Report of Foreign Issuer (6-k)

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

Form 6-K

Report of Foreign Private Issuer

Pursuant to Rules 13a-16 or 15d-16 under

the Securities Exchange Act of 1934

Dated 20 August 2020

Commission File Number: 001-31318

GOLD FIELDS LIMITED

(Translation of registrant’s name into English)

150 Helen Rd.

Sandown, Sandton 2196

South Africa

(Address of principal executive offices)

Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F.

Form 20-F

Form 40-F

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1): _____

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7): _____

Gold Fields Limited

Incorporated in the Republic of South Africa)

Registration Number 1968/004880/06)
JSE, NYSE, DIFX Share Code: GFI

ISIN: ZAE000018123

"Gold Fields" or “the Company”)

RESULTS OF ANNUAL GENERAL MEETING OF GOLD FIELDS LIMITED HELD ON 20 AUGUST

2020

Shareholders are advised that at the virtual Annual General Meeting of
Gold Fields Limited held on Thursday, 20 August 2020, all the ordinary and
special resolutions, as well as the advisory endorsements of the company’s
remuneration policy and remuneration implementation policy, as set out in
the notice of the annual general meeting dispatched to shareholders on 30
March 2020 were passed, on a poll, by the requisite majorities.

Details of the results of the voting are as follows:

Total issued share capital:

883 333 518

Total number of shares present/
represented including proxies at the meeting:

681 415 150

being 77.14% of the total votable shares

Ordinary

resolutions

Number of

shares
voted

Shares

voted for:

Shares

voted
against:

Shares

abstained:

1.Re-appointment

of auditors

680 757 461

678 761 475

1 995 986

657 689

% of total

issued

% of shares

voted

% of shares

voted

% of total

issued

77.07%

99.71%

0.29%

0.07%

2.1 Re-election

of a director: TP

Goodlace

680 712 553

680 530 117

182 436

702 597

% of total

issued

% of shares

voted

% of shares

voted

% of total

issued

77.06%

99.97%

0.03%

0.08%

2.2 Re-election

of a director:

NJ Holland

680 714 699

680 229 862

484 837

700 451

% of total

issued

% of shares

voted

% of shares

voted

% of total

issued

77.06%

99.93%

0.07%

0.08%

Ordinary

resolutions

Number of

shares

voted

Shares

voted for:

Shares

voted

against:

Shares

abstained:

2.3 Re-election

of a director: RP
Menell

680 713 118

644 197 901

36 515 217

702 032

% of total
issued

% of shares
voted

% of total
issued

77.06%

94.64%

5.36%

0.08%

2.4 Re-election

of a director:

YGH Suleman

680 710 606

677 947 169

2 763 437

704 544

%of total

issued

% of shares

voted

% of shares

voted

%of total

issued

77.06%

99.59%

0.41%

0.08%

3.1. Re-election

of Audit

Committee member:

YGH Suleman

680 715 166

678 798 034

1 917 132

699 984

% of total

issued

% of shares

voted

% of shares

voted

% of total

issued

77.06%

99.72%

0.28%

0.08%

3.2. Re-election

of a member of

the Audit

Committee:

A Andani

678 956 755

1 761 367

697 028

% of total

issued

% of shares

voted

% of shares

voted

% of total

issued

77.06%

99.74%

0.26%

0.08%

3.3 Re-election

of a member of

the Audit

Committee:

PJ Bacchus

680 715 245

679 065 495

1 649 750

699 905

% of total
issued

% of shares
voted

% of total
issued

77.06%

99.76%

0.24%

0.08%

3.4 Re-election

of a member of

the Audit

Committee:

RP Menell

680 716 805

641 674 199

39 042 606

698 345

% of total

issued

% of shares

voted

% of shares

voted

% of total

issued

77.06%

94.26%

5.74%

0.08%

4. Approval for

the issue of

authorised but

unissued ordinary
shares

680 738 786

652 085 654

28 653 132

676 364

% of total

issued
shares

% of shares

voted

% of shares

voted

% of total

issued
shares

77.06%

95.79%

4.21%

0.08%

Special

resolutions

Number of

shares

voted

Shares

voted for:

Shares

voted

against:

Shares

abstained:

1.Approval for

the issuing of

equity securities

for cash

680 726 038

652 119 249

28 606 789

689 112

% of total

issued

% of shares

voted

% of shares

voted

% of total

issued

77.06%

95.79%

4.21%

0.08%

Advisory

endorsement of

the remuneration

policy

680 676 015

620 072 231

60 603 784

739 135

% of total

issued

% of shares

voted

% of shares

voted

% of shares

voted

77.06%

91.10%

8.90%

0.08%

Advisory

endorsement of

the remuneration
implementation

policy

680 682 093

676 864 439

3 817 654

733 057

% of total
issued

% of shares
voted

77.06%

99.44%

0.56%

0.08%

2. Approval for

the remuneration

of non-executive

directors

680 697 288

679 807 440

889 848

717 862

% of total

issued

% of shares

voted

% of shares

voted

% of total

issued

77.06%

99.87%

0.13%

0.08%

3. Approval for

the Company to

grant inter-group
financial

assistance in

terms of section

44 and 45 of the

Act

680 411 829

680 071 637

340 192

1 003 321

% of total
issued

% of shares
voted

% of total
issued

77.06%

99.95%

0.05%

0.11%

4. Approval for

the Acquisition

of the Company’s

own shares

680 630 797

675 650 587

4 980 210

784 353

% of total

issued

% of shares

voted

% of shares

voted

% of shares

voted

77.05%

99.27%%

0.73%%

0.09%

The special resolutions will be filed with the Companies and Intellectual
Property Commission in accordance with the requirements of the Companies
Act, No 71 of 2008.

Remarks by the Gold Fields Chair, Ms Cheryl Carolus, at the Gold Fields

AGM on 20 August 2020:

“Good afternoon. As has become customary let me start by providing

a brief summary of the key developments at Gold Fields not just

for 2019 but for the year to date as well. 2020 has indeed been a

year that we will not forget – both in our professional and in our

personal capacities. The Covid-19 pandemic has forced us to live

outside of our comfort zones and, for Gold Fields, to operate well

outside its business-as-usual parameters.

I would like to pay tribute to how our 17,000 people have managed

this crisis.

To date 1,443 of our workforce have been infected and, tragically,

three colleagues have died as a result of Covid-19. We cannot name

two of them, but our heartfelt condolences go out to their

families and friends. I also want to express my condolences on the
death of Josephat Zvaipa, COO of Galiano Gold, our partners at the

Asanko gold mine.

Of the employees and contractors that have tested positive, 784

have recovered, in part due to the exceptional medical care and

assistance provided by our facilities and support given by the

mines as well as the public health institutions we work with.

The situation could have been worse had the company not acted

swiftly to introduce a range of strategies and programmes to

prevent our people getting infected, including strict adherence to

all government protocols, sanitation, distancing, wearing of

masks, travel restrictions and extensive educational campaigns for
our workforce.

Our operations have also gone out of their way to assist

communities and governments as they battle the pandemic. They have

done so voluntarily by providing much-needed equipment, PPE and

resources to hospitals and clinics, funded awareness campaigns on

community radio stations and organised sanitation of public

facilities, amongst many other initiatives. A number of our

directors, managers and employees have also been donating in their

personal capacity to funds and organisations that assist people

who are directly impacted by the pandemic. I thank them for this.

All this and our employees have managed to keep our operations

running relatively smoothly and profitably. As you would have seen
from our interim results announcement this morning, the impact of

the pandemic on production has been limited – we expect to be

within 3% of our original production guidance for 2020. As a

result of Covid-related costs, such as testing and site

adjustments, and higher royalties due to the surging gold price,

we have upped our cost guidance for the year, but marginally so.

Amid the continued strong operating performance, and with the help

of the strong gold price, our cash-inflow for the six months was a

very healthy US$320m.

A positive development emerging from the current crisis is the

strong focus on the health of our workers and our communities. We

have always prioritised safety at our operations, but this crisis

has reminded us to give equal attention to the health and wellness

of our people. It’s highly unlikely that measures such as social
distancing will remain with us once the crisis is over, but what

we will retain are the ability to test our workers, support them

as they deal with occupational and non-occupational diseases and

focus on their mental wellbeing.

The pandemic has also seen a surge in violence against women. Our

Corporate Office and South Deep teams used Mandela Day to express

their support and raise funds for organisations that seek to help

victims of gender-based violence, a cause the Board and I

personally whole-heartedly support. Turning to safety, tragically

we had a fatal incident at South Deep in June this year. Abel

Magajane, a shaft timberman, succumbed from injuries sustained in

an underground accident. He leaves behind his wife and three

children. His death follows that of Maria Ramela, also at South

Deep, almost exactly a year earlier. We once again extend our
heartfelt condolences to the families, friends and colleagues of

Abel and Maria.

We firmly support our management team’s efforts to reduce

fatalities and serious injuries. I believe that our two key safety

programmes – Courageous Safety Leadership and Vital Behaviours –

are critical to achieving Zero Harm, together with strict

adherence to and implementation of our stringent safety standards

and rules.

In my Chair’s Report in the latest Integrated Annual Report, I

wrote that I considered 2019 the most successful in my tenure as

Chairperson of Gold Fields. It was an exceptional year, during

which the company’s reinvestment strategy, which commenced in late

2016, came to fruition. The impact of the company’s three-year,

US$1bn investment programme, is significant. We essentially built

two new mines – Gruyere in Australia and Damang in Ghana – bought

45% of the prospective Asanko mine in Ghana and have taken a

greenfields project – Salares Norte in Chile – to a positive

construction decision. There is also the continued investment in

near-mine exploration at our Australian operations to secure their

longevity.

I was privileged to attend the opening of Gruyere last year. It

was heartening to see the efforts by our team at the mine to

integrate the Indigenous people into the workforce and share the

benefits of mining with the community.
Our portfolio’s performance was also boosted by the progress made

at South Deep. After a difficult 2018, in which we undertook a

significant restructuring process, the mine has reported material

and steady progress towards sustainable growth. These developments

have been further entrenched during 2020, despite the impact of

Covid-19.

Our portfolio is now in a strong position to maintain sustainable

production of 2 million to 2.5 million ounces per year for the

next 10 years and continue to generate cash sustainably into the

foreseeable future. The cash already generated by our mines has

not only enabled us to invest in the Company’s future growth but

also pay off debt and create significant value for our

stakeholders. During 2019, Gold Fields' total value distribution

to our stakeholders amounted to US$2.6bn in the form of payments
to governments, capital providers, business suppliers and our

workforce. Significantly, about a third of this value remained

with our host communities.

My optimism about the future of the Company is not only based on

its sound operational and financial performance, but also on its

firm commitment to excellent environmental, social and governance

systems and performance. During 2019 and 2020 to date, Gold Fields

reported no serious environmental incidents. We are building on

our successful forays into renewable energy at our Australian

mines, particularly the microgrid at our Agnew mine. With almost

60% of the mines energy now coming from renewables, Agnew has

become a landmark renewables project not only in Australia, but

also for the global mining sector. As we expand the use of
renewables to our other mines, together with our energy efficiency

initiatives, this will make a significant contribution to reducing

our energy costs, securing energy supplies and reducing our carbon

footprint.

The Board is also working closely with management in ensuring that

the governance and management of Gold Fields’ 34 tailings

facilities are monitored closely. This includes the implementation

of the stringent Global Industry Standard on Tailings Management

released this month.

We have made reasonable progress on improving the diversity of our

workforce. Around 20% of our workforce and management are now
female, half of whom work in core mining activities. We aim to

improve on this as we seek to attract more women to our mines

around the world and further entrench diversity among our

workforce.

There have been no recent changes to the Board or Executive

Committee of the Company. I am confident that we can maintain this

stability and retain this team of dedicated, able women and men.

Their experience, knowledge and commitment was undoubtedly a key

reason for Gold Fields’ success in 2019 and the way the company

has managed the challenges of 2020. However, this does not absolve

the Board from its critical duty to ensure succession for the most

critical roles within the Company. Succession planning has moved

up in the Board’s agenda over recent years, and we are applying
our minds to ensure continuity when key members of the executive

retire or leave.

On this note, I would like to state that Nick Holland, after 24

years as executive director and 13 years as CEO, will retire from

his position in September 2021. This is in line with the Company’s

retirement policy, as has been disclosed to shareholders regularly

in the Company’s Remuneration Report. A global search for a

suitable replacement will commence soon.

I would like to end by thanking my fellow directors and Gold

Fields’ executive leadership team, along with the employees of

this Company, for their dedication and commitment to the

sustainability of our business.

Remarks by the Chair of the Gold Fields Social, Ethics and Transformation

Committee, Dr Carmen Letton, at the Gold Fields AGM on 20 August 2020,

“Good afternoon, Shareholders and our Management Team

I want to start by echoing our Chairperson’s praise for the strong

commitment Gold Fields employees have shown in assisting each

other, their communities and their governments during the current

COVID-19 crisis.

These are very challenging times for all of us both personally and

professionally. But it has also brought out the very best in our

employees. They have not only ensured that our mines continue to

run safely, profitably and sustainably, but that stakeholders,

particularly our communities, receive the help they need to deal

with this pandemic and the country crisis.

I would also like to express my sincere condolences to the

relatives, friends and colleagues of those lost to COVID-19 or

mining-related accidents. It remains the GFL Board and Management

team’s continual and determined focus to keep our people safe.

Before reviewing the Social, Ethics and Transformation Committee’s

recent work, it is worth reiterating its wide-ranging mandate

built around our key stakeholders – our employees and contractors,

communities, governments, shareholders and business partners. This

mandate comprises:

Social and Economic Development;

Good corporate citizenship;

Strong environmental, health and safety custodianship, though

oversight of this rests with the SHSD Committee;

Labour and employment practices;

Transformation;

Communication, reputation and branding; and

Risk oversight related to SET.

It is the responsibility and has been the focus of, this Committee

to ensure that Gold Fields has sound relationships with our

stakeholders through responsible business practices in line with

industry-leading guidelines.

Strong stakeholder relationships are at the heart of Gold Fields

activities and the Committee seeks to ensure that the company

continues to engage with stakeholders. We discuss and negotiate

key decisions, mitigate any adverse environmental and social

impacts and, most critically, share the benefits of mining.

During 2019, Gold Fields generated revenue of almost US$2.6

billion, which was distributed to our key stakeholders as follows:

Our workforce: US$395 million;

Our capital providers and shareholders: US$162 million;

Governments, in the form of taxes and royalties: US$254

million;

Our business partners: US$1.74 billion; and,

Our communities in the form of Socio-Economic Development

spending: US$22 million.

In the first half of 2020, total distributed revenue was US$1.3

billion and stakeholder distributions were maintained at 2019

levels.

In addition to our Socio-Economic Development spend, our

operations supported host communities and governments through

donations and other contributions during the current COVID-19

crisis. To date, our help for communities and governments to

combat the pandemic has totalled almost US$2 million. Initiatives

have included donations of medical and sanitisation equipment,

food provisions to our most vulnerable, protective gear for our

front line people and educational campaigns in the community.

These contributions demonstrate the commitment of our mines to

going beyond compliance in safeguarding the health and wellbeing

of their communities.

Our investment in communities goes well beyond Socio-Economic

Development spending and donations. Gold Fields seeks to help

alleviate unemployment and create sustainable economies through

our community employment and procurement programs. As at June

2020, some 53% of our workforce – that’s 8,200 employees and

contractors – lived in our host communities, while about 30% of

total supplier spend was with local community enterprises.

Quantifying this impact across Gold Fields businesses shows that
overall, almost 30% of the revenue we generate was distributed to

our host communities. Now, our mine management teams have been

incentivised to maintain and develop this level of support into

the future.

Among the few positives to emerge from the COVID-19 pandemic is

the development of a closer working relationship with host

governments in supporting their health efforts, by providing

facilities, resources and much-needed funding. Equally positive,

governments have declared mining an essential service, which

enables us to continue operating. We hope to extend this working

relationship beyond the pandemic, in order to address issues

holding back mining sector growth in the many countries in which

we operate.

For many years, our CEO has spoken out for governments, trade

unions and mining companies to enter a social compact to grow the

total mining pie for the benefit of all stakeholders, rather than

battle over slices of an ever-shrinking pie. This has been

particularly evident amid the recent wave of resource nationalism

in many mineral-rich nations. Agreements needed to boost the

mining sector have not been forthcoming with most stakeholders

pursuing their own self-interest. We hope that the Covid-19 crisis

acts as a catalyst for this much needed dialogue.

Turning now to our People strategy. We continue to focus on

building a more diverse and inclusive workforce, with particular

emphasis on employing more women, residents from our host

communities and, in South Africa, historically disadvantaged
people. A diversity and inclusion strategy was approved by the

Board last year. The strategy, in addition to increasing the

attraction and retention of female employees, emphasises the

importance of ensuring that all people are treated with dignity

and respect. It focuses on workplace inclusiveness and diversity

as well as workplace sustainability and accountability.

The Company’s diversity and inclusiveness strategy sets out our

people goals for the next five years. This will create a

foundation for building a truly diversified and inclusive company,

reflective of the societies in which we operate. This year, the

management team is working with the regions to set up a global

gender program, while supporting the increased representation of

youth, Historically Disadvantaged South Africans, and Aboriginal
and Torres Strait Islanders in Australia. Unconscious bias and

diversity training has been rolled out across the Group to assist

employees in understanding their biases and raise awareness. This

strategy is “live” and each year we seek to improve and strengthen

our approaches and goals.

In some of these areas, we are making good progress. Currently,

women make up 20% of our global workforce, including in our core

mining activities. Youth representation is approximately 30%,

representation of Historically Disadvantaged South Africans at

South Deep 72% and, as I reported earlier, 53% of our workforce

live in our communities. Clearly, at the end of our 5-Year

strategy we hope to have maintained or potentially raised these
numbers markedly.

You may ask why the focus on our “youth” as an integral strategy

foundation. The future of work, the workplace in general and

mining in particular are changing – and changing at an

unprecedented rate. As we progress towards the mine of the future,

it is inevitable that we will rely increasingly on new entrants

into the labour market who possess the technical and non-technical

skills necessary to prosper at the digital edge. It also requires

us to retrain, where possible, existing employees to succeed in an

environment where automation, modernisation, mechanisation and

digitisation are key. In the past six years, the company has

invested almost US$90 million in targeted human resources

development and training programs.

Now, just a few words on our increasing focus on Indigenous

Peoples issues in Australia. Aboriginal and Torres Strait Islander

peoples are key stakeholders at all our mines and we already have

an excellent relationship and formal Native Title Agreement with

the Yilka and Sullivan Edwards People at the Gruyere mine. We

have also just embarked on a program to develop a similar

framework to support and engage with the Tjwarl People, who hold

native title rights and interests over a large area of the

Northern Gold Fields. This includes land on which the Agnew Mine

and exploration tenure are located.

Gold Fields Australia is making good progress implementing its

Reflect Reconciliation Action Plan that seeks to develop
respectful relations and develop formal consultation processes. We

want to create meaningful opportunities, such as employment and

contracting, with Indigenous people.

In this context, heritage management at our mines is also

critical, particularly in the wake of the Juukan Gorge incident on

May 24 this year. Rio Tinto blasted an area of Juukan Gorge, in

accordance with regulatory approvals. Still, it destroyed

Aboriginal rock shelters thought to be about 46,000 years old. The

incident has received extensive media coverage, with significant

reputational damage to Rio Tinto and the broader Australian mining

industry.

As a direct response to the Juukan Gorge incident, Gold Fields has
undertaken a review of our own heritage management processes,

including the legal approvals that each operation holds for the

destruction of Aboriginal heritage sites. “Destruction” is the

unfortunate word used in the formal legal framework in Australia.

We are also following closely the Western Australian Government’s

efforts to refresh the existing Aboriginal heritage laws and will

participate in the consultation process regarding the proposed new

legislation.

Moving to our communications, reputation and branding efforts. In

the past two years, Gold Fields has changed gears on this front in

order to enhance stakeholder experience and improve people’s daily

lives. We have adopted and developed a range of social,

professional and commercial media platforms. These support our

employees, raise awareness of our support efforts and communicate

with a much broader audience. This program has us very highly

placed in terms of brand and recognition, with some 4.8 million

impressions, 370,000 engagements with our content, and 300,000

followers of our publishing. The key purposes in all of our

communications, reputation and branding efforts are:

Keeping our employees, their families and communities safe;

Keeping employees informed about what is happening in their

company and specific countries;

Keeping our employees connected, energised, motivated and

productive (which is especially important in our remote and on-

mine workers);

Safeguarding our employee’s mental health;

Keeping stakeholders informed; and

Informing our communities of initiatives and empowering them

with that information.

Finally, I would like to talk briefly about the issue of artisanal

and small-scale mining at and around our Damang and Tarkwa mines

in Ghana. This issue poses a potential risk in a pre-election and

high gold price environment. Although the number of these miners

is small and we adopt a zero-tolerance approach to such property

encroachment, we have revised our strategy to reflect a changing

context with increasing gold price.

As part of this strategy we have intensified consultation with

affected stakeholders, particularly traditional leaders, and
intensified the creation of non-mining jobs to provide community

members with alternative opportunities. Furthermore, we have

updated our protection services strategies to better identify and

manage the infiltration of these miners. In order to support

Ghana’s community mining program, we are ceding a portion of our

Damang concession to the government. This is awaiting formal

government approval.

In conclusion, I would like to express my deep personal

appreciation and gratitude to my co-directors, our management team

and all Gold Fields employees around the world. They have ensured

that the Social, Ethics and Transformation Committee continues to

meet its performance objectives, thereby contributing to the

company’s sustainability and success. Their passionate advocacy of
social performance, ethical business and the transformation of our

company is what underpins our success both today and into the

future. Gold Fields shareholders have much to be proud of as part

owners of this incredible company.

Chair’s special mention:

For a number of years now, Gold Fields has supported Not-For-

Profit organisations that help victims of gender-based and

domestic violence. In 2020, the Board and Executive spoke out and

put their names and faces to this cause. This advocacy from Gold

Fields and these individuals promises to improve the plight of

victims of gender-based and domestic violence wherever we are able

to touch them with a bold and public statement that:

There is no place for domestic violence generally and that it

is unacceptable in our community;

Everyone has the right to live free from harm and without fear

of violence or abuse.

All victims need compassionate and highly responsive support;

and

Help is here for those who are desperate and vulnerable.

There are many more examples of generosity and advocacy by teams

and individuals in the group, too many for me to mention here.

However, this act is an insight into the way in which the

individuals in our company align with our values and the intent to

“do the right thing”. This lies at the core of our social, ethics

and transformation mandate and the culture of Gold Fields.”

20 August 2020
Sponsor

J.P. Morgan Equities South Africa (Pty) Ltd

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on
its behalf by the undersigned, thereunto duly authorised.

GOLD FIELDS LIMITED

Dated: 20 August 2020