration Report on p29 – 66. The Committee assessed its 2022 performance and effectiveness through an internal assessment, which concluded that it was fully functional and satisfactorily discharging its duties as set out in its terms of reference. Safety, Health and Sustainable Development Committee The Safety, Health and Sustainable Development (SHSD) Committee consists of four independent directors. This Committee contributes to value creation by monitoring all matters of safety, health and sustainable development – including the consideration of investigations into any relevant incidents – and makes recommendations to the Board on policies and guidelines on these matters. The Committee assesses and approves sustainable development policies that apply to the Group’s operations. It monitors the Group’s operations against regulations, policies and standards and makes specific recommendations regarding the investigation of incidents. The Committee further considers national and international regulatory and technical developments that relate to sustainable development when making recommendations to the Board on these matters. It offers recommendations to the Board on the engagement of external assurance partners with the requisite credentials. The Committee provides assurance to the Risk Committee Chairperson, as mandated by the Board, in ensuring risk management oversight within the Committee’s scope. Key focus areas during 2022 	● Tracking Committee-related risks 	● Monitoring relevant ESG matters and related 2030 targets 	● Oversight of the Company’s Decarbonisation Strategy and implementation 	● Addressing environmental risks, including the Short-tailed Chinchillas – a protected species in Chile 	● Overseeing the Company’s TSF management and the implementation of the GISTM 	● The impact of Covid-19 on the duties of the Committee and ensuring appropriate mitigation measures are in place 	● Benchmarking Gold Fields’ ESG reporting and performance relative to its peers 	● Reviewing the causes of major internal and industry incidents to prevent their occurrence at Gold Fields 	● Analysing the Group catastrophic risks and mitigating actions 	● Reviewing emergency drill procedures at our mines 	● Overseeing the Group’s health, safety and wellbeing strategies and implementation 	● Monitoring training in Courageous Safety Leadership (CSL) programme 	● Quarterly tailings and geotechnical management updates The Committee assessed its 2022 performance and effectiveness through an internal assessment, which concluded that it was fully functional and satisfactorily discharging its duties as set out in its terms of reference. AFR 11 GOVERNANCE REPORT

Corporate Governance Report continued Capital Projects, Control and Review Committee The Capital Projects, Control and Review Committee consists of four independent directors. This Committee contributes to value creation by considering new capital projects and satisfying the Board that the Company used appropriate and efficient methodologies to evaluate and implement capital projects exceeding R1.5bn or US$200m. The Committee reviews the results attained in the completion of each project against the work undertaken. It monitors progress throughout the project cycle and periodically reports its findings to management and the Board. Key focus areas during 2022 	● Addressing and monitoring projects, with a particular focus on Salares Norte and working towards completing the project on time and on budget 	● Monitoring the Damang Reinvestment project 	● The impact of Covid-19 on the duties of the Committee and appropriate mitigation measures 	● South Deep capital project implementation and solar project 	● Reviewed and approved the Group Capital Framework 	● Monitored the sustainability of contractor mining in Ghana The Committee continues to review the results attained on completion of each project against the authorised work undertaken. The Committee assessed its 2022 performance and effectiveness through an internal assessment, which concluded that it was fully functional and satisfactorily discharging its duties as set out in its terms of reference. Social, Ethics and Transformation Committee The SET Committee consists of four independent directors and one executive director (a requirement of the Companies Act). The Committee performs its role as contemplated in the Companies Act and its regulations, with oversight responsibilities on matters of social, ethics, security, labour, transformation, community, corruption, land (social context), human rights and stakeholder relationships matters, ensuring the Company upholds the principles of good corporate citizenship. This Committee adds to value creation by contributing to socio-economic development by adhering to acts and relevant regulation, including OECD, employment equity and Broad-Based Black Economic Empowerment (B-BBEE). It enforces the labour mandate and employment policies and practices by offering oversight over ethics management, transformation, localisation and compliance with laws and regulations. It also reviews and monitors stakeholder engagements and guides strategically on these matters. The Committee provides assurance to the Risk Committee Chairperson, as mandated by the Board, in ensuring risk management oversight within the Committee’s scope. Key focus areas during 2022 	● ESG benchmarking and targets, with particular reference to diversity and inclusion and stakeholder management 	● Tracking Committee-related risks 	● Communication with stakeholders and stakeholder relationships 	● Ethics, human rights, governance and compliance 	● The impact of Covid-19 on the duties of the Committee and appropriate mitigation measures 	● Social and transformation initiatives at the corporate office and respective regions 	● Social and economic development in our host communities, sound corporate citizenship, labour and employment practices, employment equity, diversity and inclusion, stakeholder relations and value creation, human rights, branding and reputation and ethics and governance 	● Political, social and economic developments in our host countries, including the social and political upheaval in Chile and the economic and fiscal crisis in Ghana 	● Oversaw the regions’ foundations and trusts, including the South Deep Education Trust, South Deep Community Trust and the Gold Fields Ghana Foundation The Committee assessed its 2022 performance and effectiveness through an internal assessment, which concluded that it was fully functional and satisfactorily discharging its duties as set out in its terms of reference. Gold Fields Annual Financial Report including Governance Report 2022 AFR 12

Risk Committee The Risk Committee consists of four independent directors. This Committee contributes to value creation by ensuring effective risk management policies and strategies are in place and are recommended to the Board for approval. The Committee reviews the adequacy of the Risk Management Charter, Policy and Plan. The Committee regularly considers the Company’s key risks, especially from a materiality reference point. The Chairperson, as mandated by the Board, receives assurance from the various Board Committees’ Chairpersons regarding oversight of risk management within each respective Committee’s scope. Key focus areas during 2022 	● Managing the Company risks, enhancing risk management processes by separating the Group catastrophic risks and developing a catastrophic risk management system for implementation throughout Gold Fields 	● Introducing a new risk appetite and tolerance standard to ensure a common and best practice approach and monitor compliance 	● Cybersecurity risk assessment 	● Consideration and approval of combined assurance 	● Consideration and approval of Group and regional risk registers The Committee assessed its 2022 performance and effectiveness through an internal assessment, which concluded that it was fully functional and satisfactorily discharging its duties as set out in its terms of reference. Ad hoc Investment Committee The ad hoc Investment Committee consists of four independent directors. The objective of the ad hoc Investment Committee is to consider and, where appropriate, make recommendations to the Board on strategic, organisational and structuring options, including investment and divestment opportunities, to achieve the Company’s strategic objective of maximising sustainable shareholder returns. It is the responsibility of this Committee to: 	● Consider strategic alternative corporate organisational options and structures 	● Assess new material investment or divestment opportunities 	● Review the outcomes of all options or opportunities against specified work plans identified among the Committee members and management 	● Monitor progress throughout the process of material corporate transactions 	● Periodically report its findings and recommendations to the Board 	● Provided governance and oversight over the proposal to acquire Yamana Gold during 2022 Executive Committee Gold Fields’ ExCo is not a Board subcommittee. It is primarily responsible for the implementation of Company strategy, as well as carrying out the Board’s mandates and directives. ExCo meets monthly to review Company performance against set objectives and develops Company strategy and policy proposals for consideration by the Board. ExCo also assists the Board in the execution of the Company’s disclosure obligations. A series of guidelines on disclosure have been disseminated throughout the Company. ExCo consists of the Prescribed Officers and Executive Directors of Gold Fields – 11 members in total. Each of Gold Fields’ regional operating subsidiaries has established Board and regional executive structures in place to ensure sound corporate governance practices and standards. AFR 13 GOVERNANCE REPORT

Corporate Governance Report continued DIRECTORS Independent non-executive directors YUNUS GH SULEMAN (65) Chairperson and Chairperson of the Nominating and Governance Committee BCom, University of KwaZulu-Natal; BCompt (Hons), University of South Africa (UNISA); CA(SA); CD(SA) Appointed to the Board: 2016 Experience and expertise: Auditing, financial accounting and governance Mr Suleman serves as Chairperson of Liberty Holdings Limited and Liberty Group Limited and interim Chairperson of Albaraka Bank Limited. Mr Suleman has over 35 years’ experience in the auditing and accounting profession – first at Arthur Andersen and then at KPMG when the two companies merged in 2002. He was Chairperson of KPMG South Africa until February 2015. He also chaired the KPMG Foundation. Since leaving KPMG, Mr Suleman has served as Executive Chairperson of Sulfam Holdings. He was an independent NED of Tiger Brands until November 2018. STEVEN P REID (67) LID and Chairperson of the Remuneration Committee BSc (Mineral Engineering), South Australian Institute of Technology; MBA, Trium Global Executive; ICD.D, Institute of Corporate Directors Appointed to the Board: 2016 Experience and expertise: Mining engineering, risk management and compensation management Mr Reid has 46 years’ international mining experience and has held senior leadership roles in numerous countries. He has served as a director of Eldorado Gold since May 2013 and was a director of SSR Mining between January 2013 and September 2020. He served as Chief Operating Officer of Goldcorp from January 2007 until his retirement in September 2012 and, prior to that, was the Company’s Executive Vice President in Canada and the United States of America. Before joining Goldcorp, Mr Reid spent 13 years at Placer Dome in numerous corporate, mine management and operating roles. He also held leadership positions at Kingsgate Consolidated and Newcrest Mining, where he was responsible for the Asian and Australian operations. ALHASSAN ANDANI (61) Chairperson of the Capital Projects, Control and Review Committee MA (Banking and Finance), Finafrica Institute in Italy; BSc (Agriculture), University of Ghana Appointed to the Board: 2016 Experience and expertise: Investment and corporate banking and executive leadership Mr Andani is a Founding Partner at LVSafrica Limited. He is the Chairperson of Ghana Association of Bankers Health Insurance and a Board member at Stanbic Holdings and Teachers Fund of the Ghana National Association of Teachers. Mr Andani holds an Honorary Doctorate from the University of Development Studies, Ghana. He is an Honorary Fellow at the following institutions: Chartered Institute of Bankers – Ghana, Institute of Directors – Ghana, Chartered Institute of Credit Management and Institute of Public Relations – Ghana. PETER J BACCHUS (54) Chairperson of the Risk Committee and the ad hoc Investment Committee MA (Economics), Cambridge University Appointed to the Board: 2016 Experience and expertise: Investment banking, financing, mergers and acquisitions and ESG/decarbonisation Mr Bacchus is Chairperson of the independent merchant banking boutique, Bacchus Capital. Previously he has acted as the global Head of Mining and Metals and Head of European Investment Banking at investment bank Jefferies, a position he held until 2016, and as global Head of Mining and Metals at Morgan Stanley. Prior to that he was Head of Investment Banking, Industrial and Natural Resources at Citigroup in Australia. Mr Bacchus has more than 30 years’ experience in investment banking with a focus on the global natural resource sector and is also a member of the Institute of Chartered Accountants in England and Wales. Mr Bacchus is also an NED of Trident Royalties plc. He is the Chairperson of BG Gold, Green14 Limited (which he cofounded) and 308 Services Limited, and a trustee of Space for Giants, an African-focused conservation charity. He has previously served as an NED of Kenmare Resources, Australian-listed Galaxy Resources and UK-listed mining group NordGold. MARIA C BITAR (53) Independent NED BA (Economics), Dartmouth College; MBA, Universidad de Chile and Tulane University Appointed to the Board: 2022 Experience and expertise: Mining, communication, governance and stakeholder relations Ms Bitar was appointed as an NED of Gold Fields with effect from 1 May 2022. Ms Bitar is President of Azerta, one of Chile’s leading strategic communications and public affairs agencies, which also operates in Peru. She has 25 years of experience working as a consultant, specialising in public affairs, crisis management, communications and sustainability. She has more than 12 years of board experience in large publicly traded companies in Chile and abroad, with proven experience working within the mining sector. Gold Fields Annual Financial Report including Governance Report 2022 AFR 14

TERENCE P GOODLACE (63) Chairperson of the SHSD Committee MBA (Business Administration), University of Wales; BCom, UNISA; NHDip and NDip (Metalliferous Mining), Witwatersrand Technikon; MDP, University of Cape Town Appointed to the Board: 2016 Experience and expertise: Mining, capital projects, commercial and operational management, risk management and mineral resource management Mr Goodlace was appointed as an NED of Gold Fields with effect from 1 July 2016. Mr Goodlace’s mining career commenced in 1977, spanning more than 43 years across different organisations. He has previously served as both an Executive Vice President and the Chief Operating Officer for Gold Fields, having returned to the Company to serve as an independent NED. He has experience serving as a CEO at Impala Platinum Holdings Limited and Metorex Limited. He served on the Impala Platinum Holdings Limited board for two years as an independent NED and four and a half years as an executive director. He spent three years as an executive director of Metorex Limited. Mr Goodlace has been non-executive Chairperson at Southern Palladium (listed on the ASX) since 29 March 2021 and non-executive Chairperson at Kumba Iron Ore Limited (listen on the JSE) since 23 June 2021. He has been an NED at Andrada Mining Limited (listed on the AIM) since 21 May 2018. JACQUELINE E MCGILL (54) Chairperson of the SET Committee MBA, La Trobe University; BSc (Ext Metallurgy), Murdoch University; Honorary Doctorate, Adelaide University Appointed to the Board: 2021 Experience and expertise: Financial performance management, operational leadership, risk management, and ESG strategies Ms McGill was appointed as an NED of Gold Fields with effect from 22 November 2021. Ms McGill has more than 30 years of operational leadership experience in the mining resource sectors. During her executive, she has delivered turnarounds of complex, capital intensive businesses. Ms McGill held chief executive-level roles within BHP Group Limited (BHP) for both BHP Mitsui Coal and Olympic Dam Corporation. She has an Order of Australia for her work in the resource sector and her leadership on inclusion and diversity. She is an experienced company director serving on boards of New Hope Group and 29 Metals, listed in Australia. PHILISIWE G SIBIYA (46) Chairperson of the Audit Committee BCom (Hons), University of KwaZulu-Natal; CA(SA) Appointed to the Board: 2021 Experience and expertise: Executive management, finance and telecommunications Ms Sibiya was appointed as an NED of Gold Fields with effect from 1 March 2021. Ms Sibiya, a seasoned business executive, has nearly 20 years of management experience across Africa. After holding various senior financial roles, including CFO at MTN South Africa, she successfully transitioned into the role of CEO for MTN Cameroon – the first female appointed into a CEO position within the MTN Group. She is the founder and CEO of Shingai Group and non-executive board member of JSE-listed AECI Limited, Investec plc and Investec Limited. Executive directors MARTIN PREECE (58) Interim CEO BTech (Mining), Witwatersrand Technicon; Executive Development Programme, Gordon Institute of Business Science (GIBS); Accelerated Development Programme, London Business School Appointed to the Board: Executive Director and Interim CEO – January 2023 Experience and expertise: Mining, management and engineering Mr Preece is currently the interim CEO of Gold Fields, a position he has held since January 2023. He joined Gold Fields as Executive Vice President: South Africa in May 2017, leading the successful ramp-up of the South Deep mines since then. Prior to joining Gold Fields, he was Chief Operating Officer at De Beers, South Africa. Mr Preece has 37 years of mining experience, starting his career as a learner miner and holding a number of operational and technical roles before taking up mine manager positions at various operations across De Beers. After moving to Group level at De Beers, he held positions as mine strategist and business development manager before being appointed Chief Operating Officer in 2011. PAUL SCHMIDT (55) CFO BCom, University of the Witwatersrand; BCompt (Hons), UNISA; CA(SA) Appointed to the Board: Executive Director and CFO – 2009 Experience and expertise: Finance, mining and management Prior to his appointment as CFO of Gold Fields, Mr Schmidt held the positions of acting CFO from May 2009 and Financial Controller from April 2003. He has more than 25 years’ experience in the mining industry. AFR 15 GOVERNANCE REPORT

HOW BOARD GOVERNANCE ADDS VALUE Setting fair remuneration 	● Ensures executive remuneration is fair, equitable and responsible, and informed by ExCo’s achievement of Gold Fields’ strategic objectives 	● Determines remuneration principles in line with King IV 	● Ensures remuneration practices align with shareholder interests and support the achievement of a sustainable business 	● Helping to attract, motivate, retain and reward employees 	● Driving achievement of strategic objectives through incentives and rewards 	● Approves a remuneration policy that includes disclosures on implementation to ensure transparent reporting of CEO and CFO remuneration Supporting strategy that delivers value and sustainability 	● Approves strategic goals and direction following ExCo’s presentation of strategy, business plans and risk register for input 	● Ensures strategy drives a sustainable business agenda and considers the interests of stakeholders by balancing how risks and opportunities might impact the achievement of objectives 	● Agrees upon performance targets 	● Monitors implementation of strategy through quarterly Board meetings 	● Quarterly CEO reports on performance against operational targets 	● Performs on-site visits to operations and projects and, on occasion, interacting with individual executives on strategic and operational performance Driving inclusive stakeholder engagement 	● Approves Stakeholder Relationship and Engagement Policy to ensure that stakeholder engagement allows for collaborative and informed decision-making 	● Oversees transparent reporting so stakeholder groups can make informed assessments of Gold Fields’ ability to deliver sustainable value 	● Drives ongoing evolution of inclusive stakeholder engagement and relationship building to balance the interests, needs and expectations of stakeholders with the best interests of the Company Building an ethical culture 	● Sets the tone for a culture of ethics that underpins commitment to compliance, and voluntarily adopted rules, codes and standards, where practical 	● Upholds an ethos of good governance and sustainability 	● Ensures business decisions are carried out with due care, skill and diligence to protect reputation and maintain licence to operate 	● Promotes a culture of ethics and responsible corporate citizenship 	● Carries out its fiduciary duties Creating a safe and healthy working environment 	● Upholds the primary value of “If we cannot mine safely, we will not mine”, thereby supporting the practice of stopping mining in areas or situations that are deemed unsafe 	● Supports minimising potential negative impacts on employees and contractors, maintaining operational continuity and protecting reputation 	● Together with management, drives a stringent safety and health culture 	● Oversees adherence to safety, health and environmental legislations, standards and compliance requirements, and approves adoption of various voluntary leading safety principles Ensuring regulatory compliance and sound governance 	● Ensures compliance with all relevant laws, regulations and adopted rules, codes and standards, and the highest levels of corporate governance 	● Supports ExCo decisions to drive governance in line with leading practices 	● Reviews corporate governance and compliance systems and frameworks to align these with increasingly stringent and far-reaching obligations imposed by laws, regulations, rules, codes and standards Environmental, social and governance 	● Ensures alignment with good corporate citizenship, assessment and speedy response to any negative impacts operations may have on communities and the environment 	● Through the SET Committee, focuses on, among others, impact on, and benefits to, communities, while the SHSD Committee deals with, inter alia, issues of environmental stewardship as well as the safety and wellbeing of employees and contractors 	● Ensures that the business integrates ESG fully into its business operations and addresses relevant ESG concerns raised by stakeholders and society at large Corporate Governance Report continued Gold Fields Annual Financial Report including Governance Report 2022 AFR 16

ENSURING WE DO BUSINESS ETHICALLY The structures and mechanisms used to drive ethical business practice The foundation of our business is based on strong ethics. Our Board and its Committees are responsible for setting the ethical tone which, in turn, cultivates a culture of integrity and transparent reporting to our stakeholders. From this foundation, we build trust with our stakeholders, allowing us to strengthen our reputation and create sustainable value. We have numerous mechanisms in place to help to ensure we conduct our business ethically, adhere to compliance requirements and entrench good governance within the business. 1. Legal and compliance We assess any legal, non-compliance and reputational risks facing the Company and mitigate these by enacting an effective governance and compliance framework, which follows a systematic and integrated approach, and pivots on robust mitigating control structures. During 2022, the Company: 	● Ensured monitoring of and continuous training on the Code of Conduct 	● Maintained the annual profiling and assessment of applicable laws, regulations, rules, codes and standards 	● Continued monitoring Anti-Bribery and Corruption legislation and compliance thereof internally 	● Enhanced the internal assurance process to more effectively align inherent and residual risk, controls and imposed obligations 	● Updated the Group Governance and Compliance portal to include a fit-for-purpose and focused centre of excellence for data protection and privacy 	● Risk-screened 100% of all new and existing suppliers and contractors for a range of pre-defined risk categories 	● Analysed engagements with and commitments made to external stakeholders, as well as declarations filed in terms of the Group’s Code of Conduct 	● Extended operational audits by our Internal Audit function to assess compliance-related controls as part of the control’s application on the operational business process 	● Worked with the Audit Committee to ensure a high standard of comprehensive and accurate disclosures 	● Updated a Conflicts of Interest Register as needed, which is maintained by our regional and group legal officers, kept by the EVP: Group General Counsel and presented to the Audit Committee upon request 2. Audit and risk The Risk Committee examines the key risks and opportunities facing the business and reports these to the Board twice a year. The Board aims for effective controls and corrective measures to manage and mitigate these risks. Furthermore, the Audit Committee seeks to ensure the integrity, accuracy, and adequacy of Gold Fields’ accounting records. Internal Audit ensures that the necessary internal controls are in place to mitigate any potential risks in all regions. Our operations receive an audit ranking and, where necessary, corrective measures are put in place. The External Audit function assures the integrity, accuracy and adequacy of accounting records and corporate reporting. PwC was appointed as our auditors from 2019. For more information on our Audit and Risk Committees, refer to p10 and 13. 3. Commitment to leading practice We support the development of an ethical and responsible gold mining industry. Gold Fields is aligned to leading practices, which underpin our commitment to responsible corporate citizenship. We are committed to and guided by: 	● The legislation and regulations of the countries in which we operate 	● The requirements of the JSE and NYSE 	● The UN Guiding Principles on Business and Human Rights 	● The ICMM 10 Mining Principles on Sustainable Development and eight position statements 	● The 10 principles of the UN Global Compact 	● King IV 	● UN Convention Against Corruption 	● OECD Convention on Combating Bribery 	● Extractive Industry Transparency Initiative 	● World Gold Council – Conflict-Free Gold Standard 	● Voluntary Principles on Security and Human Rights 	● Task Force on Climate-related Financial Disclosures (TCFD) 4. Code of Conduct Our Code of Conduct is guided by Gold Fields’ values and informs the way we conduct ourselves – from our operations to our Board. It also extends to our supply chain business partners. Updated in 2017, our Code of Conduct was distributed to all existing employees, while new employees receive it during their onboarding processes. As at end-2022, 87% of our people had undergone training on the Code of Conduct. We also have an anonymous tip-offs hotline in operation, which is always available to employees and business partners in all regions. Our principle of speaking up was further enhanced with the implementation of a Whistleblower Policy during 2020. Key principles of our Code of Conduct: 	● Ethical leadership at Board level and within the organisation, along with ethical management 	● Protection of employees from harassment, bullying and discrimination 	● Protection of third-party whistleblowers and promoting a safe and fair environment for reporting of transgressions 	● Safeguarding the business against potential reputational harm and litigation 	● Transparent and ethical dealings and interactions with all stakeholders, and declaring all gifts and entertainment, as well as any conflicts of interest 	● Protection of company assets and information 	● Accurate and transparent reporting 	● Safeguarding against insider trading AFR 17 GOVERNANCE REPORT

APPLICATION OF KING IV WITHIN GOLD FIELDS The Board is committed to the principles and recommended practices of King IV and, to this end, ensured material compliance during 2022. The table below provides an overview of Gold Fields’ compliance with the principles. Should gaps be identified, the Board instructs management to address these as work in progress. PRINCIPLES PRINCIPLE APPLICATION Leadership, ethics and corporate citizenship Leadership Principle 1: The governing body should lead ethically and effectively. The Board, Gold Fields’ governing body, through its various subcommittees, is confident on a prospective basis that the combined inputs of its Committees produce conformity with this principle. The Board exhibits the requisite levels of integrity, responsibility, accountability, fairness and transparency. The Board steers and set the strategic direction and acts in the best interest of the Group. Furthermore, the Board members sign the Code of Ethics upon onboarding and complete declarations of interest at each Board cycle and any other interim meeting. Gaps are addressed under the guidance and management of the Executive Committee through management plans. The Executive Committee reports to the Board on progress and execution of these matters. Organisational ethics Principle 2: The governing body should govern the ethics of the organisation in a way that supports the establishment of an ethical culture. The SET Committee comprises independent non-executive members, and one executive member. The Committee ensures conformity with this principle through the Code of Ethics and the Group Disciplinary Code that set out sanctions to be followed. The implementation and execution of the Code of Ethics and related policies are delegated to management. Responsible corporate citizenship Principle 3: The governing body should ensure that the organisation is and is seen to be a responsible corporate citizen The Board, through the SET Committee and the SHSD Committee, ensures conformity with this principle. The SHSD Committee is committed to the 10 principles of the ICMM and the UN Global Compact’s 10 sustainable development principles, and ensures compliance therewith. All internal policies are aligned with the relevant legislation from time to time. Strategy performance and reporting Strategy and performance Principle 4: The governing body should appreciate that the organisation’s core purposes, its risks and opportunities, strategy and business model, performance and sustainable development are all inseparable elements of the value creation process. The Board conforms to this principle. The Board oversees strategy formulation and execution, and sets performance targets, which are agreed upon with management. Standing subcommittees are established to assist the Board in discharging its duties and responsibilities. Together with management, the Board reviews the strategy on an annual basis. The Board has oversight responsibility on strategy implementation through quarterly reports and the IAR that the Board approves. Reporting Principle 5: The governing body should ensure that reports issued by the organisation enable stakeholders to make informed assessments of the organisation’s performance, and short, medium and long-term prospects. The Board keeps its shareholders updated in line with the JSE Listings Requirements and ensures integrity of external reports in so far as dealing with assurance of external reports. Prior to the AGM, the Board engages major shareholders to address any concerns they may have. Gold Fields’ full suite of reports are published on the website. Primary role and responsibilities of the governing body Principle 6: The governing body should serve as the focal point and custodian of corporate governance in the organisation. The Board is the custodian of corporate governance in the Group. The approval of the IAR and associated reports is delegated to the Audit Committee. The Board receives external advice as and when required or necessary, and it keeps abreast of corporate governance practices both locally and abroad, making recommendations where appropriate, for Board participation in continuing education programmes. The Board Charter also sets out Board’s responsibilities, duties and accountability towards the Group. The Charter is reviewed annually. Composition of the governing body Principle 7: The governing body should comprise the appropriate balance of knowledge, skills, experience, diversity and independence for it to discharge its governance role and responsibilities objectively and effectively. The Board delegates to the Nominating and Governance Committee the nomination, election and the appointment processes, having set the criteria for the selection of candidates to serve on the Board. The Board, through the Nominating and Governance Committee, ensures that the composition of the Board comprises the appropriate mix of knowledge, skills and experience sufficient to deliver on strategies and create long-term shareholder value. The Nominating and Governance Committee is the custodian of the Diversity Policy as it pertains to the appointment of NEDs. Corporate Governance Report continued Gold Fields Annual Financial Report including Governance Report 2022 AFR 18

PRINCIPLES PRINCIPLE APPLICATION Committees of the governing body Principle 8: The governing body should ensure that its arrangements for delegation within its own structures promote independent judgement, and assist with balance of power and the effective discharge of its duties. The Board delegates particular roles to the subcommittees of the Board. The subcommittees operate under Board-approved terms of references, which set out the nature and extent of the responsibilities delegated and decision-making authority. Through the Nominating and Governance Committee, the Board ensures that these subcommittees are well resourced with a balance of skills and expertise. The subcommittees of the Board, which meet independently of each other, include the following: Audit Committee; Risk Committee; Nominating and Governance Committee; SET Committee; Remuneration Committee; SHSD Committee; Capital Projects, Control and Review Committee; and ad hoc Investment Committee. Evaluations of the performance of the governing body Principle 9: The governing body should ensure that the evaluation of its own performance and that of its committees, its Chairperson and its individual members support continued improvement in its performance and effectiveness. The Board regularly monitors and appraises its own performance, those of its subcommittees and individual NEDs. The Board further evaluates the independence of its independent NEDs, which is rigorously tested in respect of the independent NEDs who have served on the Board for an aggregate term exceeding nine years. The Board schedules in its yearly work plan an opportunity for consideration, reflection and discussion of its performance and that of its subcommittees, its Chairperson and its members as a whole. During 2022, an internal Board and subcommittees evaluation process was conducted. The key strengths and areas of improvement were identified, and the Board is updated regularly regarding the progress in addressing gaps identified at previous evaluations. Appointment and delegation to management Principle 10: The governing body should ensure that the appointment of, and delegation to, management contribute to role clarity and the effective exercise of authority and responsibilities. The Board authority is conferred on management through the CEO. The approval of the Board is required to the levels of the subdelegation immediately below the CEO. Governance functional areas Principle 11: The governing body should govern risk in a way that supports the organisation in setting and achieving its strategic objectives. The Board delegates this authority to the Risk Committee. The Risk Committee has oversight of the integrity and effectiveness of the risk management processes. A comprehensive strategic and operational risk management process is in place throughout the Group. Technology and information governance Principle 12: The governing body should govern technology and information in a way that supports the organisation setting and achieving its strategic objectives. The Board delegates this authority to the Audit Committee. The Audit Committee and Risk Committee ensure the IT framework is in place and that the IT Charter and policies are established and implemented. A detailed information, communication and technology risk assessment is performed annually across the Group, with key strategic risk themes highlighted in the risk enterprise register. The Chief Information Officer reports directly to executive management on cybersecurity issues, which, if material, are reported to the Audit Committee. Compliance governance Principle 13: The governing body should govern compliance with applicable laws and adopted, non-binding rules, codes and standards in a way that supports the organisation being ethical and a good corporate citizen. The Board delegates this authority to the Audit Committee. The Board approves policies that articulate and give effect to its direction on compliance. The following policies are applicable: anti-bribery and corruption governance framework, and management guidelines in relation to the Group governance and compliance framework. Remuneration governance Principle 14: The governing body should ensure that the organisation remunerates fairly, responsibly and transparently so as to promote the achievement of strategic objectives and positive outcomes in the short, medium and long term. The Board delegates this authority to the Remuneration Committee. The Remuneration Committee assists the Board in overseeing all aspects of remuneration practices for the Group to ensure employees are remunerated fairly, responsibly and transparently. Fair and competitive reward processes are embedded in the organisation. These processes encourage and result in the achievement of the Group’s strategic objectives and positive outcomes in the short, medium and long term. Assurance Principle 15: The governing body should ensure that assurance services and functions enable an effective control environment, and that these support the integrity of information for internal decision-making and of the organisation’s external reports. The combined assurance guideline for the Group provides an analysis of all the assurance activities within the Group. The Board, executive management and senior management identify additional areas that may require assurance on an ongoing basis. Stakeholders Principle 16: In the execution of its governance roles and responsibilities, the governing body should adopt a stakeholder inclusive approach that balances the needs, interests and expectations of material stakeholders in the best interests of the organisation over time. The Group’s Stakeholder Relationship and Engagement Policy Statement is aligned with King IV and approved by the Board. The policy was revised to be inclusive of business-wide stakeholders that are material and not just those relevant to sustainable development, particularly employees and shareholders. The governance framework addresses relationships within the Group’s companies and shareholder relationships. AFR 19 GOVERNANCE REPORT

Application of section 3.84 of the JSE Listings Requirements on Board governance processes REQUIREMENT PRINCIPLE GOLD FIELDS’ APPROACH AND COMPLIANCE 3.84(a) There must be a policy evidencing a clear balance of power and authority at Board of Directors’ level to ensure that no one director has unfettered powers of decision-making. The Board Charter ensures that there is clear balance of power and authority at Board level and that no one director has unfettered decision-making powers. The Board Charter also incorporates principles that ensure that there is a clear balance of power. 3.84(b) Issuers must have an appointed CEO and a Chairperson, and the same person must not hold these positions. The Chairperson must either be an independent director, or the issuer must appoint a lead director in accordance with King IV. Gold Fields’ CEO and Chairperson positions are held by different people, and the Chairperson is an independent NED. The Board has also appointed an LID, who performs the role and functions of the Chairperson in the absence of the Chairperson for any reason. 3.84(c) All issuers must, in compliance with King IV, appoint an Audit Committee. Issuers must appoint a Remuneration Committee, and issuers must appoint a Social and Ethics Committee. The composition of such Committees, a brief description of their mandate, the number of meetings held and any other relevant information must be disclosed in the annual report. The Board appointed an Audit Committee that is chaired by an independent NED. Audit Committee members are all independent NEDs. Gold Fields’ Remuneration Committee comprises independent NEDs and has an independent Chairperson that is not the Chairperson of the Board. Gold Fields’ SET Committee is aligned with King IV and the Companies Act. The Committee comprises independent NEDs and one executive director, the majority being NEDs. Each Committee provides a brief description in the IAR of its mandate, number of meetings held in a year and any other relevant information. 3.84(d) Brief CVs of each director standing for election or re-election must accompany the relevant notice of the meeting. Brief CVs of our directors are listed on p14 – 15. 3.84(e) The capacity of each director must be categorised as executive, non-executive or independent. The CVs of our directors include information on whether a director is an independent NED or an executive director. The composition of Committees is in accordance with the requirements of the Companies Act and King IV. 3. 84(f) Issuers must have a full-time executive Financial Director. Gold Fields has a full-time Financial Director. 3.84(g) The Audit Committee must, on an annual basis, consider and satisfy itself of the appropriateness of the expertise and experience of the Financial Director and report same in the annual report. The Audit Committee must ensure that the issuer has established appropriate financial reporting procedures and that those procedures are operating. The Audit Committee has executed its responsibilities in terms of section 3.84(g) of the JSE Listings Requirements. See more details in the Audit Committee Report on p26 – 28. The Audit Committee considers and satisfies itself of the appropriateness of the expertise and experience of Gold Fields’ Financial Director on an annual basis and reports the findings to the Board. The Audit Committee has established appropriate financial reporting procedures, that are operational throughout the Group. These are reviewed from time to time to ensure that they are operating effectively and remain appropriate for all entities within the Group. Information detailed in paragraph 22.15(h) in the assessment of suitability appointment is requested from the audit firm. The Audit Committee ensures that the appointment of the auditor is presented and included as a resolution at the Annual General Meeting. Corporate Governance Report continued Gold Fields Annual Financial Report including Governance Report 2022 AFR 20

REQUIREMENT PRINCIPLE GOLD FIELDS’ APPROACH AND COMPLIANCE 3.84(h) The Board of Directors appoints the Company Secretary in accordance with the Companies Act and applies the recommended practices in King IV. The Board must consider and satisfy itself, on an annual basis, on the competence, qualifications and experience of the Company Secretary. The Company Secretary is appointed in accordance with the Companies Act. The Board considered the Company Secretary’s competence, qualifications and experience at its meeting held in November 2022 and is satisfied that she is competent and has the appropriate qualifications and experience to serve as the Company Secretary. 3.84(i) The Board of Directors or the Nominating Committee must have a policy on the promotion of broader diversity at Board level, specifically focusing on the promotion of the diversity attributes of gender, race, culture, age, field of knowledge, skills and experience. The issuer must confirm this by reporting to shareholders in its annual report on how the Board of Directors or the Nominating Committee have considered and applied the policy of broader diversity in the nomination and appointment of directors and if applicable, must further report progress in respect thereof on agreed voluntary targets. The Board approved a Company-wide Diversity Policy in November 2017. This policy is reviewed and updated as and when necessary. The Board takes the policy into account with all instances of director succession. The Board considered the requirements of its Diversity Policy in the 2022 Board appointments and appointed one female director to fill a vacancy within the Board. Diversity and inclusion remain high on the Board’s agenda for director succession. 3.84(j) The Remuneration Policy and Implementation Report must be tabled every year for separate non-binding advisory votes by shareholders of the issuer at the AGM. The Remuneration Policy must record the measures that the Board of Directors of the issuer commits to take if either the Remuneration Policy or the Implementation Report, or both, are voted against by 25% or more of the votes exercised. If either the Remuneration Policy or the Implementation Report, or both, are voted against by shareholders exercising 25% or more of the voting rights exercised, the issuer must in its voting results announcement provide for the following: 	● An invitation to dissenting shareholders to engage with the issuer 	● The manner and timing of such engagement The Board approved the Group Remuneration Policy and Implementation Report as presented at the AGM for a non-binding advisory vote. AFR 21 GOVERNANCE REPORT

Directors’ report The directors have pleasure in submitting their report and the AFS of the Group for the year ended 31 December 2022. REVIEW OF OPERATIONS The activities of the various Gold Fields operations are detailed in our 2022 IAR. FINANCIAL RESULTS The information on the financial position of the Group for the period ended 31 December 2022 is set out on p120 – 235 of this AFR. The income statement for the Group shows a profit attributable to Gold Fields’ shareholders of US$711m for the year ended 31 December 2022, compared with a profit of US$789m for the year ended 31 December 2021. COMPLIANCE WITH FINANCIAL REPORTING STANDARDS The Group’s AFS were prepared in accordance with IFRS as issued by the International Accounting Standards Board (IASB), the South African Institute of Chartered Accountants (SAICA) Financial Reporting Guides as issued by the Accounting Practices Committee, Financial Reporting Pronouncements as issued by the Financial Reporting Standards Council, the JSE Listings Requirements and the Companies Act. LISTINGS The abbreviated name under which the Company is listed on the JSE is GFIELDS, and the short code is GFI. The Company also has a secondary listing on the NYSE. At 31 December 2022, the Company had in issue, through The Bank of New York Mellon (BNY Mellon) on the NYSE, 249,275,063 (31 December 2021: 264,244,554) American Depository Receipts (ADRs). Each ADR is equal to one ordinary share. DIRECTORATE Composition of the Board The Board currently consists of two executive directors and eight NEDs. Rotation of directors Directors retiring in terms of the Company’s MoI are Messrs Preece, YGH Suleman, TP Goodlace and Ms PG Sibiya, all of whom are eligible and offer themselves for re-election. The boards of Gold Fields’ various subsidiaries comprise some of the executive officers and one or both of the executive directors, where appropriate, as well as NEDs of the Group. Directors’ and officers’ disclosure of interests in contracts During the period under review, no contracts were entered into in which directors and officers of the Company had an interest, and which significantly affected the business of the Group. For the year ended 31 December 2022, the directors’ beneficial interest in the issued share capital and listed share capital of the Company (see adjacent table) was approximately 0.20%. No one director individually exceeded 1% of the issued share capital or voting control of the Company. Gold Fields Annual Financial Report including Governance Report 2022 AFR 22

Share ownership of directors and executive officers Beneficial Direct1 Indirect2 31-Dec-22 31-Dec-21 31-Dec-22 31-Dec-21 Director CI Griffith3 — 1,300 — — NJ Holland — — — — PA Schmidt 214,867 214,260 — — CA Carolus — 3,129 — — RP Menell — — — — DMJ Ncube — — — — SP Reid — — — — A Andani — — — — CE Letton — — — — TP Goodlace — — — — PJ Bacchus — — — — YGH Suleman — — — — P Mahanyele-Dabengwa — — — — PG Sibiya — — — — JE McGill — — — — Prescribed officer — NA Chohan 322,470 259,545 — — BJ Mattison4 4,187 100,187 — — TL Leishman4 98 38,098 — — A Baku — 40,404 — — A Nagaser4 146,650 146,650 — — M Preece 264,533 157,819 — 82,327 L Rivera 58,665 58,665 — — R Butcher — 24,032 — — S Mathews 11,500 — — R Bardien 10,480 10,480 20,416 20,416 J Mortoti — — — — Total 807,103 1,066,069 20,416 102,743 1 Direct ownership – shares owned outright; includes personal investment shares. Subject to tax gross-up at top marginal rate of individual taxation for minimum shareholding requirement purposes 2 Indirect ownership – restricted MSR shares pledged from performance shares granted under the LTI plan and held in escrow. Not grossed-up for tax 3 Mr Griffith stepped down as CEO and exited the Company with effect from 31 December 2022, and therefore his holdings are not disclosed for 2022 4 Ms T Leishman, Mr BJ Mattison and Mr A Nagaser, post their resignation in October 2022 and after the closed period was lifted in November 2022, were given permission by the CEO and Chair of RemCo to trade their restricted MSR shares Related-party information is disclosed on p195 – 197 of the AFR. FINANCIAL AFFAIRS Dividend Policy The Company’s Dividend Policy is to declare an interim and final dividend of 25% – 35% of its normalised earnings. From the 2023 interim dividend onwards, this range has been adjusted to 30% – 45% of normalised earnings. On 23 February 2023, the Company declared a final cash dividend number 97 of 445 South African cents per ordinary share (2022: 60 South African cents) to shareholders reflected in the register of the Company on 14 March 2023. This dividend was paid on 14 March 2022. The dividend resulted in a total dividend of 745 South African cents per share for the year ended 31 December 2022 (2021: 470 South African cents), with the final dividend being accounted for in 2023. Borrowing powers In terms of the provisions of section 19(1) of the Companies Act, read together with clause 4 of the Company’s MoI, the borrowing powers of the Company are unlimited. As at 31 December 2022, the Company’s borrowings totalled US$704m, compared with total borrowings of US$969m at 31 December 2021. Capital expenditure Capital expenditure (capex) for the year ended 31 December 2022 amounted to US$1,069m compared with US$1,089m for the year ended 2021. Estimated capex for 2023 is US$1,110m – US$1,117m and is intended to be funded from internal sources and, to the extent necessary, borrowings. SIGNIFICANT ANNOUNCEMENTS IN 2022 Appointment of Gold Fields Chairpersons of the Audit Committee and Social, Ethics and Transformation Committee 16 February 2022 Gold Fields announces the appointment of Ms PG Sibiya, an NED and Chairperson of the SET Committee, as the Chairperson of Audit Committee effective 1 June 2022. Ms JE McGill, an NED, replaces Ms Sibiya as Chairperson of the SET Committee. AFR 23 GOVERNANCE REPORT

Directors’ report Appointment of Gold Fields Non-Executive Director 21 April 2022 Gold Fields announces the appointment of Ms MC Bitar as an NED to the Board of the Company effective 1 May 2022. Gold Fields to Acquire Yamana Gold 31 May 2022 The Board of Gold Fields announces that it has entered into a definitive agreement with Yamana Gold for Gold Fields to acquire all the issued and outstanding common shares in the capital of Yamana Gold in a share-for-share transaction, which values Yamana Gold at US$6.7bn. Gold Fields Provides Market Update On Proposed Yamana Gold Acquisition 11 July 2022 Further to the announcement published on Tuesday, 31 May 2022, Gold Fields is pleased to provide a market update regarding the proposed acquisition of all outstanding common shares of Yamana Gold, including additional information on the quality and investment case of the combined company. Gold Fields Provides Update on Proposed Yamana Gold Acquisition – Yamana Gold Joint Offer 4 November 2022 Gold Fields notes the announcement issued by Yamana Gold today, stating Yamana Gold has received a binding proposal from Pan American Silver and Agnico Eagle to acquire all of the outstanding common shares of Yamana Gold. The Yamana Gold Board has determined that the joint offer constitutes a superior proposal to the Gold Fields offer. Yamana Gold Enters into Arrangement Agreement and Announces Change in Recommendation 8 November 2022 Shareholders are advised that Yamana Gold confirmed: following the waiver by Gold Fields of its five business day matching right under the agreement, Yamana Gold has entered into an arrangement agreement with Pan American Silver and Agnico Eagle in respect of the joint offer for Yamana Gold; and the Yamana Golds Board has changed its recommendation in relation to the transaction with Gold Fields, and now unanimously recommends that Yamana Gold shareholders vote against the Gold Fields transaction at the Yamana Gold meeting. Gold Fields Announces Termination of Arrangement Agreement with Yamana Gold 8 November 2022 As a result of Yamana Gold entering into an arrangement agreement with Pan American Silver and Agnico Eagle and announcing a change in recommendation, Gold Fields has terminated the agreement in respect of the transaction. In accordance with the terms of the agreement, Yamana Gold is required to pay Gold Fields a termination fee in the amount of US$300m within two business days from the date hereof. Gold Fields Chief Executive Officer Chris Griffith Steps Down and Martin Preece Appointed Interim Chief Executive Officer 13 December 2022 Gold Fields announces that Mr CI Griffith will step down from the Board and as CEO of Gold Fields, effective 31 December 2022. Mr M Preece, EVP for Gold Fields South Africa, is appointed as interim CEO. Gold Fields Annual Financial Report including Governance Report 2022 AFR 24

GOING CONCERN Gold Fields’ AFS were prepared using appropriate accounting policies, supported by reasonable judgements and estimates. The directors have reasonable belief the Company and Group have adequate resources to continue as a going concern for the foreseeable future. DEMATERIALISATION OF THE SHARES Shareholders are reminded that, as a result of the clearing and settlement of trades through Strate, the Company’s share certificates are no longer good for delivery for trading. Dematerialisation of the Company’s share certificates is a prerequisite when dealing in the Company’s shares. PROPERTY The register of property and mineral rights is available for inspection at the registered office of the Company during normal business hours. ENVIRONMENTAL OBLIGATIONS The Company’s total gross closure liability for environmental rehabilitation costs amounted to US$565m at 31 December 2022 compared with US$510m at 31 December 2021. The regional gross closure liabilities are as follows: 	● Australia: US$215m 	● South Africa: US$47m 	● West Africa: US$101m 	● Americas: US$201m The funding methods used by each region to make provision for the mine closure cost estimates are: 	● Australia – self-funding, using existing cash resources 	● South Africa – contributions into environmental trust funds and guarantees 	● West Africa – reclamation security agreement bonds underwritten by banks and restricted cash 	● Americas – bank guarantees CONTINGENT LIABILITIES AND LITIGATION A material Group Litigation Report is presented at each Audit Committee meeting for discussion and consideration on whether the matter remains contingent or whether a provision has to be recognised. Details of Gold Fields’ contingent liabilities and litigation matters can be found in note 35 to the AFS on p178 – 179. ADMINISTRATION Ms A Weststrate held the position of Company Secretary for the period under review. Computershare Investor Services Proprietary Limited (Computershare) is the Company’s South African transfer secretary and Link Asset Services is the registrar of the Company in the UK. AUDITORS The Audit Committee has recommended to the Board that PwC be appointed as the external auditors of the Company, until the conclusion of the next AGM, in accordance with section 90(1) of the Companies Act. SUBSIDIARY COMPANY Details of major subsidiary companies in which the Company has a direct or indirect interest are set out on p 201 – 202. AFR 25 GOVERNANCE REPORT

Audit Committee Report for the year ended 31 December 2022 The members of Gold Fields’ Audit Committee (the Committee) were appointed by our shareholders at the AGM on 1 June 2022. At the AGM, Ms PG Sibiya – who joined the Board and Audit Committee in 2021 – became Chairperson of the Audit Committee, replacing Mr YGH Suleman, who took over as Board Chairperson on that day. The Committee members are all independent NEDs. Details of the number of meetings held during the year, as well as the attendance thereof by Committee members, are on p8 of this AFR. Gold Fields’ Board continues to believe that, as a collective, the Committee members have the necessary skills to carry out their duties effectively and with due care. The Committee has certain reporting responsibilities to both the shareholders and the Board and is accountable to them. Its duties, as set out in the Committee Charter, are reviewed annually and incorporate the Committee’s statutory obligations as set out in the Companies Act, King IV, and paragraph 3.84(g) of the JSE Listings Requirements. A work plan is drawn up every year, encompassing all these duties, and progress is monitored continually to ensure that these obligations are fulfilled by the Committee. Among other things, the Committee monitors and reviews: 	● The preparation of the AFS, ensuring fair presentation and compliance with IFRS and the Companies Act, and recommending same to the Board for approval 	● The integrity of the IAR by ensuring its content is reliable and includes all relevant operational, financial and other non-financial information, risks and other relevant factors 	● Quarterly, interim and operational reports and all other widely distributed documents 	● Filing of the Form 20-F with the US SEC 	● Accounting policies of the Group and proposed revisions, and significant and unusual transactions, estimates and accounting judgements 	● The effectiveness of the internal control environment 	● The effectiveness of both the internal and external audit functions 	● The recommendation and appointment of Gold Fields’ external auditors, and approves their remuneration, reviews the scope of their audit, their reports and findings, and pre-approves non-audit services in line with Company policy 	● The evaluation of the performance of the CFO 	● The adequacy and effectiveness of the Group’s enterprise-wide risk management policies, processes and mitigating strategies 	● The governance of information communication technology (ICT) and the effectiveness of the Group’s information systems 	● The cash/debt position of the Group to determine whether the going concern basis of reporting is appropriate 	● The Group dividend policy and dividend payments in line with this policy 	● The combined assurance model, and provides independent oversight of the effectiveness of the Group’s assurance functions and services, with particular focus on combined assurance arrangements 	● Compliance with applicable legislation, requirements of appropriate regulatory authorities and the Company’s Code of Conduct 	● Policies and procedures for mitigating fraud 	● Approval of hedging activities as mandated by the Board 	● Consideration of JSE Proactive Monitoring reports in 2022 EXTERNAL AUDIT The Committee is responsible for recommending the appointment or reappointment of a firm of external auditors to the Board that, in turn, will recommend the appointment to shareholders. Upon this recommendation, the Committee is responsible for determining whether the designated appointee firm and audit partner have the necessary independence, experience, qualifications and skills, and that the audit fee is adequate. An external audit fee of R63.7m (US$3.9m) for 2022 was approved, as well as R8.3m (US$0.5m) for other fees. The Committee reviewed the annual external audit plan presented at its meeting on 16 August 2022, including the scope, materiality levels and significant risk areas, and established the approach would appropriately respond to organisational and regulatory changes, as well as any other applicable requirements and risks. The audit plan forms the basis of providing the Committee with the necessary assurances on risk management, the internal control environment and IT governance. The plan was approved by the Committee. PwC had direct access to the Committee throughout the year and met with the Chairperson of the Committee before each meeting and, when required, on an ad hoc basis. PwC reported to the Committee at each quarterly meeting, as well as at the year-end meeting. In addition, the Committee regularly met with PwC separately without other invitees present. The Committee is satisfied that PwC is independent of the Group. SIGNIFICANT ACCOUNTING JUDGEMENTS AND ESTIMATES Significant areas requiring the use of management estimates and assumptions are detailed in note 1 to the accounting policies (p120 – 130). Management presented position papers to the Committee detailing estimates and assumptions used, the external sources and experts consulted, and the basis on which they were applied in the calculations. Gold Fields Annual Financial Report including Governance Report 2022 AFR 26

INTERNAL AUDIT Gold Fields Internal Audit (GFIA) is an independent department within the Company, headed by a Vice President: Internal Audit (VP: IA) who is appointed and, if necessary, dismissed by the Committee. The VP: IA reports directly to the Committee and has direct access to the Chairperson and members of the Committee, as well as the Board Chairperson. The Committee Chairperson meets with the VP: IA once per quarter and on an ad hoc basis, as required. The VP: IA also meets with the Committee, without management, at least annually and whenever deemed necessary by either the VP: IA or the Committee. The Committee is satisfied that the resources available to GFIA, along with the skills and experience of the department, will allow the team to fulfil its mandate. The Committee determines the purpose, authority and responsibility of GFIA in an Internal Audit Charter, which is reviewed and approved annually. The Committee assesses the performance of GFIA every year. GFIA operates in accordance with the International Standards for the Professional Practice of Internal Auditing as prescribed by the Institute of Internal Auditors. The internal audit activities carried out during the year were identified through a combination of the Gold Fields risk management framework, which includes the combined assurance framework, and the risk-based methodologies adopted by GFIA. The Committee approves the annual internal audit assurance plan presented by GFIA and monitors progress against the plan reported to the Committee each quarter. GFIA ensured that its framework is aligned with the Committee of Sponsoring Organizations of the Treadway Commission’s (COSO) 2013 internal control framework. The Group’s internal control systems are designed to provide reasonable assurance on the maintenance of proper accounting records and the reliability of financial information. It also covers operational areas, compliance with the Gold Fields Code of Conduct and sustainability records. These systems are monitored by GFIA and its findings and recommendations are reported to the Committee and senior management. GFIA reports deficiencies to the Committee every quarter, together with recommended remedial actions, which are then followed up on to ensure the necessary action has been taken. GFIA provided the Committee with a written assurance statement on the adequacy and effectiveness of governance, risk management and controls. No significant events occurred, nor have any been brought to GFIA’s attention, to believe that governance, risk management and the control environment are inadequate or ineffective. INFORMATION COMMUNICATION AND TECHNOLOGY GOVERNANCE ICT governance remains a key focus area for the Group, the responsibility of which was delegated to the Committee by the Board. The Committee also works with the Risk Committee on related ICT matters. Gold Fields’ ICT Charter defines the overall direction and governance for ICT across the Group. The VP and Group Head of ICT is responsible for executing ICT governance procedures in line with this Charter, and reports to the Committee at each meeting. The Committee reviews his report, which includes the results of all review and testing conducted by management and GFIA. Gold Fields adopted the Control Objectives for Information and Related Technology (COBIT) as a governance framework, and regular assessments are conducted to determine the maturity of ICT governance processes. Gold Fields’ ICT at its various operations is operating at an overall maturity level of between three and four out of five, indicating that the Group’s ICT governance framework and processes are established and predictable. Areas of ICT risks across the Group were defined as part of the Group’s overall risk management framework, and formal policies and procedures are documented and updated regularly for these areas. Given the nature of cybersecurity and the rising global cyber risk, cybersecurity has now become a key component of the Group’s ICT governance and risk agenda. Gold Fields further enhanced its cybersecurity management controls by achieving the ISO 27001 information security management system certification for all its mines and corporate offices, with the exception of our offices and operation in Chile. The ICT Governance, Risk, Architecture, Standards, and Security Compliance (GRASSC) Committee is responsible for ensuring compliance and adherence to the Group’s ICT policies and procedures. The ICT GRASSC Committee reviews compliance to the governance framework quarterly and recommends improvements as appropriate. CHIEF FINANCIAL OFFICER The Committee evaluated the expertise and performance of the CFO, Mr PA Schmidt, and continues to be satisfied that he has the appropriate expertise and experience to carry out his duties as CFO of the Company and the Group and is supported by highly qualified and competent senior staff. This conclusion is supported by input from both internal and external auditors. GOING CONCERN After having duly considered the Group’s solvency and liquidity position, the Board has a reasonable belief that the Group will continue as a going concern for the foreseeable future. AFR 27 GOVERNANCE REPORT

Audit Committee Report continued for the year ended 31 December 2022 GROUP COMPLIANCE GOVERNANCE The Committee is also responsible for monitoring compliance governance for the Group – a key focus area for the Board and management as a whole. The Group Compliance Officer has a detailed, systematic and risk-based framework in place which is overseen, managed and maintained by an online and interactive Group Compliance Governance Portal. The framework is applied to identify all laws, regulations and adopted, rules, codes and standards (instruments) applicable to Gold Fields in all jurisdictions in which the Group operates. Updates on regulatory changes are sourced from external legal sources and internally assessed for application and impact. Changes are recorded and monitored on a monthly basis. The assessment of potential and/or actual risk exposure of non-compliance regarding the identified applicable instruments per jurisdiction, includes potential exposure to financial loss, as well as operational and reputational risks, and the adequacy of recorded controls. Mitigating controls designed to manage the risks are identified, documented and maintained proactively. GFIA carries out a review of the effectiveness (in terms of design and operating effectiveness) of the control procedures and reports on the level of compliance. The results are reported to the Committee in detailed schedules. Under the ambit of risk exposure assessment, all active suppliers and contractors are screened on a monthly basis based on an array of predefined risk criteria and adverse media exposure. A screening risk calculator is applied to those assessed entities posing a risk to Gold Fields, based on the outcome of the screening due diligence. Apart from conducting screening due diligence, the Committee also oversees the engagement with, and commitments made, to external stakeholders in terms of the nature and extent of the interactions, and the outcome of these engagements. The Committee also ensures Gold Fields’ Code of Conduct is effective and implemented diligently throughout the Group. Part of the Committee’s oversight role is the analysis of declarations completed by employees, as well as the outcome of internal disciplinary cases where Code of Conduct transgressions have been identified. The Code is available on the Gold Fields website at www.goldfields.com/code-of-conduct.php Another focus area is the protection of personal information. Part of the Compliance Governance Framework is a gateway specifically dealing with ensuring the protection of personal information the Group processes and, furthermore, the privacy of this information. The Committee is also responsible for ensuring all calls to the Gold Fields tip-offs line – administered by an independent external party – are proactively dealt with. The Chairperson of the Committee, together with GFIA, are custodians of the formalised and documented investigation procedure in place and, where appropriate and necessary, will make use of external advisors and experts to investigate matters or follow up on processes. The number and nature of these calls are reported at the quarterly Committee meetings. The details of the investigations, including details on any action taken, are also reported to the SET Committee. The Group’s Risk Committee deals with Group operational and financial risks, as well as the requisite reporting as required annually. While there is ongoing interaction between the Risk and Audit Committees, the management of financial risk remains a key focus of the Committee, management and GFIA. Gold Fields’ Group and regional risk disclosures are on p11 – 17 of the IAR. INTERNAL CONTROL STATEMENT In terms of the US SEC’s listing requirements, Gold Fields has to comply with the requirement of the Sarbanes-Oxley Act of 2002, which requires management to establish and maintain adequate internal control over financial reporting using a recognised internal controls framework. Management is accountable to the Board for the design, implementation, monitoring and integration of internal financial controls for the day-to-day running of the Group, focusing on the efficiency and effectiveness of operations, safeguarding the Group’s assets, legal and regulatory compliance, business sustainability and reliable reporting, including financial reporting. The Committee believes that Gold Fields’ internal controls are effective, and that the financial records can be relied upon as a reasonable basis for the preparation of the AFS. AUDIT COMMITTEE STATEMENT The Committee considered and discussed the AFR, including the Corporate Governance Report, and IAR with both management and the external auditors. During this process, the Committee: 	● Reviewed the AFS included in the AFR for consistency, fair presentation and compliance with IFRS 	● Evaluated significant estimates and judgements and reporting decisions 	● Reviewed the documentation supporting the going concern basis of accounting and concluded that it is appropriate 	● Evaluated the material factors and risks that could impact the AFR and IAR 	● Evaluated the completeness of the financial and sustainability disclosures 	● Discussed the treatment of significant and unusual transactions with management and the external auditors 	● Reviewed and discussed the sustainability information disclosed in the IAR and, based on these discussions, is satisfied that the information is reliable The Committee considers that the AFR and the IAR comply with the statutory requirements of the various regulations governing disclosure and reporting in all material respects, and that the AFS comply in all material respects with the Companies Act and IFRS. The Committee recommended to the Board that the AFS included in the AFR be adopted and approved. Philisiwe Sibiya Chairperson: Audit Committee 30 March 2023 Gold Fields Annual Financial Report including Governance Report 2022 AFR 28

AFR 29 GOVERNANCE REPORT Remuneration Report RISK MANAGEMENT IN REWARD RemCo also oversees and manages compensation-related risks. As part of its mandate, RemCo annually, and when considered necessary, reviews risks associated with Gold Fields’ remuneration philosophy, structure, policies, and practices. The Committee is satisfied that the current executive compensation structure does not create undue risks or promote inappropriate risk-taking behaviour. 	● RemCo, together with management, is actively involved in the structuring and preparation of the Remuneration Policy to ensure it aligns with the Group strategy of sustainably improving total shareholder returns (TSR). 	● RemCo uses external remuneration experts and carries out external benchmarking as and when required to ensure the Remuneration Policy aligns with global best practices and incentive plans are aligned with Group strategy. 	● RemCo ensures fair and responsible remuneration in respect of variable pay by retaining a cap on long-term and short-term incentives. 	● RemCo approved a Malus and a Clawback Policy in 2020 where the Board has the right to seek repayment of remuneration made available to an executive, or to withhold yet-to-be awarded remuneration, in the instance of certain trigger events. 	● RemCo ensures that there is a strong link between the ESG strategy, remuneration and performance which is underpinned by the Gold Fields purpose, values and business strategy. 	● From an ESG perspective, the RemCo ensures that remuneration is fair, equitable and transparent, particularly from a gender equity perspective. We want to ensure all employees are treated equally irrespective of gender. 	● Executive remuneration is disclosed annually in Section 3 of this Remuneration Report, and, in accordance with the Group’s Remuneration Policy, Executives are not involved in any approval process relating to their own remuneration. 	● RemCo approves the remuneration of Executives after considering recommendations from the CEO (excluding his own remuneration) and independent external advisors, who complete the necessary benchmarking to ensure there is alignment with the appropriate industry peer groups in the jurisdictions in which we operate. Preamble to the Remuneration Report OUR COMMITMENT TO INDEPENDENT AND GOOD REWARD GOVERNANCE The Gold Fields Board Board’s role in reward governance The Gold Fields’ Board has a duty to ensure the Group’s remuneration policies and practices are fair, responsible, and aligned with the long-term interests of all Gold Fields’ stakeholders. It is critical that the Board remains independent of management when making pay decisions, including those affecting the remuneration of our Chief Executive Officer (CEO), Chief Financial Officer (CFO), members of the Group’s Executive Committee (ExCo) and other Group employees. The Board recommends non-executive director (NED) fees to shareholders for approval, based on international benchmarking. The Gold Fields Remuneration Committee Remuneration Committee Charter The RemCo Charter and terms of reference are available on   www.goldfields.com/standards-and-principles.php Remuneration Committee members Mr SP Reid (Independent Chairperson) Mr A Andani (Independent NED) Mr PJ Bacchus (Independent NED) Ms JE McGill (Independent NED) Remco’s role in reward governance The Remuneration Committee (RemCo or the Committee) – as a constituted committee of the Board comprising only independent NEDs – was delegated responsibility for overseeing the Group’s remuneration activities. We detail the qualifications and experience of our RemCo members, and the number of meetings held and the attendance thereof in our Corporate Governance Report on p5 – 21. The primary role of RemCo is to oversee the Group’s approach to reward and remuneration throughout the organisation and to ensure fair, compliant, transparent, sustainable, and competitive pay that drives the delivery of Gold Fields’ strategy. RemCo is further responsible for overseeing the implementation of related policies to ensure consistent process delivery. To ensure it remains fully informed on developments and performance within the Company, RemCo invites the CEO and Executive Vice President (EVP): People and Organisational Effectiveness to attend meetings, where they provide reports and updates. The CFO will be invited to future meetings. These executives are not present when matters associated with their own remuneration are considered by the Committee. RemCo can draw on services from a range of external sources, including external remuneration advisors. GOVERNANCE FRAMEWORKS RemCo is bound and guided by the governance principles recommended by King IV in its deliberations and decision-making processes. This report embodies those principles and the governance framework of the South African Companies Act, JSE Listings Requirements, NYSE listing requirements and applicable legislation in jurisdictions in which we operate.

Gold Fields Annual Financial Report including Governance Report 2022 AFR 30 ABOUT THIS REPORT This Remuneration Report illustrates how we oversaw remuneration management during the 2022 financial year to ensure Gold Fields implemented its Remuneration Policy in a fair, responsible and transparent manner and fulfilled the Group’s commitment to stakeholders. We as a committee ensured that our Remuneration Policy aligned to best practice and good corporate governance. This report covers the remuneration activities of the Group for the period 1 January 2022 to 31 December 2022. This report is presented in three parts: Section 1 Background Statement Includes the RemCo Chairperson’s statement and covers how we managed remuneration during 2022. Provides context on Gold Fields’ remuneration practices. We further illustrate our commitment to good corporate governance and how we address areas of focus and shareholder feedback. Section 2 Remuneration Policy Explains how we structure our total remuneration offering to ensure the attraction and retention of high calibre people and how the various components of total remuneration are designed to drive a growth and performance culture, achieve sustainable business results, and create value for all stakeholders. Section 3 Implementation Report Demonstrates how the Remuneration Policy is implemented focusing on our executive directors’ and NEDs’ remuneration for the 2022 financial year. Remuneration Report continued

AFR 31 GOVERNANCE REPORT Section 1: Background statement MESSAGE FROM OUR REMUNERATION COMMITTEE CHAIRPERSON Introduction Dear Gold Fields stakeholders, Gold Fields’ 2022 Remuneration Report is presented herewith on behalf of RemCo. The Board-approved RemCo Charter and its terms of reference govern the activities of RemCo and are annually reviewed by the Board. Gold Fields had a solid operating performance across our mines during 2022 and finished the year in sound financial and operational health. We navigated what was a challenging year driven by volatile gold prices and currency movements, shortages of critical skills in all our regions and high mining cost inflation. As a result, the Remuneration Committee (RemCo) spent time on issues related to retaining our key personnel with strategic amendments to our Long-Term Incentive Policies. Additional focus on costs has also been added to our programme targets. 2022 was dominated by the Company’s bid to acquire Canada’s Yamana Gold, a transaction we ultimately terminated when rival bidders emerged and we chose not to increase our offer. In anticipation of a successful completion of that deal, however, steps were made to assess the potential remuneration integration issues that would have resulted had the transaction proved successful. In December 2022, the Board and the previous CEO, Mr Chris Griffith, agreed that the Company should move forward under new leadership, and reached a mutual separation agreement. The leadership transition between Mr Griffith and Interim CEO Mr Preece ensured a smooth handover and the Board initiated a process to appoint a new CEO. The Company’s underlying strategy, though, remains unchanged, with a focus on safely and sustainably implementing all three strategic pillars launched in December 2021: 	● Maximising the potential of our current assets through people and innovation 	● Building on our leading commitment to ESG 	● Growing the value and quality of our portfolio of assets The Board and RemCo have determined that the further inclusion of ESG targets into our remuneration systems is appropriate and we have made several enhancements to our programmes in this regard. At the end of 2021, we developed our Decarbonisation Strategy, and committed to achieving net-zero carbon emissions by 2050. A significant milestone on our journey to achieve this is identifying and developing projects at our operations that will contribute to a 30% net reduction in emissions by 2030. These targets and projects are now reflected in our LTI programme and detailed on p41 of this report. On diversity, equity and inclusion, we have already made some headway with regard to increasing the representation of women in our workforce, but we are looking for continued improvements and have established a target of 30% female representation by 2030. At the end of 2022 that level was 23%. Further improvements in the safety of our tailings storage facilities through conformance to the Global Industry Standard on Tailings Management has also been added to our LTI targets, ensuring that remuneration of our management teams is strategically aligned to this critical operational issue. KEY OPERATIONAL AND FINANCIAL HIGHLIGHTS Company performance snapshot – 2022 vs 2021 Attributable gold-equivalent production 2022 2021 Dividend We declared a total dividend of R7.45/share (2021: R4.70/share) (Moz) 2.40 2.34 Normalised earnings 2022 2021 (US$m) 860 929 Mine cash-flow 2022 2021 Total shareholder return 200% achievement for each of absolute and relative TSR (US$m) 855 913 Net debt 2022 2021 (US$m) 704 969 Steven Reid

AFR 32 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued RemCo met four times during 2022 – in February, May, August and November – and focused on the following: 	● Overseeing the Group’s remuneration processes and enhancing the link between performance and reward 	● Ensuring strategic alignment between targets in Group, regional and personal scorecards 	● Determining appropriate ESG targets for long-term incentive awards 	● Managing the exit arrangements for executives, including the related remuneration and benefits 	● Overseeing the inaugural holding period of the executive minimum shareholding requirements (MSR), and supporting principles related to subsequent executive holdings 	● Issuing performance criteria for the 2022 equity and cash-settled long-term incentive plan (LTIP) awards, including measures related to decarbonisation and gender representation across the Group 	● Reviewing an independent benchmarking study of executive pay and addressing the outcomes 	● Assessing potential remuneration issues in the event of a successful acquisition of Yamana Gold 	● Approving the outcomes of the 2022 Group scorecard and 2022 executive performance ratings 	● Supporting initiatives related to retaining critical skills in jurisdictions with heightened talent challenges in competitive mining environments 	● Reviewing the Group’s non-financial incentives as a complement to the remuneration strategy 	● Discussing enhancements of remuneration disclosures, policies, and practices to assist stakeholders with a better understanding of the Group’s remuneration 	● Managing the remuneration arrangements during the transition from the previous CEO to the interim CEO 	● Supporting the introduction of systems to automate the Group’s remuneration processes The Committee holds closed sessions before and after the open session of its meetings where all the invitees are excused. This allows for the Independent Members to discuss the agenda in advance and consider the outcomes and/or finalise items where the invitees should not be present. RemCo is satisfied it fulfilled its responsibilities in accordance with its mandate for the 2022 financial year and that the Group’s Remuneration Policy achieved its stated objectives. RemCo notes it has worked in conjunction with management and external advisors to continue improving the Group’s remuneration practices. The Committee believes its efforts not only meets its own objectives but ensures the alignment of interests across Gold Fields’ diverse set of stakeholders. Overall, we are satisfied that Group executives’ performance-linked pay aligns with the approved framework for linking variable pay with performance. Advisors Khokhela Remuneration Advisors were RemCo’s independent external remuneration advisors during 2022 and were present at all regular committee meetings. Shareholder engagement The 2022 Remuneration Policy and Implementation Report will be presented for separate non-binding votes at the Annual General Meeting (AGM) to be held on 24 May 2023 at 14:00. These resolutions are set out in the Notice of AGM for the year ended 31 December 2022. The previous voting results of the AGM held last year, on remuneration-related matters are set out in the table1: 20222 20213 20204 Remuneration Policy 95% 95% 91% Implementation Report 67% 98% 99% NED fees 99% 99% 99% 1 The table reflects rounded percentages of “votes for” 2 AGM dated 1 June 2022 3 AGM dated 6 May 2021 4 AGM dated 17 August 2020 While 95.19% of the votes for the Remuneration Policy was in favour, the Implementation Report received a 33.13% vote against. As required by the JSE Listings Requirements, RemCo’s Chairperson reached out to dissenting shareholders to provide feedback regarding their votes against the Implementation Report. In the few responses received, shareholders communicated they had either voted against in accordance with the Institutional Shareholder Services (ISS) recommendation and/or voted against because of the remuneration received by the retiring CEO. The ISS recommendation to vote against the Implementation Report was due to the same reason. RemCo has considered this feedback, and while it understands shareholders’ reasons for voting against the report, the payment to Mr NJ Holland, Gold Field’s CEO between 1 May 2008 and 31 March 2021, was in line with the Gold Field’s policy and Mr NJ Holland’s contractual terms. RemCo agreed that, should there be a future need for the approval of an action which may be of concern to shareholders, it will include a detailed explanation in the Implementation Report and, if possible, engage with shareholders prior to the decision being made and/or the AGM. RemCo would like to thank those shareholders who replied to the feedback request. We continue to seek and incorporate shareholder feedback as appropriate to refine and enhance our remuneration programmes on an ongoing basis, consistent with our corporate objectives and strategy. Future plans The RemCo plans to address the following in 2023: 1. Review and update the Clawback Policy in line with the final SEC and NYSE compensation clawback rules 2. Review of the MSR Policy to improve and clarify on certain aspects 3. Review of the NED fee structures with a specific focus on local members compared to international members fees 4. Review of change of control clauses in the two Executive contracts that have them in to ensure that they align with best practice 5. Review of cash settled LTIP 6. Review of the peer group as Yamana Gold has been acquired by Agnico Eagle and Pan American Silver Corporation Conclusion RemCo concludes the Company’s remuneration policies and practices do not create undue risks or promote inappropriate risk-taking behaviour. RemCo will continue to monitor and assess emerging trends in remuneration policies and practices, and will ensure fair, equitable and responsible remuneration processes are in place to drive the promotion and implementation of Gold Fields’ strategy, thereby boosting stakeholder value creation. Steven Reid RemCo Chairperson On behalf of RemCo, which approved the report on 30 March 2023

AFR 33 GOVERNANCE REPORT CULTURE Responsibility Innovation Co lla bo ra tiv e d eli ve ry Safety Integrity Re sp ec t POLICIES PROCEDU RE DA TA SYSTEMS PR O CE SS ES DIVERSITY INCLUSION NEW WAY OF WORKING EFFEC TIV EN ES S ORGANISA TI ON AL DEVELOPMENT LEARNING AND M ANAGEMENT TALENT PE RF OR MAN CE AN D RE WARD Section 2: Remuneration Policy Our Remuneration Policy and philosophy – which applies to the CEO and CFO (in their capacity as Executive Directors) and Prescribed Officers (as defined in the Companies Act No 71 of 2008 and are the Executive Committee of Gold Fields) – is included in this section of the Remuneration Report. We also include related principles that are relevant across the Group. INTRODUCTION Our people are driven by passion, guided by our purpose and values and committed to stakeholder partnerships that help us succeed – on both Group and individual levels. We designed our remuneration structures to support this culture by incentivising high-quality performance. We aim to partner with our people on their journey of continued growth through market-related base pay and benefits, attractive performance-driven short-term incentives (STIs) and long-term incentives (LTIs), as well as recognition and retention programmes. Our Remuneration Policy’s core objective is to attract, retain and motivate top talent to deliver superior results. We ensure our Remuneration Policy supports our business strategy and operates within our integrated HR model to support the delivery of our strategic objectives. The fundamental principles that drive our remuneration strategy and practices in support of our HR key focus areas are reflected below: Attract, motivate, develop and retain high-quality, competent individuals to execute our business strategy and drive Gold Fields’ vision to be the preferred gold mining company delivering sustainable, superior value. Our reward is linked to responsible and competitive market levels and our incentives are designed to drive business strategy objectives that impact our stakeholders, and we link award levels to varying levels of impact and contribution to overall Company achievement. We believe our approach to short and long-term remuneration is substantively fair and consistently applied throughout the organisation in line with the approved frameworks. Our performance management system accounts for performance on key business and individual performance conditions and supports our high-performance culture through collaborative delivery and innovation. We drive individual learning and development programmes aligned with our performance management system to motivate our employees to aspire towards individual growth and development. Our talent strategy enhances team integration through diversity and inclusion to ensure we have enough talent available to implement our strategy and achieve our goals. We regularly review our talent pipeline to ensure we have the necessary skills, experience and competencies required to support our Company’s effectiveness through our operating model. The Committee regularly reviews the Remuneration Policy and internal levels of pay to entrench fair, equitable and objective remuneration methodologies, ensure employees remain within our pay deviation ranges and gender equity is maintained. The Committee also seeks to find a balance between the interests of executives and shareholders to ensure fair and responsible outcomes. For this reason, a significant portion of our management team’s remuneration is at risk and subject to stretching performance conditions. Our reward principles also integrate restrictive covenants on executive remuneration to mitigate excessive remuneration and hold our leadership accountable to conduct ethical business. Gold Fields’ total reward programme and policy starts with and emanates from our Group values, purpose and strategy, as illustrated in the 2023 Group Balanced Scorecard (BSC) on the next page. The Group’s BSC process is part of the business’ day-to-day management, quarterly business review process and performance management process. It is not simply an input to reward-related decision-making, but fundamentally supports our delivery-based culture. For all executive scorecards, we ensure cascaded objectives are outcomes-focused and targets are appropriately set, with stretch targets in place to account for incremental reward. Each year, management and the Board establish the Group’s key objectives for the year ahead to ensure the Group achieves its medium-term targets. The incentives under the Group BSC are then cascaded to executive, regional and individual scorecards. The 2023 BSC goals are outlined on the following page.

Gold Fields Annual Financial Report including Governance Report 2022 AFR 34 Group BSC Scorecard 2023 Financial Improve total shareholder return 	● Performance against peer group Improve AIC 	● Achieve AIC as per guidance 13 14 Increase value for all stakeholders Adherence to ESG 	● Delivery against ESG scorecard (includes increasing female representation, stakeholder value creation, water withdrawal (recycling and reduction), tailings and decarbonisation metrics Improve critical controls to eliminate fatalities and serious injuries 	● Compliance to EHS scorecard 9 10 Deliver on our commitments to ESGStakeholder Internal business process Increase discipline in delivering the plan 	● Spatial compliance to plan and schedule 	● Achievement of 2023 production plan 	● Achievement of operational costs as per plan Improve strategic planning processes 	● Key strategic planning projects implemented to deliver the selected case 4 5 Organisational capacity Enhance the capability of our people 	● Ounces per employee per annum 	● Achievement of critical capability index 2Drive the Gold Fields aspirational culture 	● Alignment to culture roadmap 1

AFR 35 GOVERNANCE REPORT Improve cash flow to create financial flexibility 	● Contain cash-outflow while funding Salares Norte and paying dividends as per plan 15 Improve perception of value 	● Increase analyst vs internal valuations 11 Improve the Gold Fields brand with employees, host communities and all our stakeholders 	● Implementation of the Gold Fields’ reputation perception project plan 12 Improve perception of value Improve operational performance through asset optimisation 	● Progress against asset optimisation 2023 project plans 6 Improve growth and sustaining capital efficiency and deployment 	● Reduce variance between project capital spend and plan 	● Mine plan and development spend to plan Improve operational performance through modernisation 	● Progress against digital infrastructure 2023 projects plans 7 8 Grow the value and quality of our portfolio of assets 	● New asset added to portfolio that meets the criteria approved by the Board 	● Increase internal valuation per share 3

AFR 36 Gold Fields Annual Financial Report including Governance Report 2022 REMUNERATION FRAMEWORK Gold Fields is committed to ensuring fair, equitable, sustainable and responsible remuneration practices that are aligned with the long-term interests of all Gold Fields stakeholders. We believe in compensating our people in relation to sustained value creation, delivered consistently, in a way that is fair and transparent. Our values, ethics and beliefs underpin our philosophy, which aims to attract, retain and motivate top talent. Gold Fields’ Remuneration Policy drives and incentivises the delivery of Gold Fields’ strategy and continuously supports shareholder value creation by aligning performance with commensurate levels of reward. The principles of King IV, compliance with all relevant laws, international best standards and regulations in the various jurisdictions in which we operate, guide the fair and responsible application of the Remuneration Policy across all operations. A key design principle of the Remuneration Policy is to ensure a clear link to the Gold Fields strategy. PAY FOR PERFORMANCE Our remuneration practices are competitive in the jurisdictions in which we operate, balanced with our pay-for-performance philosophy and overall strategy. Our annual benchmarking efforts reflect this and translate to comparisons typically at the market median of our comparator peer group. Final pay decisions consider benchmarking results together with performance, affordability, and economic conditions. Talent dynamics may further affect final outcomes. These benchmarking efforts confirm the target pay mix alignment with that of local and international mining peers approved by RemCo and provide information to the Committee when assessing remuneration levels. GOLD FIELDS OVERALL REMUNERATION CONCEPT FIXED VARIABLE C om po ne nt s Cash Equity GUARANTEED REMUNERATION SHORT-TERM INCENTIVE PLAN (STIP) LONG-TERM INCENTIVE PLAN (LTIP) Pu rp os e Remunerates executives for leadership and management skills and the degree of accountability in their roles Rewards executives for their contribution to the achievement of annual financial and non-financial goals Links the interests of the executives and shareholders by rewarding executives for creating sustained shareholder value over several years D et ai l Make-up: Corporate objectives Individual objectives Performance shares Weighting: 65% 35% 100% Target amount: CEO: CFO: ExCo 65% of GRP3,4 60% of GRP 55% of GRP CEO: 104% of GRP1,4 CFO: 96% of GRP1 ExCo 88% of GRP1 Outcomes: 0 to 2 x target 0 to 2 x target 0 to 2 x target Pe rf or m an ce pe rio d Annual One year Three years (Cliff vesting) M ea su re s Assessed performance Reference to peer group 20% Safety 20% Production 40% All-in costs 20% Development Specifically designed for each executive and aligned with corporate strategy and objectives Group absolute TSR (25%) Group relative TSR (25%) Group All-in costs (25%) ESG (25%)2 	● Diversity and inclusion (12.5%) 	● Decarbonisation (12.5%) 1 Award at start of the three-year period is modified from 0% to 200% in line with individual performance, as detailed in the section on LTIs. The modified award is also adjusted at the end of the three-year period by a further 0% to 200% factor, in line with level of Company achievement against the performance conditions listed 2 RemCo approved the inclusion of ESG metrics in 2020 for the 2021, 2022 and 2023 performance periods. Measured at Group level for Share Plan and corporate participants in the cash-settled LTIP, and at regional level for regional participants in the cash-settled LTIP. ESG targets for 2022 included Decarbonisation and Gender Representation. For 2023, tailings management will be included 3 GRP – Guaranteed Remuneration Package 4 The CEO eligibility percentages for STIP and LTIP do not apply to the Interim CEO and would only apply to a permanent appointment to the CEO position Remuneration Report continued

AFR 37 GOVERNANCE REPORT KEY REWARD COMPONENTS OF THE REMUNERATION POLICY Remuneration Policy GRP or Base Rate of Pay (BRP) Variable pay STIP and LTIPs designed to align performance with strategy and value creation Base pay Benefits STIP LTIPs MSR Market-related base pay packages (GRP or BRP), dependent on performance, roles and responsibilities Market-related benefits guided by local legislation and internal policies Performance-based Group annual incentive scheme Longer-term plans that instil a sense of ownership and strategic alignment 	● Share plans 	● Cash-settled plan1 Encourages executives to hold shares in Gold Fields, in line with best practice 1 Not applicable to Executives. Executives receive 100% equity for LTIP and Regional Executive Committee members (RexCo) receive 30% equity and 70% cash-settled awards Gold Fields’ Employee Value Proposition balances financial rewards with non-financial rewards to drive the desired levels of performance. The financial reward component of our Employee Value Proposition includes: 	● GRP or BRP, being the total of base pay, allowances and benefits 	● Variable pay, which includes STIs, LTIs and MSR GUARANTEED REMUNERATION PACKAGE Base pay (Guaranteed Remuneration Package or Base Rate of Pay) Objective and link to strategy Operation Policy and practice Performance measures A competitive base pay is provided to executives to ensure their experience, contribution and appropriate market comparisons are fairly reflected. It also allows us to attract and retain the skills required to deliver on our strategic goals. Base pay for all employees is reviewed annually after considering benchmarks against comparator groups, Group performance, economic circumstances, affordability, individual performance, changes in responsibility and inflation levels. Changes are effective from 1 March each year. Together with advice from the external remuneration advisor, the CEO makes recommendations on ExCo base pay – excluding his own – to RemCo for approval by the Board. We seek close alignment between executive salary increases and increases for all non-bargaining unit employees, where practical. This is informed by country inflation and individual performance. The guaranteed pay benchmark is the market median. Group and individual performances in line with the BSC inform the individual base pay review. This is in addition to economic circumstances, affordability, changes in job responsibility and alignment across employee groups. Benefits and allowances Objective and link to strategy Operation Policy and practice Performance measures Provided to ensure we offer competitive benefits in local markets based on affordability to employees and the Group. Based on local market trends and can include items such as Group life insurance and disability and accidental death insurance. Our Expatriate Policy provides for special allowances to be made for expatriate employees in respect of, among others, relocation costs, cost of living, travel and the cost of education for children and their families. In line with approved policy, the benefits we provide comply with legislation across the jurisdictions in which we operate. Benchmarking ensures there are competitive benefits aimed at attracting and retaining key employees. Not applicable.

AFR 38 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued SHORT-TERM INCENTIVE PLAN Our STIP is a performance-based Group annual incentive scheme that supports value creation and motivates our people to achieve success for the Group. All Group executives, regional executives and management-level employees (Paterson D-band and above categories) are eligible to participate in the STIP, subject to the achievement of applicable performance conditions. The Target incentive (TI) is based on a percentage of annual guaranteed remuneration and linked to the employee’s job grade, direct line of sight and contribution impact on the overall achievement of Group results. Bonus target incentive as % of GRP or BRP Job grade Threshold On-target (100%) Stretch (200%) CEO1 0% 65% 130% CFO 0% 60% 120% EVPs (Group and regional) 0% 55% 110% Regional executive 0% 45% 90% General manager 0% 40% 80% E-band and D-band management 0% 20% – 35% 40% – 70% 1 The CEO eligibility on target and stretch percentages for STIP do not apply to the Interim CEO and would only apply to a permanent appointment to the CEO position STI outcomes are determined through a weighted performance achievement outcome between business performance achievement and individual performance achievement. The weightings applied to the business performance achievement portion is determined based on the employee’s scope of operation and impact on overall operational, regional and Group results. Category Individual Group Region Operation CEO1 35% 65% 0% 0% CFO 35% 65% 0% 0% EVP 35% 65% 0% 0% Regional executive 35% 20% 45% 0% General manager 35% 0% 20% 45% Regional office 35% 0% 65% 0% Mines 35% 0% 0% 65% 1 The CEO performance weighted split for STIP does not apply to the Interim CEO, and would only apply to a permanent appointment to the CEO position. For the 2022 financial year, the Interim CEO’s business related performance split considered 45% weighting for South Deep and 20% weighting for Group. Going forward for the 2023 financial year, the STIP business weighted performance split will be aligned to a Corporate EVP which considers 65% for Group performance only. STIs are awarded annually, and the performance period is measured from 1 January to 31 December each year. STIs are conditional and only vest upon meeting performance condition targets which directly link to the annual business plan approved by the Board. Where required, and under extraordinary circumstances, Remuneration Committee discretion may apply. Group performance measures – short-term incentives SAFETY PRODUCTION ALL-IN COSTS DEVELOPMENT AND WASTE MINED 	● Measured through a scorecard of leading and lagging indicators 	● Safety has a negative modifier in the event of a fatality and impacts the operation, its region and the Group for the entire safety performance measure 	● Measured through gold ounce equivalents against the Group business plan 	● Measured in local currency against the Group business plan 	● Adjusted for bonus purposes and therefore differs from other reported AIC figures 	● Ensuring appropriate focus on our future development and waste mined, weighted at 20%, covers new mine and current mine development, open-pit waste mined and underground development in different configurations for each mine 20% 20% 40% 20%

AFR 39 GOVERNANCE REPORT Group performance target setting and measurement Key features 	● Operational objectives for each mine are measured against plans approved by the Board and RemCo and comprise safety, production, costs and physical mine development (ore and waste) goals 	● The operational objectives form the basis of the regional objectives and subsequently feed into the Group objectives 	● If individual, operational, regional or Group objectives do not exceed threshold targets, no bonus is payable 	● Based on the above, RemCo approves annual STIP payments in February of each year, for the prior year’s performance 	● Where applicable, production bonuses are paid to employees at mine level 	● We consider regional and on-mine schemes – for example, in Peru, we apply a statutory bonus scheme in compliance with legislation, and pay the difference between a higher calculated STI and legislated bonus, if applicable 	● Achievement falling between threshold and on-target and stretch levels is calculated on a straight-line basis between the two reference points 	● In advance of the STIP outcome, executives may elect to defer some or all of their STIs by converting a portion of their cash into shares towards their MSR-related commitments Individual performance measures We continued our efforts to align performance management processes with the Group’s strategy. This included adding a balance between leading and lagging indicators into all scorecards and ensuring we set appropriate stretch targets for all management-level employees. While this new approach builds on our previous BSC process, it also ensures a stronger alignment between our strategy and scorecards. This ensures our strategy is cascaded into measurable objectives we track through our performance management process. The chart below shows how performance rating scores on the five-point scale translate to percentages used for bonus calculation purposes. A score below 2 results in 0%, and a score between 4.7 and 5.0 (the maximum) results in the capped achievement of 200%. For the calculation example below, an individual rating of 3.2/5.0 is used. Personal performance rating correlation to percentage achievement % 2. 0 3. 0 4. 7 5. 0 Stretch limit 200% On-target modifier 100% Modifier cut-o 250 200 150 100 50 0 Group annual short-term incentive bonus calculation example COMPANY PERFORMANCE (65%) 2022 INDIVIDUAL BSC RATING (35%) SALARY GRADE ELIGIBILITY STI BONUS 150% 3.2 = 112% US$200,000 DL= 20% US$54,680

AFR 40 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued LONG-TERM INCENTIVES Gold Fields’ amended 2012 Share Plan Gold Fields’ amended 2012 Share Plan (Share Plan) is a conditional share plan that provides for annual awards of performance shares, which vest after three years subject to performance conditions. Participants receive shares under the Share Plan to align management’s objectives to shareholder, stakeholder and investor interests. It further provides incentive to ensure sustainable long-term value creation with the aim of achieving the Gold Fields purpose and vision. The LTIP also supports Gold Fields’ retention strategy as the vesting period serves as a retention element. Participants in the Share Plan only include Group and regional executives. Gold Fields ensures the future sustainability of the share scheme by limiting the issuance of shares under the plan. LTI awards % of awards in equity Group ExCo 100% Regional ExCo 30% Management1 — 1 Management levels are Paterson D Band employees and above, not included on Group or RexCos Cash-settled long-term incentives The cash-settled LTIP ensures alignment between regional contributions and the Group’s long-term business strategy. The use of cash as opposed to shares reduces the number of shares required, while still ensuring a longer-term focus for participants. The LTIP’s design links regional long-term strategic objectives with Group objectives. Regional performance conditions and targets are set and agreed with RemCo through the BSC process. The BSC ratings were used to determine vesting outcomes for awards in 2018, 2019 and 2020 (for 2021 and 2022 the Group LTI performance condition scorecard applies to all LTI awards across the Group). Awards are made in March each year and settled in February three years later, and the measurement periods for the performance conditions are from 1 January of the year of the award to 31 December of the third year of award. RemCo approves the performance conditions for each set of awards following a review and analysis of management recommendations. LTI awards % of awards in cash Group ExCo — Regional ExCo 70% Management1 100% 1 Management levels are Paterson D Band employees and above, not included on Group or RexCos Evolution of Gold Fields long-term incentives The LTI at Gold Fields has undergone a positive evolution over the course of three years through continuous assessment of the scheme and alignment to best practices, fair and responsible remuneration and to ensure the LTI – as part of the total reward offering – is purpose-led and contributes towards attracting and retaining high-calibre individuals. Gold Fields has adopted a high-performance culture, and awards made to participants under the LTIPs are impacted by the individual performance outcomes of the preceding financial year. The LTI award framework, as outlined below, has evolved from the 2020 financial year to align with fair and responsible remuneration, as well as positive enhancements made in the performance management policy and approach. Long-term incentive awards LTI awards are made based on a participant’s job and grade eligibility percentage. LTI eligibility of annual GRP: Group CEO1 104% Group CFO 96% Group ExCo 88% Regional ExCo 60 – 68% Snr Management 42 – 50% Management 34% 1 This LTI eligibility percentage will apply to a permanent CEO yet to be appointed. The Interim CEO will remain on the Group ExCo Percentage of 88%. On award, the participant’s individual BSC performance rating is used to modify the award. In 2022, Gold Fields enhanced its performance management approach to ensure individual ratings subscribe to fair and consistent application of individual performance. The lower-limit or cut-off modifier of 2.7 was changed to 2.5 to accommodate the re-aligned and normalised performance distribution curve. This will become effective from 2023. The maximum modifier is capped at 200% of the award and any individual performance rating below the cut-off modifier will not be eligible to receive an LTI award. The LTIP share awards in monetary value are used to calculate an equivalent number of shares based on the three-day volume weighted average price (VWAP) preceding 1 March annually. LTIP cash awards are calculated and awarded on the monetary value. Long-term incentive performance conditions The performance conditions of the LTI schemes have evolved throughout the years to track alignment with the Group’s strategic intent and focused business objectives. The performance measure linked to the LTI schemes are purpose-led to ensure Gold Fields not only delivers superior financial returns to shareholders and investors, but also accounts for its social and environmental responsibilities – thereby extending its intent to all stakeholders that are impacted by our business activities. LTI performance conditions are measured at regional and Group level, and the achievements against targets are rolled-up from regional outcomes into overall Group outcomes. The performance conditions for the LTI awarded in 2022 are: 	● All-in-cost (25%) 	● ESG performance (25%) 	● Absolute TSR (25%) 	● Relative TSR (25%) All-in cost (AIC) In the 2022 financial year, RemCo approved the change of the free cash-flow margin (FCFM) performance condition to AIC, which is a standard measure across all sites in the Group and has a substantial improved integrated focus throughout the operations. Establishing the initial AIC target utilised the first two years’ targets, which will be based on Gold Fields’ operational plans, with the third year based on Gold Fields’ strategic plans. The support for this performance measure allows for the following: 	● Board approval annually for the duration of the award 	● Strong link to the operational and strategic plans 	● Drives accountability from management to deliver on the strategic and operational plans presented to the Board over three years

AFR 41 GOVERNANCE REPORT Gold Fields ESG commitments and the link to long-term incentive rewards During 2021, RemCo strengthened the linkage between environmental, social and governance (ESG) issues and remuneration. While maintaining the overall framework of our Remuneration Policy and the remuneration mix for our executives, RemCo approved that 25% of the performance conditions underpinning long-term incentive plans (LTIPs) in 2022 should focus on ESG-related metrics, for both equity and cash-settled LTI awards. The inclusion of ESG measures will remain in place for future awards and will be adapted to align with the ESG strategy as the strategy changes. RemCo believes it is appropriate to build on the extensive work carried out The current priority ESG performance conditions under the LTI framework are decarbonisation and gender diversity. These conditions were implemented with long-term targets which will vest in the 2024 and 2025 financial years. Therefore, they will continue to be measured annually and remain part of the LTIP as a key ESG focus areas for Gold Fields. Considering that there are six main pillars of the ESG strategy, we aim to incorporate a new performance measure from the 2023 LTI awards. In future years, the decarbonisation performance conditions, and target will include scope 3 emissions. From 2023, future awards will consider tailings management as part of the ESG strategy to ensure we comply with GISTM requirements as reported in the Integrated Annual Report on Tailings management (p78) and cement its link to remuneration, as outlined in the following GISTM statement: “For roles with responsibility for tailings facilities, develop mechanisms such that incentive payments or performance reviews are based, at least in part, on public safety and the integrity of the tailings facility. These incentive payments shall reflect the degree to which public safety and the integrity of the tailings facility are part of the role. LTIs for relevant executive managers should take tailings management into account.” ESG performance conditions – reduced carbon emissions (decarbonisation) Gold Fields’ Board was one of the sector’s first movers by approving the Company’s Climate Change Policy Statement in 2017. Subsequently, gold mining companies – as well as our peers in other resources sectors – have become exposed to increasing scrutiny and pressure from governments, society and investors to establish decarbonisation targets and cogently and coherently articulate how long-term targets will be converted into tangible and measurable programmes. At the end of 2021, we developed our decarbonisation strategy and committed to achieving net-zero carbon emissions by 2050. A significant milestone on our journey to achieve this is identifying and selecting targets within our project base that will produce a 30% net reduction in emissions (off a 2016 baseline) by 2030. As an indicator of our pledge to realising this goal, Gold Fields expects to invest between US$1bn and US$1.6bn by 2030 to ensure selected projects and those operations capable of generating a significant reduction in emissions are appropriately funded and managed (as reported in the Integrated Annual Report on Energy and carbon management (p75 – 76)). By any measure, this would represent one of the largest capital-intensive programmes that Gold Fields will have ever undertaken. This will include self-funded capital, leasing or power purchase agreements (PPA), which will introduce a debt element. Given its complexity, the decarbonisation programme has been elevated to a strategic level and is underpinned by a management framework equal to the task. The decarbonisation programme targets are embedded in the Gold Fields strategy. Gold Fields’ work to date demonstrates that it takes its commitment to addressing the impacts of climate change seriously and that it will put resources and funding into finding solutions. With the adoption of ESG as one of its strategic pillars it has shown that it can adapt its current and future business model to meet expectations of all stakeholders. Gold Fields’ commitment to its six priority ESG targets will sign post its 2030 journey and ensures that it will prioritise its ESG commitments, particularly in the area of decarbonisation. The conversion to an economy using low-carbon energy sources assumes a primacy. With this, Gold Fields’ corporate growth strategy should recognise and capture the value creation upside of such an undertaking. To reward executives and management for achieving these longer-term ESG strategic goals, Gold Fields’ 2022 LTI framework includes carbon abatement targets. on sustainability and long-term value creation with future incentivisation through financial rewards. RemCo is committed to ensuring there is a direct link between the LTI design and metrics to the necessary strategic objectives and commitments, which ensures Gold Fields remains accountable for safe and responsible mining while delivering superior value to all its stakeholders. Subsequently, Gold Fields made strong commitments to ESG governance requirements, and has adopted an ESG strategy to ensure the Company’s operations and business activities create value through responsible mining. The Gold Fields ESG strategy identifies six core pillars in the long-term ESG commitments. Gold Fields’ ESG strategic pillars 1 Safety, health, wellbeing and environment 2 Gender diversity 3 Stakeholder value creation 	● Zero fatalities 	● Zero serious injuries 	● Zero serious environmental incidents 	● 30% women representation 	● 30% of total value created benefits host communities 	● Six flagship projects benefiting host communities 4 Decarbonisation 5 Tailings management 6 Water stewardship 	● 50% absolute emission and 30% net emission reductions from 2016 baseline (Scope 1 and 2) 	● Net zero emissions by 2050 	● Conformance to the Global Industry Standard on Tailings Management 	● Reduce number of active upstream raised Tailings storage facilities (TSFs) from 5 to 3 	● 80% water recycled/reused 	● 45% reduction in freshwater use from 2018 baseline

AFR 42 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued Targeted abatement Over the period 2022 to 2024, Gold Fields is targeting the net abatement of 407kt CO2e, with 90% (366kt CO2e) focused on renewable deployments. This includes commissioning a 50MW solar plant at South Deep mine and a 12MW solar plant at the Gruyere mine in 2022. The remaining 10% abatement consists of numerous operational efficiency projects in generation, operations, and processing. The smaller projects will be tracked over three years to ensure they become business as usual. Considering the current maturity of some decarbonisation technologies and the expected rate of development of the technologies, RemCo approved the following achievement ranges for LTIs awarded in 2022. 2022 – 2024 decarbonisation targets LTI weighting Threshold achievement Target achievement Stretch achievement Target range Australia 12.5% 125kt CO2e 147kt CO2e 169kt CO2e 15% South Africa 12.5% 200kt CO2e 235kt CO2e 270kt CO2e 15% Ghana 12.5% 20kt CO2e 23kt CO2e 26kt CO2e 15% Americas 12.5% 2.0kt CO2e 2.4kt CO2e 2.8kt CO2e 15% Group 12.5% 346kt CO2e 407kt CO2e 468kt CO2e 15% Environmental, social and governance (ESG) performance conditions – diversity and inclusion (gender representation) Diversity and inclusion are fundamental core values of Gold Fields’ culture and underpins the way we operate and treat our employees and stakeholders. Introducing gender representation into the LTI framework has transformational strategic intent to ensure Gold Fields has a diversified talent pool to drive innovative thinking and access the key skills and experience of women in mining. The Board as recommended by RemCo and in support of the Social, Ethics and Transformation Committee, committed to 30% female representation in Gold Fields by 2030. Regional circumstances are accounted for when determining the expected future commitments of female representation relative to the total employee complement. 2022 – 2024 gender targets – female representation LTI weighting Threshold achievement Target achievement Stretch achievement Target range Australia 12.5% 23% 24% 25% 5% Corporate office 12.5% 45% 47% 49% 5% South Africa 12.5% 27% 28% 29% 5% Ghana 12.5% 11% 12% 13% 5% Americas 12.5% 25% 26% 27% 5% Group 12.5% 23% 24% 25% 5% LONG-TERM INCENTIVE VESTING CONDITIONS The vesting of LTI awards is subject to meeting Board-approved performance conditions. Vesting occurs after three years from award and depends on the extent to which the Group has met the approved performance conditions over the three-year period. Vesting is capped at 200% of the award. In advance of the vesting date, executives can elect to defer some or all of their vested share awards towards the achievement of their MSR. Linear interpolation is applied between threshold and target, and target to stretch performance. The following vesting conditions apply to the unvested 2022 and 2023 LTIP. 2022 long-term incentive vesting conditions Performance condition Linear vesting >0% 100% vesting 200% vesting Weighting % of LTIP Scorecard Threshold Target Stretch Financial 75% Absolute TSR1 N/A – no vesting below target The US Dollar (nominal) cost of equity1 over the three-year performance period US Dollar cost of equity + 6% over the three-year performance period 25% Relative TSR2 Below median of the peer group2 Median of the peer group Upper quartile of the peer group 25% All-in cost3 US$1,449/oz AIC US$1,349/oz AIC US$1,249/oz AIC 25% ESG 25% Decarbonisation Reduced carbon emissions of 346kt CO2e by 2024 Reduced carbon emissions of 407kt CO2e by 2024 Reduced carbon emissions of 468kt CO2e by 2024 12.5% Gender representation 23% female representation of the total head count 24% female representation of the total head count 25% female representation of the total head count 12.5% Total 100% 1 Cost of equity is validated by an external consultant 2 For the 2022 awards, the peer group consisted of AngloGold Ashanti, Barrick, Eldorado Gold, Yamana, Agnico Eagle, Kinross, Newmont, Newcrest, Northern Star and Endeavour 3 AIC replaces FCF as the third financial measure on the LTIP

AFR 43 GOVERNANCE REPORT 2023 long-term incentive vesting conditions Performance condition Linear vesting >0% 100% vesting 200% vesting Weighting % of LTIP scorecard Threshold Target Stretch Financial 75% Absolute TSR N/A – no vesting below target The US Dollar (nominal) cost of equity1 over the three-year performance period US Dollar cost of equity + 6% over the three-year performance period 25% Relative TSR Below median of the peer group2 Median of the peer group Upper quartile of the peer group 25% AIC3 US$1,403/oz AIC US$1,303/oz AIC US$1,203/oz AIC 25% ESG 25% Decarbonisation Reduced carbon emissions of 470.52kt CO2e by 2025 Reduced carbon emissions of 541.11kt CO2e by 2025 Reduced carbon emissions of 622.28kt CO2e by 2025 10% Tailings4 7% GISTM – Priority TSFs5 Conditional conformance based on internal self-assessment by August 2023 Conditional conformance based on internal self-assessment before August 2023 Full conformance based on internal self-assessment by August 2023 GISTM – All other TSFs Full conformance based on internal self-assessment by August 2025 Full conformance based on internal self-assessment by August 2024 Full conformance based on internal self-assessment by the end of 2023 Active Upstream Raised TSFs Reduce active upstream raised TSFs to 3 by the end of 2025 Reduce active upstream raised TSFs to 3 by the end of 2024 Reduce active upstream raised TSFs to 3 by the end of 2023 Gender representation 24% female representation of the total head count 25% female representation of the total head count 26% female representation of the total head count 8% Total 100% 1 Cost of equity is validated by an external consultant 2 For the 2023 awards, the peer group consisted of AngloGold Ashanti, Barrick, Eldorado Gold, Yamana, Agnico Eagle, Kinross, Newmont, Newcrest, Northern Star and Endeavour 3 AIC replaces FCF as the third financial measure on the LTIP 4 Tailings included as a measure within ESG for the LTIP 2023 award 5 As reported in the Integrated Annual Report under Tailings management on p78

AFR 44 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued REMUNERATION MIX 	● Gold Fields’ total reward model links financial reward to a combination of job type and performance – therefore, the mix of GRP/BRP and variable pay differs according to level of performance and the grade of the job held. To entrench a high-performance culture, and in line with international best practice, the more senior the role, the higher the proportion of variable pay (at-risk pay) and the remuneration package. At-risk pay comprises 75% of the CEO’s total target reward, of which 38% is LTIs. 	● For exceptional performance, the Group aims to position overall remuneration, including STIs and LTIs, at the 75th percentile of our comparator market. This aligns with our total reward strategy of ensuring a market-competitive reward mix, rewarding employees for exceptional performance, and the retention of high-performing employees. RemCo retains the discretion to determine whether, and to what extent, specific performance levels warrant total pay at the 75th percentile. 	● The graphs illustrate different scenarios of performance achievement of the total remuneration for the CEO, CFO and ExCo members, on a single total figure basis, based on the 2022 Remuneration Policy and using simplified hypothetical GRPs/BRPs for ease of illustration. Remuneration scenarios at different levels of performance1 Chief Executive Ocer2 US$’000 967 967 967 628 1,257 1,006 2,011 Below On-target Stretch 0 1,000 2,000 3,000 4,000 5,000 ■ GRP ■ STI ■ LTI Chief Financial Ocer US$’000 663 663 663 398 796 637 1,273 Below On-target Stretch 0 500 1,000 1,500 2,000 2,500 3,000 ■ GRP ■ STI ■ LTI Executive Committee US$’000 466 466 466 256 512 410 820 Below On-target Stretch 0 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 ■ GRP ■ STI ■ LTI 1 Not actual pay levels but rather for theoretical purposes of displaying the pay policy remuneration mix. LTI award at target 100% levels reflected above, the award can increase to 200%. The vesting can be a further 200% in addition. “Below” ’assumes no annual LTI; “On-target” assumes 100% outcome; “Stretch” assumes 200% outcome. This does not include any share price movement 2 The statistics and graph relating to the CEO remuneration mix do not apply to the Interim CEO. OTHER KEY FEATURES OF OUR REMUNERATION POLICY Executive minimum shareholding requirements Aligning the interests of our executives with those of our shareholders is critical to sustainable value creation. As such, we encourage executives to hold shares in Gold Fields in line with international and South African best practice. Our MSR policy, which we introduced in 2017, requires executive directors and prescribed officers to hold shares in Gold Fields equivalent to the multiples of their GRP/BRP as indicated: 	● CEO: 300% (this does not apply to the Interim CEO, Mr Preece, remains on 100% minimum shareholding requirement as per all other Group Executives. 	● All other executive directors and prescribed officers: 100% Executive directors and prescribed officers are given a period of five years to achieve these multiples. RemCo makes an award of matching shares at a ratio of 1:3 – one share for every three committed towards the MSR, capped at the matching share limit. The value of the ultimate number of matching shares that will vest is limited to 67% of GRP in the case of the CEO, and 33% of GRP or BRP for all other executives. The matching shares vest at the end of the five-year period if the participant remains employed by the Group and has retained the committed shares. Retention and sign-on bonuses RemCo has the discretion to approve management-proposed sign-on payments and/or retention payments to recruit and/or retain individuals at certain levels for specific business reasons. Below these levels, management has the discretion to approve such payments. The typical minimum work-back period for retention payments is two years. No such payments were made to executives during 2022. Malus and clawback Our Malus and Clawback Policies, approved in 2020, permit the Board to withhold yet-to-be awarded remuneration in the event of certain trigger events and to clawback remuneration already paid. The Board is entitled to seek repayment of remuneration amounts that were made in error and subsequently restated. The policy gives RemCo the right to recover variable remuneration from executives. This is applicable but not limited to: remuneration relating to base pay; achieving financial or performance goals or similar conditions for any award, or payment under the annual incentive plan or LTIP, or any bonus payment, whether vesting is based on the achievement of performance conditions, the passage of time, or both. The right of recovery may be exercised within three years from the restatement date, and the policy sets out the procedures to be followed depending on whether the remuneration has been paid, transferred or otherwise made available to the executive, as well as the steps to take if the amount is not immediately recoverable. The additional requirements required by the US Securities Exchange Commission and New York Stock Exchange are being considered and the policies will be updated for implementation in the latter part of 2023 and will be disclosed in the 2023 Remuneration Report.

AFR 45 GOVERNANCE REPORT Executive Committee service contracts and termination provisions Gold Fields can terminate an executive’s employment summarily for any reason recognised by law in the respective jurisdictions. The general principles governing the settlement of employment benefits and rewards is based on termination status. Employees who resign voluntarily or are dismissed for disciplinary reasons forfeit all unvested benefits and awards. Employees who separate from the Group for reasons of death, disability, retirement, redundancy for operational reasons or mutual separation as agreed between the parties, are considered good leavers and retain a portion of unvested benefits and awards. This portion is based on the principles of time (pro rata) and performance testing at on-target levels and in line with the principles of King IV and the rules and provisions of the governing company policies as approved by the Board. Additional termination payments may be negotiated with the exiting executive and such arrangements will be approved by RemCo and the Board. The CFO and the current EVP: Strategy, Planning and Group Development have employment agreements in place with Gold Fields Group Services Proprietary Limited (GFGS), Gold Fields Orogen BVI Limited (Orogen) and Gold Fields Holdings Company. In terms of the South African employment contracts with ExCo, employment continues until terminated upon notice by either party or retirement age, which is currently 63 years. Gold Fields Orogen BVI Limited (Orogen) and Gold Fields Holdings Company have substantially similar terms. The notice period is 12 months for the CEO and CFO, and six months for each of the Prescribed Officers. The 12 months notice period does not apply to the Interim CEO, Mr Preece remains on the employment contract terms as were in place prior to his appointment to Interim CEO, which includes a six month notice period. Group annual incentive plan The Group annual incentive plan provides for pro-rata payment of annual bonus in the event of termination on a good leaver status. Share Plan The Share Plan provides for pro-rata vesting to the termination date of LTI awards in the event of a change of control or termination on a good leaver status, payable in accordance with the Share Plan rules or as otherwise agreed with the Board and subject to the performance condition testing outcome and approval by RemCo. Change of control provisions For the 2022 reporting year, remuneration entitlement in the event of a change of control for senior executives is equivalent to 24 months’ annual guaranteed package, which applies to the CFO and EVP: Sustainable Development. This change of control provision was also included in the terms agreed for the former CEO, (Mr CI Griffith) and approved by RemCo. No changes have been made to Mr Preece’s conditions of employment which were in place prior to being appointment as Interim CEO. A change of control is defined as a third party or concert parties holding 30% or more of Gold Fields’ ordinary shares. In the event of the finalisation of an acquisition, merger, consolidation, scheme of arrangement or other re-organisation, whether or not there is a change of control and if the executive directors’ services are terminated, the change of control provisions also apply. For these employees, their employment contracts provide that, in the event of their employment being terminated within 12 months of the change of control, the executive is entitled to: 	● Payment of an amount equal to two times annual GRP for the CFO and the EVP: Sustainable Development, plus an amount equal to the average of the incentive bonuses paid during the previous two financial years 	● For the CEO, a payment equal to two times annual GRP together with any other payments then due and payable 	● Full vesting of all LTIP awards These executives’ employment contracts also provide that these payments cover any compensation or damages the executive directors may have under applicable employment legislation. Share Plan The Share Plan provides for pro-rata vesting of LTI awards in the event of a change of control. A change of control as defined for the purpose of Share Plan includes (in summary) an acquirer obtaining: 	● Ownership or voting control of 50% of the Company’s issued share capital 	● The right to control the management of the Company or the composition of the Board 	● The approval by the Company’s shareholders, or the consummation, of a merger or consolidation of the Company with another business entity The treatment of LTI awards on a change of control is subject to any pre-existing employment conditions, which take precedence in the event of a conflict. NON-EXECUTIVE DIRECTORS Non-executive directors’ remuneration NEDs are not eligible to receive any STIs or LTIs. Gold Fields pays NEDs based solely on their role within the Board and/or committees, with differentiation only between international and South African-based directors. We apply the policy using the following principles: 	● Board committee members receive annual committee fees for their participation 	● The Chairperson and Lead Independent Director receive all-inclusive annual fees for all Board and committee participation 	● We review fees annually and implement any increases in June of each year 	● Travel and accommodation expenses are paid to NEDs for travel relating to site visits and Board meetings Non-executive directors’ fee review We intend to seek approval for increases based solely on last year’s inflation rates to be applied to the prevailing fees of NEDs, effective from 1 June 2023, of 6.4% for Rand-based fees and of 5.9% for US Dollar-based fees. The following fixed annual fees are payable to NEDs with effect from 1 June 2023 (excluding value added tax (VAT)) if approved by shareholders at the AGM on 24 May 2023.

AFR 46 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued Approved 2022/2023 fees in Rand Proposed 2023/2024 fees in Rand Approved 2022/2023 fees in US Dollar Proposed 2023/2024 fees in US Dollar Chairperson of the Board (all-inclusive fee) 3,512,800 3,737,600 n/a n/a Lead Independent Director (all-inclusive fee) 2,286,700 2,433,000 n/a n/a Members of the Board 1,153,000 1,226,800 86,300 91,400 Chairperson of the Audit Committee 418,800 445,600 n/a n/a Chairpersons of the Capital Projects, Control and Review Committee; Nominating and Governance Committee; Remuneration Committee; Risk Committee; Social, Ethics and Transformation Committee; and Safety, Health and Sustainable Development Committee* 257,800 274,300 19,200 20,300 Members of the Audit Committee 216,000 229,800 16,200 17,200 Members of the Capital Projects, Control and Review Committee; Nominating and Governance Committee; Remuneration Committee; Risk Committee; Social, Ethics and Transformation Committee; and Safety, Health and Sustainable Development Committee* 162,700 173,100 12,300 13,000 Chairperson of the ad-hoc Committee 65,300 69,500 4,800 5,100 Member of the ad-hoc Committee 40,500 43,100 3,100 3,300 * The Chairperson and Lead Independent Director do not receive any additional fees to their all-inclusive fees above, regardless of their Chairperson or member roles on committees NON-BINDING ADVISORY VOTE – REMUNERATION POLICY As set out in King IV, shareholders are required to cast non-binding advisory votes on the Remuneration Policy and Implementation Report at Gold Fields’ AGM on 24 May 2023. Should there be a 25% or higher vote against either of the above, we will engage with shareholders to understand the drivers of the dissenting votes, and to discuss potential remedial measures. We also attempt to connect with the majority of shareholders who vote against our remuneration approach to understand their perspective.

AFR 47 GOVERNANCE REPORT Section 3: Implementation Report This section of the Remuneration Report explains how we implemented our Remuneration Policy and provides details of the remuneration paid to executives and NEDs for the financial year ended 31 December 2022. The remuneration paid to executive directors are aligned with the Company’s Remuneration Policy, incentive scheme rules and JSE Listing Requirements. The delivery of remuneration complies with King IV principles, the provisions under the Companies Act and related legislation on disclosing prescribed officer remuneration. Our STI and LTI targets comprise objectives that are deliberately and rigorously evaluated and selected based on their importance to the Company’s success. GUARANTEED REMUNERATION PACKAGE Executive Directors’ and Prescribed Officers’ guaranteed remuneration is an all-inclusive remuneration package consisting of a basic salary and core benefits, including medical aid, retirement contributions and insurance such as group life cover and disability cover. The guaranteed remuneration component of total remuneration is determined through benchmarking executives’ current guaranteed remuneration against peer comparator groups within the mining industry and gold sector companies of a similar size locally and internationally. Guaranteed remuneration is benchmarked against the 50th percentile to remain competitive for retention purposes. Increases and market alignment adjustments are approved and mandated by the Board. In determining fair and responsible guaranteed remuneration increases and adjustments, the Board considers the following factors: 	● Headline inflation per country 	● Salary market movements within the peer group, general market and gap to peers 	● Position against market remuneration levels 	● Individual performance achievement results and Company performance achievements against strategic objectives 	● Affordability and the prevailing context Guaranteed pay (Guaranteed Remuneration Package and Base Rate of Pay) breakdown Guaranteed remuneration element Policy application Key facts 	● All eligible employees received a salary increase on 1 March 2022, with an average increase of 4.7% for executives 	● The overall increase in employment costs during 2022 was within the approved mandate of RemCo 	● Executive packages were increased only by country-specific inflation rates for the 2022 review period Policy application 	● Across the Group, salary increase mandates were set at the prevailing country-specific inflation rate, with an additional percentage for addressing pay gaps, where applicable 	● The forward-looking drive to eliminate any unintended bias that may be present in our pay systems is continuously assessed across the Group Salary (cash) Executives’ salaries are benchmarked to the median of the respective market in which they operate. Some of the executives have dual contracts with various entities in the Gold Fields group of companies and are paid in dual currencies. Executive salaries undergo annual increases based on the forecast country inflation at Q1 of the review year. Pension Executive pension contributions are 100% employee contributions and the Company does not contribute towards the executive’s pension fund. Executives may elect their preferred pensionable base on which their contributions are based and at their own discretion. Regional executives contribute towards pension within their respective country of residence with its own pension laws and fund providers. Medical Each ExCo member is responsible for contributing towards their own elected medical aid or insurance. The Company does not contribute towards executives’ medical aid or insurance premiums. Cash allowances Executives receive cash allowances in accordance with in country legislative payments or company provided allowances that may be elected and structured as part of GRP.

AFR 48 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued SHORT-TERM INCENTIVES Key facts 	● Bonus parameters for 2022 were approved as detailed in section 2 of this report 	● The total 2022 annual incentive award payment amounted to US$27m (2021: US$26m), with 653 (2021: 628) eligible participating employees 	● The incentive is based on an average individual performance rating of 3.3 (2021: 3.5) out of a maximum of 5.0 against performance measures established at the beginning of the year 	● During 2022, we reviewed our performance management rating process to ensure a normalised distribution is achieved across the Group as a commitment to fair and equitable remuneration practice 	● The performance ratings are analysed to ensure that there is no bias in terms of gender or race Policy application 	● Incentive bonus parameters and targets are agreed and approved at the beginning of each cycle 	● Bonus parameter performance achievement is peer reviewed internally and by independent external advisors prior to approval and payment 	● There is calibration between individual performance ratings and Group or Company performance as applicable 	● Regional incentives are aligned with operation and regional performance achievements 	● Operational objectives form the basis of the regional objectives and subsequently feed into Group objectives 	● RemCo recognised the significant impact of worldwide inflation during 2022 in its assessment of the Group objectives 	● Actual performance achievement is confirmed by the Group’s external auditors 	● Performance calculations are formulaic, however, RemCo has the discretion to adjust the outcome deemed appropriate 	● Average exchange rates of US$1:R16.37 (2021: US$1:R14.79) and A$1:R11.34 (2021: AS$1:R11.11) were applied for calculation purposes in this section Group objectives Group performance was assessed with an outcome of 101% for 2022, with targets and achievements shown below. Despite some positive improvements in leading safety metrics, the fatal accident recorded at St Ives resulted in the negative modifier (zero outcome) being applied for safety metrics at operational and Group levels. 2022 objectives Weight Target Achieved Final weighted achievement Safety1 20% 0% 	● Safety engagement rate 5% 8.38 10.70 – 	● Increase in near-miss reporting 5% 581 1,577 – 	● Timely close-out of corrective actions on serious potential incidents 5% 95% 98% – 	● Reduction in serious injuries 5% 8 5 – Gold (equivalent) production (koz) 20% 2,389 2,415 131% AIC (US$/oz)2 40% 1,386 1,378 117% Development and waste 20% 140% 	● Development at South Deep3 (m) 40% 11,156 11,593 200% 	● Open-pit waste mined (kt) 30% 123,319 129,797 200% 	● Underground development (m) 30% 42,778 38,644 0% Total 101% 1 Safety modifier applied, which results in a 0% safety performance due to a fatality at St Ives mine during 2022 2 Every year-end, AIC is adjusted for STIP purposes by measuring in local currency and converting to US Dollar at a budgeted exchange rate, excluding workers’ participation at Cerro Corona, and calculating the related royalty charge based on budgeted gold prices. Cerro Corona by-products are normalised for budgeted prices. AIC adjusted for the impact of inflation due to the impact of the Russia/Ukraine war on fuel and explosives. 50% of the inflation impact written back as an uncontrollable. The delay on the Salares Norte project impacted the AIC negatively – adjustments made to align project completion to AIC spend 3 Development and destress combined for South Deep. Will in future be one measure

AFR 49 GOVERNANCE REPORT 2022 Previous Chief Executive Officer Mutual separation agreement with previous CEO In December 2022, the Company announced that the Board and the previous CEO, Chris Griffith, had agreed that the Company should move forward under new executive leadership and reached a mutual agreement to separate. The planned leadership transition proceeded with the appointment of an Interim CEO, Martin Preece (previously Executive Vice-President, Gold Fields South Africa region), who formally joined the Board and effectively commenced the role as Interim CEO on 1 January 2023. The Board also began the process of seeking to recruit a new permanent CEO. The mutual separation agreement included the following: 	● The parties agreed that the previous CEO will not have to work his notice period and will receive payment in lieu of working notice 	● The parties negotiated an ex-gratia payment to the previous CEO as a settlement for a term of 24 months of monthly GRP. Mr Griffith had a 24-month restraint of trade in his employment contract when he joined Golf Fields 	● The previous CEO will separate from the business on a good leaver status 	● The previous CEO will receive the short-term incentive bonus for 2022 The previous CEO will receive his LTI awards calculated to 31 December 2023 (the end of his notice period as per his employment contract), payable after the testing of performance conditions and at the normal vesting date of the awards, but on a pro-rata basis for time served. The following terms for Mr Griffith were agreed and approved by the Board: Item Payment Notice in lieu of work – 12 months as per employment contract partly paid in Rand and US$ R10,500,000/12 x 12 = R10,500,000 US$340,000/12 x 12 = US$340,000 Ex-gratia settlement payment of 24 months R10,500,000/12 x 24 = R21,000,000 US$340,000/12 x 24 = US$680,000 Untaken Leave as per policy and executive contract R865,745 STI payment for 2022. The bonus payment on 28 February 2023 is based on the Group performance outcome of 101% and his individual performance outcome of 118% R10,500,000 x [(101% x 65%) + (118% x 35%)] x 65% = R7,299,400 US$340,000 x [(101% x 65%) + (118% x 35%)] x 65% = US$236,400 Long-term incentive 2021 pro rata based on the number of months in service 110,068 x vesting performance outcome as at 28 February 2024/36 x 33 (includes notice period) Long-term incentive 2022 pro rata based on the number of months in service 129,738 x vesting performance outcome as at 28 February 2025/36 x 22 (includes notice period)

AFR 50 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued CHIEF EXECUTIVE OFFICER’S 2022 BALANCED SCORECARD Weight Objective Target Results Overall rating 3.3 FINANCIAL 15% Improve cash-flow to improve TSR, reduce risk and create financial flexibility Target 	● Contain cash outflow to no more than US$133m at US$1,600 per oz Stretch target 	● Generate cash of at least US$171m at US$1,800 per oz Achieved stretch target 	● Stretch cash-flow of US$200.5m at US$1,800/oz is well above the target of US$171m inflow 4.0 INTERNAL BUSINESS PROCESSES 20% Improve ESG management 1 Host communities Target 	● 28% host community procurement 	● 51% host community workforce employment Stretch target 	● 30% host community procurement 	● 53% host community workforce employment Achieved stretch target 	● Host community procurement at 30% meets stretch 	● Host community employment at 53% meets stretch performance 3.5 2 Decarbonisation – emissions Target 	● Emissions avoided 105kt CO2e Stretch target 	● Emissions avoided 193kt CO2e Achieved stretch target 	● 250kt CO2e Group emissions avoided from initiatives 3 2030 water target Target 	● 75% water recycled/reused 	● 37% reduction in freshwater use from a 2018 baseline 	● Group Water Strategy Framework and regional baseline assessment completed for the 2030 strategy Stretch target 	● 77% water recycled/reused 	● 39% reduction in freshwater use from a 2018 baseline 	● Group Water Strategy Framework and regional baseline assessment completed for the 2030 strategy 	● Regional-level gap assessments completed by all regions, and 2030 Water Strategy for two regions completed Achieved between target and stretch 	● Initiated the development of a Group 2030 Integrated Water Stewardship Strategy 	● Group Water Strategy Framework developed to inform the 2030 Regional Water Strategies 	● Draft regional strategies and three-year tactical plans have been completed 	● Regional baselines against the new ICMM Water Stewardship Maturity Framework are planned for 2023 10% Implement an asset priority system Target 	● 90% of progress against asset optimisation project plan Stretch target 	● 95% of progress against asset optimisation project plan Achieved target 	● 90% of progress at year-end to meet target 3.0

AFR 51 GOVERNANCE REPORT Weight Objective Target Results Overall rating 3.3 INTERNAL BUSINESS PROCESSES CONTINUED 10% Drive the culture, innovation, high performance and inclusivity Target 	● Define the culture formula for Gold Fields by December 2022 Stretch target 	● Define the culture formula for Gold Fields and assess the gap between the desired culture and the current ExCo and regional ExCo culture, and develop a two-year roadmap Achieved between threshold and target 	● Gap assessment completed. 	● The to-be culture statement, attributes and focus areas have been finalised 	● Implementation required 2.5 10% Fit-for-purpose operating model Target 	● 100% implementation of operating model Stretch target 	● 100% implementation of the operating model with: ― The RACIs in place, and ― Updates to authorisations framework completed Achieved target 	● The design principles of the operating model have been accepted and implemented 3.0 10% Grow the value and quality of the portfolio Target 	● One new asset added and meet hurdle rates 	● Advancing the progress in Peru, Chile, Damang and Asanko Stretch target 	● Two new assets added and meet hurdle rates 	● Material progress and clarity on the future of Peru, Chile, Damang and Asanko Achieved between target and stretch 	● Material growth on primary transaction together with alternatives 	● Two additional deals on track for delivery 3.5 15% Improve strategic execution Target 	● 80% committed modernisation (I&T) projects achieved Stretch target 	● 90% committed modernisation (I&T) projects achieved Achieved between target and stretch 	● Great set up of the SMU, with more than 90% of the deliverables delivered as per the stretch targets. All milestones have a 95% execution rate which is in excess of Stretch 4 10% Driving the process behind ‘Living the Gold Fields Values’ Target 	● 3.0 average on values 360° assessment Stretch target 	● 4.0 or above average rating on values 360° assessment Achieved below threshold 	● 360° assessment not initiated 1.5

AFR 52 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued CHIEF FINANCIAL OFFICER’S 2022 BALANCED SCORECARD Weight Objective Target Results Overall rating 3.6 FINANCIAL 10% Reduce refinancing debt Target 	● Execute a five-year R1.5bn RCF at a market-related spread with reference to our credit rating and sector Stretch target 	● Issue at better than market-related pricing with reference to our credit rating and sector Achieved between target and stretch 	● Preparations initiated for all three South African facilities to be refinanced 3.5 10% Refinancing and market pricing Target 	● Refinance the US$600m RCF Stretch target 	● Obtain refinancing at better-than- market rates Achieved between target and stretch 	● The refinancing of the US$600m RCF is well underway 3.5 20% Improve cash flow to improve TSR Target 	● Contain cash outflow to no more than US$133m at US$1,600/oz SSt Stretch target 	● Generate cash of at least US$171m at US$1,800/oz Achieved above stretch target 	● Cash-flow of US$200.5m at US$1,800/oz is well above the target of US$171m 4.5 10% Investment grade rating from S&P Target 	● Receive upgrade from S&P Stretch target 	● Receive upgrade from S&P Achieved above stretch target 	● Achieved Investment-grade rating from S&P in 2022, resulting in lower commitment fees on the two RCFs 4.5 10% Drive compliance to plan and overall capital discipline operations centre Target 	● AFEs completed in line with standards Stretch 	● Optimisation review reduces capital expenditure by 10% Target met 	● The robustness of the AFE system has improved 3.0 10% Improve operational efficiency through asset optimisation Target 	● All AFEs over US$7m to comply with revised standards Stretch 	● 90% compliance to AFE programme Target met 	● Foundational work established to enable greater efficiencies going forward 3.0

AFR 53 GOVERNANCE REPORT Weight Objective Target Results Overall rating 3.6 ORGANISATIONAL CAPACITY 10% Improve people capacity in finance Target 	● All D-band employees assessed Stretch target 	● All D-band employees assessed with development plans in place Target met 	● D-band employees were presented at the talent review following assessment 3.0 10% Implement the operating model Target 	● Implement operational model for Finance Department Stretch target 	● Improve health of discipline in the function Achieved between target and stretch 	● Solid progress made in the finance discipline, with minimal changes required 3.5 10% Live the Gold Fields values Target 	● Average rating of 3.0 on values 360° assessment Stretch target 	● Average rating of 4.0 or above on values 360° assessment Target met 	● Evidence as per the values 360° scorecard 3.0 In line with their BSC performance, RemCo awarded the previous CEO and CFO bonuses equal to 69.52% and 67.95% of their annual GRP, respectively. The following graph shows the historical performance outcomes for the former CEO’s over a five-year period, through the percentage of GRP paid as bonus. Bonus multiple of GRP % 69.575.874.972.3 50.7 140 120 100 80 60 40 20 0 2018 2019 2020 2021 2022

AFR 54 Gold Fields Annual Financial Report including Governance Report 2022 LONG-TERM INCENTIVES The Group currently has the following LTIP in place: 	● Equity-settled Share Plan awards for Executives governed by Gold Fields’ Share Plan (amended), details of which are provided in notes to the Annual Financial Statements (AFS) 	● The cash-settled plans for all other eligible LTIP participants in the regions and corporate offices In addition, the MSR Policy applies to shares held by Executives. Performance share awards Performance conditions Awards made in 2022 terms of the Share Plan were subject to the following performance conditions: Absolute and relative total shareholder returns This has a 50% weighting broken down as below and measured over the three-year measurement period. Absolute total shareholder returns – 25% of the initial award value will vest on the following basis: Target TSR performance TSR factor Below target 0% N/A Target Average US Dollar cost of equity as measured over a three-year period and independently assessed 100% Stretch Target +6% per annum 200% Above stretch Remain capped at 200% 200% Relative total shareholder return – 25% of the initial award value will vest on the following basis: Target TSR performance TSR factor Below target 0% N/A Target Median of the peer group1 100% Stretch Upper quartile of the peer group 200% Above stretch Remain capped at 200% 200% 1 For the 2022 awards, the peer group consisted of AngloGold Ashanti, Barrick, Eldorado Gold, Yamana, Arnico Eagle, Kinross, Newmont, Northern Star and Endeavor Remuneration Report continued

AFR 55 GOVERNANCE REPORT All-In cost All-in cost is measured over the performance period based on the average of the forecasted mine plan in 2022 and the actual operational mine plans for 2023 and 2024: AIC – 25% of the initial award value will vest on the following basis: Target AIC performance AIC factor Threshold Achieve AIC of US$1,449/oz over the three-year performance period. The average AIC for the forecasted mine plan in year 1 and the approved operational plan in year 2 and 3. 0% Target Achieve AIC of US$1,349/oz over the three-year performance period. The average AIC for the forecasted mine plan in year 1 and the approved operational plan in year 2 and 3. 100% Stretch Achieve AIC of US$1,249/oz over the three-year performance period. The average AIC for the forecasted mine plan in year 1 and the approved operational plan in year 2 and 3. 200% ESG ESG metrics are measured as part of the Gold Fields ESG strategy and considers reduced carbon emissions and diversity and inclusion conditions. Decarbonisation – 12.5% of the initial award value will vest on the following basis: Target Decarbonisation performance Decarbonisation factor Threshold Achieve a total reduced carbon emission of 346ktCO2e by 2024, as part of the 2030 abatement plan. 0% Target Achieve a total reduced carbon emission of 407ktCO2e by 2024, as part of the 2030 abatement plan. 100% Stretch Achieve a total reduced carbon emission of 468ktCO2e by 2024, as part of the 2030 abatement plan. 200% Diversity and inclusion – gender representation – 12.5% of the initial award value will vest on the following basis: Target Diversity and inclusion performance Diversity and inclusion factor Threshold Achieve a female representation of the total headcount of 23% by 2024. 0% Target Achieve a female representation of the total headcount of 24% by 2024. 100% Stretch Achieve a female representation of the total headcount of 25% by 2024. 200%

AFR 56 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued In terms of the provisions of the Share Plan, eligible employees are awarded performance shares on 1 March of each year, which vests in mid-February three years later, subject to closed periods. The vesting potential of these unvested awards since 2020 is illustrated in the tables that follow: 2020 performance share award Performance period: 1 January 2020 to 31 December 2022 Vesting date: 15 February 2023 Executive Title Number of shares awarded US$m value on award date Pro-rated number of shares that will vest1 Estimated US$m fair value at 31 December 20222 M Preece Interim CEO 69,130 0.44 69,130 1.20 PA Schmidt CFO 182,429 1.17 182,429 3.16 NA Chohan EVP: Sustainable Development 72,478 0.46 72,478 1.25 R Bardien EVP: People and Organisational Effectiveness 63,597 0.41 63,597 1.10 A Nagaser EVP: Investor Relations and Group Affairs 53,222 0.34 53,222 0.92 TL Leishman EVP: Group Head of Legal and Compliance 72,926 0.47 72,926 1.26 BJ Mattison EVP: Strategy, Planning and Group Development 89,250 0.57 89,250 1.54 S Mathews EVP: Australasia 90,471 0.58 90,471 1.57 L Riviera EVP: Americas 102,253 0.65 102,253 1.77 NJ Holland3 Previous CEO 282,734 1.81 149,221 2.58 R Butcher4 Previous EVP: Technical — — — — A Baku5 Previous EVP: West Africa 106,176 0.68 82,581 1.43 1,184,666 7.58 1,027,558 17.78 1 Number of shares are pro-rated for time served where appropriate 2 The 2020 performance share award outcome as approved by the RemCo and the Board was 162.26% and the fair value reflected is based on a 20-day VWAP of US$10.67 as at 31 December 2022 3 Mr NJ Holland’s 2020 performance shares vested in accordance with the Gold Fields Share Plan and was pro-rated up to September 2021 (19 months of the 36-month performance period), the effective incentive end date as per his retirement agreement 4 Mr R Butcher’s 2020 performance share award has been forfeited due to his resignation on 30 September 2022 5 Mr A Baku’s 2020 performance shares vested in accordance with the Gold Fields Share Plan and was pro-rated up to 30 June 2022 (28 months of the 36 month performance period), as agreed in his mutual separation agreement 2021 performance share award Performance period: 1 January 2021 to 31 December 2023 Vesting date: 15 February 2024 Executive Title Number of shares awarded US$m value on award date Pro-rated number of shares that will vest1 Estimated US$m fair value at 31 December 20222 M Preece Interim CEO 89,436 0.76 89,436 0.84 PA Schmidt CFO 119,925 1.02 119,925 1.13 NA Chohan EVP: Sustainable Development 62,512 0.53 62,512 0.59 R Bardien EVP: People and Organisational Effectiveness 54,852 0.47 54,852 0.52 A Nagaser EVP: Investor Relations and Group Affairs 30,602 0.26 30,602 0.29 TL Leishman EVP: Group Head of Legal and Compliance 62,898 0.53 62,898 0.59 BJ Mattison EVP: Strategy, Planning and Group Development 78,230 0.66 78,230 0.74 S Mathews EVP: Australasia 87,603 0.74 87,603 0.83 L Rivera EVP: Americas 91,606 0.78 91,606 0.86 CI Griffith3 Previous CEO 110,068 0.93 100,896 0.95 NJ Holland4 Previous CEO 250,680 2.13 48,743 0.46 R Butcher5 Previous EVP: Technical — — — — A Baku6 Previous EVP: West Africa 142,682 1.21 63,414 0.60 1,181,094 10.03 890,717 8.41 1 Number of shares are pro-rated for time served where appropriate 2 The 2021 performance share award reflects a potential vesting outcome of 88.5% with a fair value based on a 20-day VWAP of US$10.67 as at 31 December 2022 3 Mr CI Griffith’s 2021 performance shares will vest in accordance with the Gold Fields Share Plan and to be pro-rated up to December 2023 (33 months of the 36-month performance period), the effective incentive end date as per his mutual separation agreement 4 Mr NJ Holland’s 2021 performance shares will vest in accordance with the Gold Fields Share Plan and was pro-rated up to September 2021 (seven months of the 36-month performance period), the effective incentive end date as per his retirement agreement 5 Mr R Butcher’s 2021 performance share award has been forfeited due to his resignation on 30 September 2022 6 Mr A Baku’s 2021 performance shares will vest in accordance with the Gold Fields Share Plan and was pro-rated up to 30 June 2022 (16 months of the 36-month performance period), as agreed in his mutual separation agreement

AFR 57 GOVERNANCE REPORT 2022 performance share award Performance period: 1 January 2022 to 31 December 2024 Vesting date: 15 February 2025 Executive Title Number of shares awarded US$m value on award date Pro-rated number of shares that will vest1 Estimated US$m fair value at 31 December 20222 M Preece Interim CEO 57,390 0.73 57,390 0.52 PA Schmidt CFO 75,565 0.96 75,565 0.68 NA Chohan EVP: Sustainable Development 45,357 0.58 45,357 0.41 R Bardien EVP: People and Organisational Effectiveness 35,198 0.45 35,198 0.32 A Nagaser EVP: Investor Relations and Group Affairs 29,456 0.38 29,456 0.27 TL Leishman EVP: Group Head of Legal and Compliance 40,361 0.52 40,361 0.36 BJ Mattison EVP: Strategy, Planning and Group Development 49,295 0.63 49,295 0.45 S Mathews EVP: Australasia 52,549 0.67 52,549 0.48 L Rivera EVP: Americas 56,698 0.72 56,698 0.51 J Mortoti3 EVP: West Africa 7,390 0.09 7,390 0.07 CI Griffith4 Previous CEO 129,738 1.66 79,284 0.72 R Butcher5 Previous EVP: Technical — — — — 578,997 7.39 528,543 4.78 1 Number of shares are pro-rated for time served where appropriate 2 The 2022 performance share award reflects a potential vesting outcome of 84.75% with a fair value based on a 20-day VWAP of US$10.67 as at 31 December 2022 3 Mr J Mortoti was appointed as EVP: West Africa on 1 July 2022 and his shares awarded are reflective of his previous role at the effective date of award on 1 March 2022 4 Mr CI Griffith’s 2022 performance shares will vest in accordance with the Gold Fields Share Plan and to be pro-rated up to December 2023 (22 months of the 36-month performance period), the effective incentive end date as per his mutual separation agreement 5 Mr R Butcher’s 2022 performance share award has been forfeited due to his resignation on 30 September 2022 Cash-settled long-term incentive plan The Group executives do not participate in the cash-settled LTIP. The 2018 cash-settled LTIP is a three-year performance plan intended to provide alignment between employees’ performance and Group strategy. Each performance cycle starts on 1 January of the first year and ends on 31 December of the third year. Participants include employees from level DL to EU, on a 100% participation level, and Regional Executive Committee members (RexCo) participate 70% in the cash plan and 30% in the Share Plan. Minimum shareholding requirement Executives are encouraged to hold shares in Gold Fields in accordance with the MSR Policy. The MSR achievement in the table below is for the period up to 31 December 2022. During 2018, the Company entered a self-imposed special closed period for executive management to, inter alia, trade in shares, which slowed down the rate of achievement of the MSR Policy targets for some individuals. Furthermore, this closed period resulted in an extension in the MSR holding target date by an equivalent period of one year unless the executive reached their target level prior to the end of the holding period inclusive of the additional year. Executives may elect to defer certain cash or equity awards to increase their MSR holdings. Any contribution purchased using post-tax income is grossed up for taxes at the top prevailing marginal rate of individual tax when determining the contribution. Refer to the share ownership table on p23 for full share ownership details. The number of shares subject to tax gross-up for the executives are presented in the following table: Name and title Holdings (number of restricted and tax grossed personal shares)1 MSR achievement Holding period end date M Preece, Interim CEO5 480,969 793% 14 May 2023 PA Schmidt, CFO 390,667 361% 17 May 2021 NA Chohan EVP: Sustainable Development 586,309 1,761% 17 May 2022 R Bardien EVP: People and Organisational Effectiveness 39,471 108% 31 January 2024 A Nagaser EVP: Investor Relations & Group Affairs 266,636 981% 17 May 2022 TL Leishman EVP: Group Head of Legal & Compliance2 178 0,4% 17 May 2022 BJ Mattison EVP: Strategy, Planning & Group Development2 7,613 16% 17 May 2022 S Mathews EVP: Australasia 20,909 46% 31 January 2023 L Rivera EVP: Americas 106,664 186% 31 October 2022 CI Griffith, Previous CEO3 38,727 18% 31 March 2026 R Butcher EVP: Technical4 — 0% 17 May 2022 1 Shares committed by 31 December 2022 are included for indicative purposes. Personal shares grossed up for tax in line with MSR policy 2 The MSR holding for Ms Leishman and Mr Mattison during the 2022 year prior to their resignation was 268% and 182% respectively. Ms Leishman and Mr Mattison were given permission to sell their shares, post their 6 October 2022 resignation 3 Mr Griffith’s share requirement is reflected until 31 December 2022 4 Mr Butcher’s MSR holding is reflected as zero due to his resignation on 30 September 2022 5 Mr Preece MSR holding exceeds the CEO 300% of GRP requirement, even though it is not a requirement for him as Interim CEO

AFR 58 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued Executive directors’ and prescribed officers’ remuneration In line with King IV remuneration reporting guidelines, remuneration related to performance for the 2022 measurement period is disclosed in the following single total figure remuneration table. This includes the value for the 2020 LTIP that vested in accordance with the performance period ended on 31 December 2022. The actual remuneration that will be settled during 2022 may vary depending on exchange rate and continued employment. The remuneration cash-flow statement may be found in the table named unvested award and cash flow on settlement on p60 – 65, note 40 to the AFS and other sections in this Remuneration Report. Mr CI Griffith 	● Mr Griffith had a contract in South African Rand and US Dollar. The 2022 US Dollar contract amount included in the table on the next page for Mr Griffith is US$340,000. Mr Griffith exited the organisation on 31 December 2022. Mr M Preece 	● Mr M Preece has been appointed as interim CEO from 1 January 2023. He does not receive any Dollar-based payments. 	● Unless otherwise stated in this report, no amendments to the terms and conditions of Mr Preece’s employment contract in place prior to his appointment as Interim CEO have been made. Any changes to remuneration or conditions of service applicable for Mr Preece’s appointment as Interim CEO will be effective as of 1 January 2023. Mr PA Schmidt 	● Mr Schmidt has contracts in both South African Rand and US Dollar. The 2022 US Dollar contract amounts included in the table on the next page amount to US$136,000. Executive remuneration paid during the year is based on actual earnings within the remuneration cycle. Increases are applied in March each year therefore guaranteed remuneration for the full year is determined based on the pre-increased salary and the salary post the application of inflationary increase. Dual contract executives are paid a portion of the remuneration in local currency and a portion in US Dollars. The below table reflects how guaranteed remuneration paid in non-US$ denominated salaries are converted to the reported US$ salaries. Executive Currency Salary 2021 – Local Remuneration Exchange Rate US$:Currency1 2021 US$ Remuneration Salary 2022 – Local Remuneration Exchange Rate US$:Currency1 US$ Remuneration CI Griffith ZAR 9,715,000 14.79 656,863 10,500,000 16.37 641,417 USD 326,000 1.00 326,000 340,000 1.00 340,000 982,863 981,417 P Schmidt ZAR 8,316,800 14.79 562,326 8,707,700 16.37 531,930 USD 131,800 1.00 131,800 136,000 1.00 136,000 694,126 667,930 B Mattison ZAR 5,920,000 14.79 400,270 6,198,200 16.37 378,632 USD 93,700 1.00 93,700 96,700 1.00 96,700 493,970 475,332 M Preece ZAR 8,509,200 14.79 575,335 8,909,100 16.37 544,233 N Chohan ZAR 5,947,600 14.79 402,137 6,227,100 16.37 380,397 R Bardien ZAR 5,218,800 14.79 352,860 5,464,100 16.37 333,787 T Leishman ZAR 5,984,300 14.79 404,618 6,265,600 16.37 382,749 A Nagaser ZAR 4,367,400 14.79 295,294 4,572,700 16.37 279,334 S Mathews AUD 719,600 1.47 489,524 736,900 1.44 511,736 R Butcher2 AUD 700,000 1.47 476,190 716,800 1.44 497,778 1 Exchange rates reflected are the 12 month average exchange rates ended 31 December 2021 and 31 December 2022 2 R Butcher remuneration reflected has been prorated according to his resignation date of 30 September 2022

AFR 59 GOVERNANCE REPORT Remuneration for Executive Directors and Prescribed Officers – all figures US$’000 Name Year Salary1,2 Pension fund3 Guaranteed Remuneration Package GRP4 Cash incentives5 LTI plan reflected6 Matching shares reflected7 Other8 Single total figure of remuneration Executive Directors PA Schmidt 2022 617.1 46.2 663.3 453.9 3,157.2 6.5 3.0 4,283.9 2021 641.9 48.9 690.9 470.3 4,148.9 — 2.5 5,312.5 Executive Vice Presidents M Preece9 2022 515.0 25.2 540.2 410.4 1,196.4 309.7 1.4 2,458 2021 545.6 26.7 572.3 333.1 1,049.6 — — 1,955 N Chohan 2022 347.3 30.2 377.6 232.5 1,254.4 118.3 0.9 1,983.7 2021 368.0 32.0 400.0 263.7 2,200.8 — — 2,864.5 R Bardien 2022 305.4 25.8 331.3 211.8 1,100.6 — — 1,643.7 2021 323.6 27.4 351.0 219.2 1,203.5 47.6 — 1,821.2 B Mattison 2022 447.9 24.1 472.0 318.0 1,544.6 195.9 5.3 2,535.8 2021 466.2 25.5 491.6 306.8 2,706.1 — 1.7 3,506.3 T Leishman 2022 354.8 25.1 379.9 251.7 1,262.1 229.0 1.1 2,123.7 2021 375.9 26.6 402.5 251.3 2,214.4 — 1.5 2,869.6 A Nagaser 2022 251.2 26.1 277.2 174.0 921.1 80.2 10.9 1,463.4 2021 266.1 27.6 293.7 183.4 1,007.2 — — 1,484.3 S Mathews 2022 562.3 18.4 580.7 264.5 1,565.7 — 2.3 2,413.3 2021 564.7 40.2 604.9 337.0 1,908.0 70.9 27.3 2,948.2 J Mortoti10 2022 378.1 58.9 437.0 324.2 — — 69.9 831.1 2021 — — — — — — — — L Rivera11 2022 853.0 362.8 1,215.9 — 1,769.7 — — 2,985.5 2021 812.8 335.7 1,148.6 — 3,081.7 274.1 451.0 4,955.3 Previous Executive Directors N Holland12 2022 — — — — 2,582.5 — — 2,582.5 2021 318.5 6.1 324.6 741.1 2,458.5 — 757.3 4,281.6 C Griffith13 2022 943.3 22.7 965.9 682.3 — — 2,998.8 4,647 2021 719.5 17.7 737.3 748.2 — — — 1,485.5 Previous Executive Vice Presidents R Butcher14 2022 396.9 14.3 411.2 235.7 — 159.6 163.9 970.3 2021 429.3 36.9 466.2 261.2 1,416.8 10.7 — 2,154.9 A Baku15 2022 — — — — 1,429.2 — — 1,429.2 2021 874.1 201.1 1,075.2 530.4 4,799.8 — 3,533.4 9,938.8 Exchange rates used: US$1 = R16.37 (FY2022) and US$1 = R14.79 (FY2021) 1 Salary is the aggregate of monthly income, annualised cash based allowances applicable in each respective region 2 Mr Griffith, Mr Schmidt and Mr Mattison have contracts in South African Rand and US Dollar. The 2022 US Dollar reported amounts as reflected in the 2022 disclosure are: Mr Griffith US$336,501, Mr Schmidt US$135,300 and Mr Mattison US$96,200. The approved increase amounts for 2022, effective 1 March 2022 are: Mr Griffith US$340,000, Mr Schmidt US$136,000, and Mr Mattison US$96,700. The 2021 US Dollar amounts included in the 2022 reporting were: Mr Griffith US$244,500, Mr Schmidt US$131,500, and Mr Mattison US$93,500 3 Pension fund contributions are elected as part of the GRP as per in-country pension scheme rules and not provided over and above the GRP 4 The Guaranteed Remuneration Package is the total guaranteed remuneration payable to Executives which includes all guaranteed elements of remuneration 5 The cash incentive reflected is for the performance period of 1 January 2022 – 31 December 2022, which was paid in February/March 2023 6 The LTI values of the 2020 performance shares for the performance period ending 31 December 2022, is reflected in the 2022 figures. The value of the 2019 performance shares for the performance period ending 31 December 2021 is reflected in the 2021 figures. The value of the 2020 performance shares is reflected on a 20-day volume-weighted average price of US$10.67. The value of the 2019 performance shares is reflected on a 20-day volume-weighted average price of US$10.43 7 Matching shares were awarded to executives in line with the Minimum Shareholding Requirement Policy, which stipulates that matching shares will be awarded to executives on a 3 to 1 basis, once the holding period has lapsed (five years). The value of the matching shares is reflected on a 20-day volume-weighted average price of US$10.67 8 Other payments are reflective of sundry reimbursements, leave encashment, long service awards, travel and cell phone claims and any termination payments where applicable 9 Mr Preece was EVP for the South Africa Region until 31 December 2022 and took over as interim CEO on 1 January 2023. For Mr Preece going forward, the STI on-target bonus percentage remains at 55% of GRP and his LTIP on-target remains at 88% of GRP, in line with the EVP designation. The measurement of the 65% weighted Company performance for STIP will be based on Group performance instead of a split performance weighting between South Deep (45%) and Group (20%). This is in line with Corporate EVPs. The guaranteed remuneration remains in Rand as opposed to a split between US Dollar/Rand as is applicable for permanently appointed Executive Directors 10 J Mortoti was appointed as EVP: West Africa on 1 July 2022 11 Mr Rivera does not receive a Group cash incentive and received the Peru Utilidades profit share payment, which is the greater of the cash incentive and the legislated Utilidades amount. Mr Rivera's reflected salary comprised his base salary of US$551,432.20 and in-country legislative payments and allowances of US$301,601.87 12 Mr Holland received the performance share vesting for 2019 as per the rules of the Gold Fields 2012 share plan and according to the RemCo and Board approved vesting outcome 13 Mr Griffith stepped down as CEO and exited the Company with effect from 31 December 2022; other payments include termination payments in line with his separation agreement. His termination payments are reflected under “Other” which includes his notice pay, ex-gratia payment and leave encashment 14 Mr Butcher resigned effective 30 September 2022. His cash incentive payment for the 2022 performance period was negotiated and approved by the RemCo and Board 15 Mr Baku received the performance share vesting for 2019 as per the rules of the Gold Fields 2012 share plan and according to the RemCo and Board approved vesting outcome

AFR 60 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued Unvested award and cash-flow on settlement Executive Opening number of awards on 1 January 2021 Granted/ enhanced vesting during 2021 Forfeited/ lapsed during 2021 Vested during 2021 Closing number on 31 December 2021 Cash value on settlement during 2021 US$ Closing estimated fair value at 31 Dec 2021 US$ Granted/ enhanced vesting during 2022 Fair value at grant date US$ Forfeited/ lapsed during 2022 Vested during 2022 Closing number on 31 Dec 2022 Cash value on settlement during 2022 US$ Number of shares to vest Closing estimated fair value at 31 Dec 2022 US$ CI Griffith 2021 Performance Shares PS14 — 110,068 — — 110,068 — 1,090,264 — — 9,172 — 100,896 — 100,896 952,396 2022 Performance Shares PS15 — — — — — — — 129,738 1,656,472 50,454 — 79,284 — 79,284 716,686 TOTAL — 1,090,264 — 1,669,081 NJ Holland 2018 Performance Shares PS11 380,207 380,207 — 760,414 — 6,456,725 — — — — — — — — — 2019 Performance Shares PS12 163,966 — 22,773 — 141,193 — 2,458,536 94,599 — — 235,792 — 2,609,318 — — 2020 Performance Shares PS13 282,734 — 133,513 — 149,221 — 2,831,706 — — — — 149,221 — 149,221 2,582,516 2021 Performance Shares PS14 — 250,680 201,937 — 48,743 — 482,817 — — — — 48,743 — 48,743 460,105 2022 Performance Shares PS15 — — — — — — — — — — — — — — — TOTAL 6,456,725 5,773,059 2,609,318 3,042,621 PA Schmidt 2018 Performance Shares PS11 278,594 278,594 — 557,188 — 4,731,119 — — — — — — — — — 2018 MSR Matching Shares 24,285 — 606 23,679 — 210,653 — — — — — — — — — 2019 Performance Shares PS12 238,268 — — — 238,268 — 4,148,863 159,640 — — 397,908 — 4,403,324 — — 2020 Performance Shares PS13 182,429 — — — 182,429 — 3,461,881 — — — — 182,429 — 182,429 3,157,235 2021 Performance Shares PS14 — 119,925 — — 119,925 — 1,187,901 — — — — 119,925 — 119,925 1,132,021 2022 Performance Shares PS15 — — — — — — — 75,565 964,800 — — 75,565 — 75,565 683,065 2022 MSR Matching Shares — — — — — — — 607 7,750 — 607 — 7,062 — — TOTAL 4,941,772 8,798,645 4,410,387 4,972,321 L Rivera 2018 Performance Shares PS11 196,218 196,218 — 392,436 — 3,332,200 — — — — — — — — — 2019 Performance Shares PS12 176,981 — — — 176,981 — 3,081,697 118,577 — — 295,558 — 3,270,700 — — 2020 Performance Shares PS13 102,253 — — — 102,253 — 1,940,414 — — — — 102,253 — 102,253 1,769,657 2021 Performance Shares PS14 — 91,606 — — 91,606 — 907,391 — — — — 91,606 — 91,606 864,707 2021 MSR Matching Shares — 27,935 — — 27,935 — 291,270 — — — — 27,935 — 27,935 297,955 2022 Performance Shares PS15 — — — — — — — 56,698 723,910 — — 56,698 — 56,698 512,518 TOTAL 3,332,200 6,220,772 3,270,700 3,444,836 A Baku 2018 Performance Shares PS11 305,617 305,617 — 611,234 — 5,190,028 — — — — — — — — — 2018 MSR Matching Shares 4,489 — — — 4,489 — 46,805 — — 538 3,951 — 35,160 — — 2019 Performance Shares PS12 275,653 — — — 275,653 — 4,799,832 184,688 — — 460,341 — 5,094,220 — — 2020 Performance Shares PS13 106,176 — 23,595 — 82,581 — 1,567,106 — — — — 82,581 — 82,581 1,429,201 2021 Performance Shares PS14 — 142,682 79,268 — 63,414 — 628,139 — — — — 63,414 — 63,414 598,591 2022 Performance Shares PS15 — — — — — — — — — — — — — — — TOTAL 5,190,028 7,041,883 5,129,380 2,027,791 NA Chohan 2018 Performance Shares PS11 149,513 149,513 — 299,026 — 2,539,049 — — — — — — — — — 2018 MSR Matching Shares 10,770 — 5,296 5,474 — 60,143 — — — — — — — — — 2019 Performance Shares PS12 126,392 — — — 126,392 — 2,200,812 84,683 — — 211,075 — 2,335,795 — — 2019 MSR Matching Shares 4,000 — — 4,000 — 43,948 — — — — — — — — — 2020 MSR Matching Shares 2,878 — — 2,878 — 31,620 — — — — — — — — — 2020 Performance Shares PS13 72,478 — — — 72,478 — 1,375,386 — — — — 72,478 — 72,478 1,254,351 2021 Performance Shares PS14 — 62,512 — — 62,512 — 619,204 — — — — 62,512 — 62,512 590,076 2022 Performance Shares PS15 — — — — — — — 45,357 579,110 — — 45,357 — 45,357 410,002 2022 MSR Matching Shares — — — — — — — 11,092 141,621 — 11,092 — 129,051 — — TOTAL 2,674,760 4,195,402 2,464,846 2,254,430

AFR 61 GOVERNANCE REPORT Unvested award and cash-flow on settlement Executive Opening number of awards on 1 January 2021 Granted/ enhanced vesting during 2021 Forfeited/ lapsed during 2021 Vested during 2021 Closing number on 31 December 2021 Cash value on settlement during 2021 US$ Closing estimated fair value at 31 Dec 2021 US$ Granted/ enhanced vesting during 2022 Fair value at grant date US$ Forfeited/ lapsed during 2022 Vested during 2022 Closing number on 31 Dec 2022 Cash value on settlement during 2022 US$ Number of shares to vest Closing estimated fair value at 31 Dec 2022 US$ CI Griffith 2021 Performance Shares PS14 — 110,068 — — 110,068 — 1,090,264 — — 9,172 — 100,896 — 100,896 952,396 2022 Performance Shares PS15 — — — — — — — 129,738 1,656,472 50,454 — 79,284 — 79,284 716,686 TOTAL — 1,090,264 — 1,669,081 NJ Holland 2018 Performance Shares PS11 380,207 380,207 — 760,414 — 6,456,725 — — — — — — — — — 2019 Performance Shares PS12 163,966 — 22,773 — 141,193 — 2,458,536 94,599 — — 235,792 — 2,609,318 — — 2020 Performance Shares PS13 282,734 — 133,513 — 149,221 — 2,831,706 — — — — 149,221 — 149,221 2,582,516 2021 Performance Shares PS14 — 250,680 201,937 — 48,743 — 482,817 — — — — 48,743 — 48,743 460,105 2022 Performance Shares PS15 — — — — — — — — — — — — — — — TOTAL 6,456,725 5,773,059 2,609,318 3,042,621 PA Schmidt 2018 Performance Shares PS11 278,594 278,594 — 557,188 — 4,731,119 — — — — — — — — — 2018 MSR Matching Shares 24,285 — 606 23,679 — 210,653 — — — — — — — — — 2019 Performance Shares PS12 238,268 — — — 238,268 — 4,148,863 159,640 — — 397,908 — 4,403,324 — — 2020 Performance Shares PS13 182,429 — — — 182,429 — 3,461,881 — — — — 182,429 — 182,429 3,157,235 2021 Performance Shares PS14 — 119,925 — — 119,925 — 1,187,901 — — — — 119,925 — 119,925 1,132,021 2022 Performance Shares PS15 — — — — — — — 75,565 964,800 — — 75,565 — 75,565 683,065 2022 MSR Matching Shares — — — — — — — 607 7,750 — 607 — 7,062 — — TOTAL 4,941,772 8,798,645 4,410,387 4,972,321 L Rivera 2018 Performance Shares PS11 196,218 196,218 — 392,436 — 3,332,200 — — — — — — — — — 2019 Performance Shares PS12 176,981 — — — 176,981 — 3,081,697 118,577 — — 295,558 — 3,270,700 — — 2020 Performance Shares PS13 102,253 — — — 102,253 — 1,940,414 — — — — 102,253 — 102,253 1,769,657 2021 Performance Shares PS14 — 91,606 — — 91,606 — 907,391 — — — — 91,606 — 91,606 864,707 2021 MSR Matching Shares — 27,935 — — 27,935 — 291,270 — — — — 27,935 — 27,935 297,955 2022 Performance Shares PS15 — — — — — — — 56,698 723,910 — — 56,698 — 56,698 512,518 TOTAL 3,332,200 6,220,772 3,270,700 3,444,836 A Baku 2018 Performance Shares PS11 305,617 305,617 — 611,234 — 5,190,028 — — — — — — — — — 2018 MSR Matching Shares 4,489 — — — 4,489 — 46,805 — — 538 3,951 — 35,160 — — 2019 Performance Shares PS12 275,653 — — — 275,653 — 4,799,832 184,688 — — 460,341 — 5,094,220 — — 2020 Performance Shares PS13 106,176 — 23,595 — 82,581 — 1,567,106 — — — — 82,581 — 82,581 1,429,201 2021 Performance Shares PS14 — 142,682 79,268 — 63,414 — 628,139 — — — — 63,414 — 63,414 598,591 2022 Performance Shares PS15 — — — — — — — — — — — — — — — TOTAL 5,190,028 7,041,883 5,129,380 2,027,791 NA Chohan 2018 Performance Shares PS11 149,513 149,513 — 299,026 — 2,539,049 — — — — — — — — — 2018 MSR Matching Shares 10,770 — 5,296 5,474 — 60,143 — — — — — — — — — 2019 Performance Shares PS12 126,392 — — — 126,392 — 2,200,812 84,683 — — 211,075 — 2,335,795 — — 2019 MSR Matching Shares 4,000 — — 4,000 — 43,948 — — — — — — — — — 2020 MSR Matching Shares 2,878 — — 2,878 — 31,620 — — — — — — — — — 2020 Performance Shares PS13 72,478 — — — 72,478 — 1,375,386 — — — — 72,478 — 72,478 1,254,351 2021 Performance Shares PS14 — 62,512 — — 62,512 — 619,204 — — — — 62,512 — 62,512 590,076 2022 Performance Shares PS15 — — — — — — — 45,357 579,110 — — 45,357 — 45,357 410,002 2022 MSR Matching Shares — — — — — — — 11,092 141,621 — 11,092 — 129,051 — — TOTAL 2,674,760 4,195,402 2,464,846 2,254,430

AFR 62 Gold Fields Annual Financial Report including Governance Report 2022 Executive Opening number of awards on 1 January 2021 Granted/ enhanced vesting during 2021 Forfeited/ lapsed during 2021 Vested during 2021 Closing number on 31 December 2021 Cash value on settlement during 2021 US$ Closing estimated fair value at 31 Dec 2021 US$ Granted/ enhanced vesting during 2022 Fair value at grant date US$ Forfeited/ lapsed during 2022 Vested during 2022 Closing number on 31 Dec 2022 Cash value on settlement during 2022 US$ Number of shares to vest Closing estimated fair value at 31 Dec 2022 US$ A Nagaser 2018 Performance Shares PS11 102,633 102,633 — 205,266 — 1,742,927 — — — — — — — — — 2018 MSR Matching Shares 3,722 — — 3,722 — 33,112 — — — — — — — — — 2019 Performance Shares PS12 57,841 — — — 57,841 — 1,007,162 38,753 — — 96,594 — 1,068,927 — — 2019 MSR Matching Shares 11,818 — 548 11,270 — 100,260 — — — — — — — — — 2020 MSR Matching Shares 3,200 — — 3,200 — 28,468 — — — — — — — — — 2020 Performance Shares PS13 53,222 — — — 53,222 — 1,009,972 — — — — 53,222 — 53,222 921,095 2021 Performance Shares PS14 — 30,602 — — 30,602 — 303,124 — — — — 30,602 — 30,602 288,865 2022 Performance Shares PS15 — — — — — — — 29,456 376,089 — — 29,456 — 29,456 266,266 2022 MSR Matching Shares — — — — — — — 7,517 95,976 — 7,517 — 87,457 — — TOTAL 1,904,766 2,320,258 1,156,384 1,476,225 TL Leishman 2018 Performance Shares PS11 150,434 150,434 — 300,868 — 2,554,690 — — — — — — — — — 2019 Performance Shares PS12 127,171 — — — 127,171 — 2,214,376 85,205 — — 212,376 — 2,350,193 — — 2019 MSR Matching Shares 3,333 — — 3,333 — 29,651 — — — — — — — — — 2020 MSR Matching Shares 13,333 — 454 12,879 — 114,574 — — — — — — — — — 2020 Performance Shares PS13 72,926 — — — 72,926 — 1,383,887 — — — — 72,926 — 72,926 1,262,105 2021 Performance Shares PS14 — 62,898 — — 62,898 — 623,028 — — — — 62,898 — 62,898 593,720 2022 Performance Shares PS15 — — — — — — — 40,361 515,322 — — 40,361 — 40,361 364,841 2022 MSR Matching Shares — — — — — — — 21,471 274,138 — 21,471 — 249,806 — — TOTAL 2,698,915 4,221,291 2,599,998 2,220,666 BJ Mattison 2018 Performance Shares PS11 242,291 242,291 — 484,582 — 4,114,617 — — — — — — — — — 2018 MSR Matching Shares 2,911 — — 2,911 — 25,897 — — — — — — — — — 2019 Performance Shares PS12 155,412 — — — 155,412 — 2,706,125 104,126 — — 259,538 — 2,872,096 — — 2019 MSR Matching Shares 5,499 — — 5,499 — 48,920 — — — — — — — — — 2020 MSR Matching Shares 6,666 — — 6,666 — 59,302 — — — — — — — — — 2020 Performance Shares PS13 89,250 — — — 89,250 — 1,693,661 — — — — 89,250 — 89,250 1,544,619 2021 Performance Shares PS14 — 78,230 — — 78,230 — 774,897 — — — — 78,230 — 78,230 738,445 2022 Performance Shares PS15 — — — — — — — 49,295 629,390 — — 49,295 — 49,295 445,599 2022 MSR Matching Shares — — — — — — — 18,363 234,455 — 18,363 — 213,646 — — TOTAL 4,248,736 5,174,683 3,085,742 2,728,663 M Preece 2018 Performance Shares PS11 75,153 75,153 — 150,306 — 1,276,258 — — — — — — — — — 2019 Performance Shares PS12 60,276 — — — 60,276 — 1,049,561 40,385 — — 100,661 — 1,113,933 — — 2020 MSR Matching Shares 27,442 — — — 27,442 — 286,130 — — — 27,442 — 319,276 — — 2020 Performance Shares PS13 69,130 — — — 69,130 — 1,311,852 — — — — 69,130 — 69,130 1,196,409 2021 Performance Shares PS14 — 89,436 — — 89,436 — 885,896 — — — — 89,436 — 89,436 844,223 2022 Performance Shares PS15 — — — — — — — 57,390 732,745 — — 57,390 — 57,390 518,773 2022 MSR Matching Shares — — — — — — — 29,034 370,701 — 29,034 — 337,798 — — TOTAL 1,276,258 3,533,439 1,771,007 2,559,405 Remuneration Report continued

AFR 63 GOVERNANCE REPORT Executive Opening number of awards on 1 January 2021 Granted/ enhanced vesting during 2021 Forfeited/ lapsed during 2021 Vested during 2021 Closing number on 31 December 2021 Cash value on settlement during 2021 US$ Closing estimated fair value at 31 Dec 2021 US$ Granted/ enhanced vesting during 2022 Fair value at grant date US$ Forfeited/ lapsed during 2022 Vested during 2022 Closing number on 31 Dec 2022 Cash value on settlement during 2022 US$ Number of shares to vest Closing estimated fair value at 31 Dec 2022 US$ A Nagaser 2018 Performance Shares PS11 102,633 102,633 — 205,266 — 1,742,927 — — — — — — — — — 2018 MSR Matching Shares 3,722 — — 3,722 — 33,112 — — — — — — — — — 2019 Performance Shares PS12 57,841 — — — 57,841 — 1,007,162 38,753 — — 96,594 — 1,068,927 — — 2019 MSR Matching Shares 11,818 — 548 11,270 — 100,260 — — — — — — — — — 2020 MSR Matching Shares 3,200 — — 3,200 — 28,468 — — — — — — — — — 2020 Performance Shares PS13 53,222 — — — 53,222 — 1,009,972 — — — — 53,222 — 53,222 921,095 2021 Performance Shares PS14 — 30,602 — — 30,602 — 303,124 — — — — 30,602 — 30,602 288,865 2022 Performance Shares PS15 — — — — — — — 29,456 376,089 — — 29,456 — 29,456 266,266 2022 MSR Matching Shares — — — — — — — 7,517 95,976 — 7,517 — 87,457 — — TOTAL 1,904,766 2,320,258 1,156,384 1,476,225 TL Leishman 2018 Performance Shares PS11 150,434 150,434 — 300,868 — 2,554,690 — — — — — — — — — 2019 Performance Shares PS12 127,171 — — — 127,171 — 2,214,376 85,205 — — 212,376 — 2,350,193 — — 2019 MSR Matching Shares 3,333 — — 3,333 — 29,651 — — — — — — — — — 2020 MSR Matching Shares 13,333 — 454 12,879 — 114,574 — — — — — — — — — 2020 Performance Shares PS13 72,926 — — — 72,926 — 1,383,887 — — — — 72,926 — 72,926 1,262,105 2021 Performance Shares PS14 — 62,898 — — 62,898 — 623,028 — — — — 62,898 — 62,898 593,720 2022 Performance Shares PS15 — — — — — — — 40,361 515,322 — — 40,361 — 40,361 364,841 2022 MSR Matching Shares — — — — — — — 21,471 274,138 — 21,471 — 249,806 — — TOTAL 2,698,915 4,221,291 2,599,998 2,220,666 BJ Mattison 2018 Performance Shares PS11 242,291 242,291 — 484,582 — 4,114,617 — — — — — — — — — 2018 MSR Matching Shares 2,911 — — 2,911 — 25,897 — — — — — — — — — 2019 Performance Shares PS12 155,412 — — — 155,412 — 2,706,125 104,126 — — 259,538 — 2,872,096 — — 2019 MSR Matching Shares 5,499 — — 5,499 — 48,920 — — — — — — — — — 2020 MSR Matching Shares 6,666 — — 6,666 — 59,302 — — — — — — — — — 2020 Performance Shares PS13 89,250 — — — 89,250 — 1,693,661 — — — — 89,250 — 89,250 1,544,619 2021 Performance Shares PS14 — 78,230 — — 78,230 — 774,897 — — — — 78,230 — 78,230 738,445 2022 Performance Shares PS15 — — — — — — — 49,295 629,390 — — 49,295 — 49,295 445,599 2022 MSR Matching Shares — — — — — — — 18,363 234,455 — 18,363 — 213,646 — — TOTAL 4,248,736 5,174,683 3,085,742 2,728,663 M Preece 2018 Performance Shares PS11 75,153 75,153 — 150,306 — 1,276,258 — — — — — — — — — 2019 Performance Shares PS12 60,276 — — — 60,276 — 1,049,561 40,385 — — 100,661 — 1,113,933 — — 2020 MSR Matching Shares 27,442 — — — 27,442 — 286,130 — — — 27,442 — 319,276 — — 2020 Performance Shares PS13 69,130 — — — 69,130 — 1,311,852 — — — — 69,130 — 69,130 1,196,409 2021 Performance Shares PS14 — 89,436 — — 89,436 — 885,896 — — — — 89,436 — 89,436 844,223 2022 Performance Shares PS15 — — — — — — — 57,390 732,745 — — 57,390 — 57,390 518,773 2022 MSR Matching Shares — — — — — — — 29,034 370,701 — 29,034 — 337,798 — — TOTAL 1,276,258 3,533,439 1,771,007 2,559,405

AFR 64 Gold Fields Annual Financial Report including Governance Report 2022 Executive Opening number of awards on 1 January 2021 Granted/ enhanced vesting during 2021 Forfeited/ lapsed during 2021 Vested during 2021 Closing number on 31 December 2021 Cash value on settlement during 2021 US$ Closing estimated fair value at 31 Dec 2021 US$ Granted/ enhanced vesting during 2022 Fair value at grant date US$ Forfeited/ lapsed during 2022 Vested during 2022 Closing number on 31 Dec 2022 Cash value on settlement during 2022 US$ Number of shares to vest Closing estimated fair value at 31 Dec 2022 US$ R Butcher 2018 Performance Shares PS11 98,523 98,523 — 197,046 — 1,673,130 — — — — — — — — — 2019 Performance Shares PS12 81,368 — — — 81,368 — 1,416,828 54,517 — — 135,885 — 1,503,729 — — 2020 MSR Matching Shares 12,675 — — — 12,675 — 132,158 — — — 12,675 — 142,545 — — 2020 Performance Shares PS13 46,937 — — — 46,937 — 890,704 — — 46,937 — — — — — 2021 Performance Shares PS14 — 45,449 — — 45,449 — 450,189 — — 45,449 — — — — — 2021 MSR Matching Shares — 1,086 — — 1,086 — 11,323 — — — 1,086 — 12,213 — — 2022 Performance Shares PS15 — — — — — — — — — — — — — — — 2022 MSR Matching Shares — — — — — — — 1,201 15,334 — 1,201 — 13,507 — — TOTAL 1,673,130 2,901,203 1,671,994 — S Mathews 2018 Performance Shares PS11 161,520 161,520 — 323,040 — 2,742,954 — — — — — — — — — 2019 Performance Shares PS12 109,577 — — — 109,577 — 1,908,019 73,417 — — 182,994 — 2,025,046 — — 2020 Performance Shares PS13 90,471 — — — 90,471 — 1,716,831 — — — — 90,471 — 90,471 1,565,750 2021 Performance Shares PS14 — 87,603 — — 87,603 — 867,740 — — — — 87,603 — 87,603 826,921 2021 MSR Matching Shares — 7,232 — — 7,232 — 75,406 — — — — 7,232 — 7,232 77,137 2022 Performance Shares PS15 — — — — — — — 52,549 670,936 — — 52,549 — 52,549 475,013 TOTAL 2,742,954 4,567,996 2,025,046 2,944,820 R Bardien 2018 Performance Shares PS11 81,760 81,760 — 163,520 — 1,388,459 — — — — — — — — — 2019 Performance Shares PS12 69,117 — — — 69,117 — 1,203,506 46,308 — — 115,425 — 1,277,315 — — 2020 MSR Matching Shares 4,844 — — — 4,844 — 50,507 — — — — 4,844 — 4,844 51,666 2020 Performance Shares PS13 63,597 — — — 63,597 — 1,206,854 — — — — 63,597 — 63,597 1,100,651 2021 Performance Shares PS14 — 54,852 — — 54,852 — 543,329 — — — — 54,852 — 54,852 517,771 2021 MSR Matching Shares — 4,848 — — 4,848 — 50,549 — — — — 4,848 — 4,848 51,709 2022 Performance Shares PS15 — — — — — — — 35,198 449,402 — — 35,198 — 35,198 318,170 TOTAL 1,388,459 3,054,745 1,277,315 2,039,967 J Mortoti 2022 Performance Shares PS15 — — — — — — — 7,390 94,354 — — 7,390 — 7,390 66,801 TOTAL — 66,801 a. Mr Holland and Mr Baku exited the Company during 2021. The balances reflected above are adjusted in accordance with their approved separation terms for vestings over the next three years b. Mr CI Griffith exited the company effective 31 December 2022. The balances reflected above is adjusted in accordance with his approved separation terms for vesting up to the LTI termination date of 31 December 2023 c. Number of shares are pro-rated for time served where appropriate d. Mr J Mortoti was appointed as EVP: West Africa on 1 July 2022. His 2022 performance shares awarded are reflective of his previous role's eligibility which includes a 30% share based award, effective 1 March 2022 e. PS11/2018 Performance Shares awarded in February 2018 (effective 1 March 2018), vested in February 2021 with an actual vesting of 200% in 2021 at a 1-day volume weighted average price on the Johannesburg Stock Exchange of R125.58 f. PS12/2019 Performance Shares awarded effective 1 March 2019 vesting in February 2022 were valued with an estimated vesting of 167% in 2021 and actual vesting of 167% in 2022 at a one-day volume weighted average price on the Johannesburg Stock Exchange of R181.00 g. PS13/2020 Performance Shares awarded effective 1 March 2020 vesting in February 2023 were valued with an estimated vesting of 182% in 2021 and 162.26% in 2022 h. PS14/2021 Performance Shares awarded effective 1 March 2021 vesting in February 2024 were valued with an estimated vesting of 95% in 2021 and 88.5% in 2022 i. PS15/2022 Performance Shares awarded effective 1 March 2022 vesting in February 2025 were valued with an estimated vesting of 84.75% in 2022 j. All matching shares were valued with an estimated vesting of 100% k. Executives who were settled with matching shares in 2021 were also settled with restricted shares, if any held, in line with the MSR Policy l. The restriction on number of matching shares was applied on the value of shares and not number of shares, prior to an amendment to the policy in August 2021. m. Matching shares do not carry any restrictions and the vesting value was based on a JSE share price of R131.57 in 2021 and R190.46 in 2022. Only A Baku and R Butcher reflect a different vesting price of R145.68 and R184.10 for their Matching shares due to their exit from the Company and trading at different share prices during 2022 after the closed period restrictions were lifted n. The 20-day vwap for determining the value of the unvested awards as at 31 December 2021 is US$10.43, and US$10.66 for unvested awards as at 31 December 2022 o. The 12 month average US Dollar:Rand exchange rate ending 31 December 2021 and 31 December 2022 for determining the US Dollar value of vested awards are 14.76 and 16.37 respectively Remuneration Report continued

AFR 65 GOVERNANCE REPORT Executive Opening number of awards on 1 January 2021 Granted/ enhanced vesting during 2021 Forfeited/ lapsed during 2021 Vested during 2021 Closing number on 31 December 2021 Cash value on settlement during 2021 US$ Closing estimated fair value at 31 Dec 2021 US$ Granted/ enhanced vesting during 2022 Fair value at grant date US$ Forfeited/ lapsed during 2022 Vested during 2022 Closing number on 31 Dec 2022 Cash value on settlement during 2022 US$ Number of shares to vest Closing estimated fair value at 31 Dec 2022 US$ R Butcher 2018 Performance Shares PS11 98,523 98,523 — 197,046 — 1,673,130 — — — — — — — — — 2019 Performance Shares PS12 81,368 — — — 81,368 — 1,416,828 54,517 — — 135,885 — 1,503,729 — — 2020 MSR Matching Shares 12,675 — — — 12,675 — 132,158 — — — 12,675 — 142,545 — — 2020 Performance Shares PS13 46,937 — — — 46,937 — 890,704 — — 46,937 — — — — — 2021 Performance Shares PS14 — 45,449 — — 45,449 — 450,189 — — 45,449 — — — — — 2021 MSR Matching Shares — 1,086 — — 1,086 — 11,323 — — — 1,086 — 12,213 — — 2022 Performance Shares PS15 — — — — — — — — — — — — — — — 2022 MSR Matching Shares — — — — — — — 1,201 15,334 — 1,201 — 13,507 — — TOTAL 1,673,130 2,901,203 1,671,994 — S Mathews 2018 Performance Shares PS11 161,520 161,520 — 323,040 — 2,742,954 — — — — — — — — — 2019 Performance Shares PS12 109,577 — — — 109,577 — 1,908,019 73,417 — — 182,994 — 2,025,046 — — 2020 Performance Shares PS13 90,471 — — — 90,471 — 1,716,831 — — — — 90,471 — 90,471 1,565,750 2021 Performance Shares PS14 — 87,603 — — 87,603 — 867,740 — — — — 87,603 — 87,603 826,921 2021 MSR Matching Shares — 7,232 — — 7,232 — 75,406 — — — — 7,232 — 7,232 77,137 2022 Performance Shares PS15 — — — — — — — 52,549 670,936 — — 52,549 — 52,549 475,013 TOTAL 2,742,954 4,567,996 2,025,046 2,944,820 R Bardien 2018 Performance Shares PS11 81,760 81,760 — 163,520 — 1,388,459 — — — — — — — — — 2019 Performance Shares PS12 69,117 — — — 69,117 — 1,203,506 46,308 — — 115,425 — 1,277,315 — — 2020 MSR Matching Shares 4,844 — — — 4,844 — 50,507 — — — — 4,844 — 4,844 51,666 2020 Performance Shares PS13 63,597 — — — 63,597 — 1,206,854 — — — — 63,597 — 63,597 1,100,651 2021 Performance Shares PS14 — 54,852 — — 54,852 — 543,329 — — — — 54,852 — 54,852 517,771 2021 MSR Matching Shares — 4,848 — — 4,848 — 50,549 — — — — 4,848 — 4,848 51,709 2022 Performance Shares PS15 — — — — — — — 35,198 449,402 — — 35,198 — 35,198 318,170 TOTAL 1,388,459 3,054,745 1,277,315 2,039,967 J Mortoti 2022 Performance Shares PS15 — — — — — — — 7,390 94,354 — — 7,390 — 7,390 66,801 TOTAL — 66,801

AFR 66 Gold Fields Annual Financial Report including Governance Report 2022 Remuneration Report continued NON-EXECUTIVE DIRECTOR FEES – ALL FIGURES US$’000 NEDs were paid the following committee and Board fees as approved by shareholders on 1 June 2022 for the period 1 June 2022 to 31 May 2023. The fees reported are for the period 1 January 2022 to 31 December 2022. Gold Fields Limited Board Fees 2022 and 2021 Subsidiary Board fees 2022 compared with 2021 Name 2022 directors’ fees 2022 Committee fees 2022 total Board fees 2021 total Board Fees 2022 total subsidiary Board fees 2021 total subsidiary Board fees Current directors YGH Suleman1 153.21 26.78 179.98 149.00 S Reid2 137.08 — 137.08 152.24 32.91 36.83 P Bacchus3 85.19 126.18 211.37 173.31 T Goodlace4 69.12 71.92 141.04 129.50 A Andani5 85.19 102.42 187.61 133.33 79.88 74.02 P Sibiya6 69.12 86.13 155.25 104.64 J McGill7 85.19 74.33 159.52 9.19 C Bitar8 57.31 46.77 104.08 — Former directors C Carolus9 85.40 — 85.40 223.74 R Menell10 — — — 27.94 P Mahanyele11 — — — 17.08 C Letton12 — — — 62.62 1 Mr Suleman appointed as Board Chairperson on 1 June 2022. As Chairperson, he receives an all-inclusive fee from 1 June 2022 2 Mr Reid is a director of various subsidiaries in the Netherlands and Isle of Man. Fees are paid by Gold Fields Netherlands and Services BV and Orogen, respectively. Mr Reid is the Lead Independent Director and receives an all-inclusive fee 3 Mr Bacchus was paid committee fees for the respective sub-committees on which he has been appointed. The fees for Mr Bacchus for his attendance at the Ad Hoc/Investment sub-committee was paid as member fees and the delta for his fees as Chairperson of the Ad Hoc/Investment Committee was paid in March 2023 4 Mr Goodlace was appointed to the Nominations Committee on 23 February 2021. His payment reflected for 2021 in the 2021 disclosure, included his November and December 2021 Committee fees and January 2022 Committee fees. His fees for 2021 has been restated to reflect his fees for the Nominations Committee for November and December, respectively, and his fees for January and February 2022 is reflected in his single figure of remuneration for 2022 5 Mr Andani is a director of subsidiaries Gold Fields Ghana Limited and Gold Fields Abosso Limited. The fees for these subsidiary boards are determined in country and not by GFL 6 Ms Sibiya was appointed to the Nominations Committee in February 2022, and appointed as Chairperson of the Audit Committee in June 2022. She resigned from the Capital Projects Committee in August 2022 7 Ms McGill was appointed to the Safety, Health and Sustainable Development Committee, Remuneration Committee, Capital Projects Committee and Social, Ethics and Transformation Committee with effect from February 2022. She was appointed as Chairperson of Social, Ethics and Transformation Committee effective June 2022 8 Ms Bitar was appointed to the Board on 1 May 2022. Committee appointments effective August 2022. Remuneration Committee member appointment is expected by May 2023 9 Ms Carolus resigned from the Board on 31 May 2022 10 Mr Menell resigned from the Board on 10 March 2021 11 Ms Mahanyele resigned from the Board on 28 February 2021 12 Ms Letton resigned from the Board on 31 May 2021 NON-BINDING ADVISORY VOTE – IMPLEMENTATION REPORT As set out in King IV, shareholders are required to cast a non-binding advisory vote on the Implementation Report at Gold Fields’ AGM on 24 May 2023. Should there be a 25% or higher vote against the adoption of the above, we will embark upon a process of shareholder engagement to understand the drivers of the dissenting votes, and to discuss potential remedial measures.

Source: Iress

Source: Iress

Gold Fields sells the gold it produces at market prices to obtain the maximum benefit from prevailing gold prices. As a general rule, Gold Fields does not enter into hedging arrangements such as forward sales or derivatives which establish a price in advance for the sale of its future gold production. However, hedges can be undertaken in one or more of the following circumstances: