Good afternoon, ladies and gentlemen, or good morning or good evening, depending on where you are in the world. Welcome to Gold Fields' 2030 ESG Priorities and Targets. With me in the room, I've got our Head of Investor Relations, Avishkar Nagaser, and I've also got our Head of Sustainable Development, Andrew Parsons. They're, of course, here to answer all the difficult questions. As always, I draw your attention to our forward-looking statements, which now includes some provisions around ESG. What we're trying to discuss today is just to, firstly, very briefly where we operate for those that are not familiar with the company. We have updated and renewed our purpose, vision, values and strategy. We've got a very short summary, put them on a page, I'll share that with you.
We also very briefly gonna run through our ESG journey to date. The majority of the presentation is gonna be focused on the six key priorities in our ESG charter and our 2030 targets. You can see that we have got three priorities under environment, three priorities under social, and all of that underpinned by strong ethical governance. Finally, I'll pull that together in a conclusion. In the event that you're not familiar with the company, if you look on the green box on the left-hand side of the slide, you can see the Gold Fields group. We have nine mines, one project, operate in five countries across the world. In 2020, had attributable production of 2.24 million ounces.
I think it's important to stress for today's presentation that we operate in different jurisdictions, as you can see on the map. The economic, social and political conditions are all different. A uniform approach to every country doesn't necessarily work. We do set group guidelines and strategies. In some instances, we adjust those to cater for the different conditions in the different jurisdictions. Part of the work that I've been doing since I arrived at Gold Fields with the board and with our senior leadership team is to review some of the fundamentals of the group, its vision, the strategy and the values. We started with a purpose, which is new to Gold Fields. You see that in the centre of the slide.
Our purpose, the new purpose statement that we've come up with a group is, creating enduring value beyond mining. What you then see is the fact that we have reflected ESG and sustainability in both our vision and our strategy. That's now become inculcated in absolutely everything we do in the company. If you look at our vision at the top of the slide, you can see our vision is to be the preferred gold mining company, delivering sustainable, superior value. If you look at the strategy, the strategy pillar on the right-hand side, strategy pillar two, you can see that that leg of the strategy talks to building on our leading commitments to ESG.
You can see that both in the purpose, the vision and the strategy, ESG and sustainability have been woven into everything we do in the company. When I joined Gold Fields, I realized that the ESG journey that the company's been on has been underway for quite some time already. In fact, I believe that Gold Fields is amongst the global leading mining companies in many areas. Working from the left-hand side to the right-hand side, that sort of pillar one and two, that's what we've already done.
If you look the period from 2009 to 2013, I think we classify that or categorize that period as a period where we was really focused on compliance around building investor ESG confidence and protecting our reputation. Already in that period, 2009 to 2013, Gold Fields developed a vision that was to be the global leader in sustainable gold mining.
Already at that time, sustainability became part of the vision of the company. At the same time, we became a member of the ICMM, regulatory frameworks were starting to come about, and we set about adhering to those, to those reporting frameworks. We issued our first integrated annual report. In the next period from 2013 to 2020, we would categorize that period around the focus on sustainability. Really about protecting our license to operate, strengthening our ESG reputation and managing ESG risks. You can see under that was the social license to operate, energy security, water security, safety and health. We believe during that time, we mitigated the ESG risks. At the same time, the ICMM drew up the mining principles, and we became a signatory to those mining principles.
Going forward, we would describe these next 10 years, from 2021 to 2030 as, the focus on value delivery. You can see I've already spoken to you about our purpose of creating enduring value beyond mining. Absolutely, sort of, I think, captures this theme of value for the next 10 years. We have come up with a new vision, I've already mentioned. To be the preferred gold mining company delivering sustainable superior value, we've got six priorities that I'm gonna take you through, for the majority of this presentation around environment. There's three priorities, shown in green, three priorities under social, shown in that sort of orangey red colour, and all of that underpinned by strong ethical governance. Let's start with the E in ESG, our environmental targets.
We've come up with a number of science-based targets after analysing our strategy in great detail. We believe that climate change is one of the most defining challenges of our time, so we're gonna start with decarbonization. We have a 2030 target of 50% absolute emission and 30% net emission reductions from a 2016 baseline, when we started this journey, in both Scope one and two emissions. We also have a 2050 target of net zero. We have a number of initiatives that are sitting underneath this target, that I'm gonna talk more about in the coming slides, but those initiatives really focusing on making sure we can deliver that target. Those initiatives are built into the decarbonization and emission reduction.
That whole concept has been built into the strategy of the company, into our business planning processes, and to our capital investment programs. We've already done a number of investments, again, which I'm gonna share with you in the next few slides, and we will continue to invest in renewables and decreasing our reliance on fossil fuels. Of course, there's still always opportunity in operating efficiencies, and that will also continue to remain some of the focus of the company. You can see the budget to make this happen is not insignificant.
We believe that about $1.2 billion over the next 10 years will be required to be invested, which we think Gold Fields funding around about $300 million or about $30 million to 40 million a year will be required from Gold Fields funding, and the rest will be funded from power purchase agreement partners. I think also very important, we believe we've got the projects to a stage now where they can all be NPV positive targets. Also all be NPV positive. We'll be able to make sure that not only are we investing, but there's also a return on that investment. I mentioned our emission reduction journey started in 2016. Since 2016 to 2020, the group has invested over $400 million in completed energy projects.
Gold Fields, about $100 million, and our power purchase agreement partners, over $300 million. We've now achieved a 10% absolute or 5% net group emissions reductions to date. Where we frankly didn't have any renewables in the mix in 2016, we now have 5% renewables in the group energy mix. The top row show the completed projects that we already have in place. We started that journey in 2016, and that's why, because we started there, that becomes, in our view, what the right baseline for the group is. Firstly, we invested in Granny Smith, an 8 MW solar plant, some battery storage. It also coincided with some development around gas, and diesel into a microgrid.
We already have 7% net emissions reduction for an investment of $28 million, of which the power purchase agreement was $12 million. Our second, and by far the biggest project in the group to date, has been around Agnew with our partner EDL. You can see there we've invested in 18 MW wind, 4 MW solar, 13 MW battery storage, and some gas and diesel. We now have 42% net emission reduction, sometimes up to 60%, of any day we have emission reduction. We've invested over $80 million, of which the PPA was $50 million.
The third big investment that's already been completed was with our partner Genser in Damang and Tarkwa in Ghana, where we've installed 95 MW of gas electricity generation to both include energy reliability, but also to improve emission reductions. In Ghana, we have over well 39% net emission reduction. There's been an investment of $290 million, of which our power purchase agreement partners have invested $245 million. We have a number of projects that are underway, so that wasn't just a once-off. We have Gruyere with our partner APA. We are, as we speak, finishing off the construction of a 12-MW solar plant. The mine was built with a big gas pipeline.
You can see as a result of the solar plant, which will be completed in the first half of next year, we'll have a 7% net emission reduction for an investment of $20 million. At South Deep, you may be aware that we initially announced this project as a 40 MW, ZAR 660 million project. We've now, as a result of being able to get more efficient, bigger panels of the same size, we've been able to increase the 40 MW, and today we announced that that actually will be a 50 MW solar plant that's under construction as we speak. The first panels will already arrive on very early, first or second week of January. I think they go into the water in this week.
These solar plants will provide power equivalent to 24% of the mine's electricity, savings of over ZAR 120 million a year, and we will be saving over 100,000 tons of carbon into the atmosphere a year. The project will cost us about $45 million and will be complete at the end of next year. The very final project as we build Solaris, one of the things that'll be going with the build of that plant is a combination diesel solar microgrid. Solar will be 10 MW at a cost of $13 million.
This may sound, well, okay, that's a 30% reduction, but what I need to do is explain the size of the challenge of what a 30% reduction means to Gold Fields. On the chart that you see, you'll see there's a gold line that shows from 2016 we produced 2.1 million ounces. In 2020, that was 2.2 million ounces. We have a 25% increase in production to 2.8 million ounces. It comes with a new mine. It comes with a whole range of additional growth projects. That 25% increase in mine production increases our carbon emissions by 35%.
It's because of the increase in production and because we get deeper, more mature mines that require more energy to be able to get the same output. I'm gonna walk you through this slide because this is like the key slide for us to understand. If we go to the left-hand side of that chart, the vertical bars are the emissions that come from the various regions in which we operate. You can see in 2016, we had 1.69 million tons of carbon being emitted from the company. You can see over a period of time, that has declined to 1.6 million tons of carbon.
Underneath that chart, you can see there's a bold, like a gold, coloured bar that shows the savings as a result of those projects that I mentioned, Agnew, Granny Smith and Tarkwa and Damang. You can see that 177 kilotons of CO2 savings a year equates to a 10% absolute reduction or for the starting point of 2016, a 5% net reduction. For that 4% increase in production, we have actually, instead of going up, we have gone down because of the investments that we've already made.
Going from 2021 to 2030, you can see with that increase along that gold bar to get to 2.8 million ounces, if we stay at that level of production, our carbon emissions will grow to 2.4 tons of carbon emitted into the atmosphere on an annual basis. To get from the 1.69 or let's say 1.7 on an absolute on a net reduction of 30%, you can see we have to get an absolute reduction because of the growth of the company of 51%. That's really where the challenge in the group lies. To get a net 30, we've got to get an absolute 50% reduction in carbon emissions. The question is, well, okay, how are we gonna do that?
Because that is our commitment, that we will see a net reduction of 30% by 2030. We realize that we're only gonna be able to do that with a combination of a range of stretch initiatives to make that happen. To show you what that'll look like, and when I said we've got science-based targets, this is what sits behind that. What I'm gonna do is take you to the left-hand side of this chart to start in 2016. Really what you see in the two different, well, actually the three different colours there, showing us what our emissions profile looks like.
You can see in that sort of aqua green type color that almost 70% of what we emitted in 2016 came from electricity, so the electricity we source in, mostly, for example, in South Africa, that would be from Eskom. About 30%, of the group's emissions come from diesel and then a little bit of other. I've already mentioned that that'll grow because of our production and because the mines get older and deeper and further. That'll grow to 2.4 tons of carbon a year. Because of that emissions profile, because of the biggest bar you can see is that green electricity component, that makes sense so that that's where we'll start. Also, there's many more technologies available, like wind and solar, to be able to address some of those. We start there.
We've got a number of projects, for example, South Deep. 45% of the electricity will be a combination of solar that we're building now and also an equivalent size wind plant. That'll take us 45% to South Deep. We go across to the right-hand side. A number of our mines have renewables in both wind and solar and storage to be able to make that happen. As we go to the right, you see that grey component, and that's about addressing diesel. In that block, what we are showing in the next 10 years, we will only be replacing about 17% of the diesel.
What we're doing in the area that, number one, has got less emissions for us, but also that's the area that's much harder with the current technology to be able to abate. You can see we're not pushing the boat out too far in that particular area. There are technologies that in the next 10 years, we think that we'll be successful in doing that. It's only about 17% of the company's emissions of the diesel emissions we will seek to abate. Then there's a little bit of efficiencies. You see that takes us to 2030 of 1.56 tons of carbon. You can see that's not yet at the 30% reduction of 1.185, and therefore we need more projects.
In the sort of goldish box to the top right, we've identified opportunities like taking South Deep with more wind and more solar to 100% green electricity. We can already target and see a pathway of about 550 kilotons of carbon. Now, we don't need quite that much, and it's nice to know you've got a little bit in the bag because it may not turn out exactly the way we anticipate. That's how the combination of what you see on the chart and what's in that box will give us a 51% reduction to give us a net reduction of 30% by 2030. That's how we see we'll get by 2030. What would the pathway look like to get to net zero by 2050? This is the slide that helps explain that.
You can see it's broken up into sort of three big components, 2021 to 2030, 2030 to 2040, and 2040 to 2050. If I start at the top of that chart and work from left to right, you can see I've already spoken about from 2021 to 2030, we'll be targeting 70% of the energy that we use. Remember, electricity makes up two-thirds of our Scope one and two emissions, and that'll come from solar, wind, and battery and some storage. Moving to the right-hand side in the following ten years, we'd need to be at 100% of our electricity would need to be green. Coming down to the electrification of diesel equipment. Remember, diesel is about a third of our current Scope one and two emissions.
I've already said in the first 10 years, it'll be less than 20% will we try and eliminate diesel emissions, and that'll come from some battery vehicles, some biodiesel, hydrogen fuel cells, and the like. Then moving to the right, eventually we will have to have 100% diesel elimination to be able to take out that third that's responsible for a third of the carbon emissions. Now, we realize that that's gonna take out most between those two components, most of the emissions. But we do realize that we will need some offsets. I mean, there's some emissions that at this point in time look like they'll be hard to abate, for example, emissions from explosives and the like.
We realize that we'll need to start looking at potential offsets, like investing in biodiversity offsets or greening the areas around which we operate, or even greening areas that are not close to the areas we operate. There's one additional comment that I'd like to make on the very left-hand side under that, sort of pink bar. You can see I made a comment there around the Scope three emissions. Scope three emissions, we have, alongside the ICMM, agreed that we would have targets for Scope three emissions. Just a reminder, Scope three emissions are both our supply chain and then the emissions that we cause by giving our product to our customers. We'll have Scope three emissions articulated and our targets by 2023 alongside the end of 2023 with the ICMM.
I think it's also important to remember that for gold, it's actually quite different to many other commodities that have normally got very, very high and sometimes 10, 50, 100 times more Scope three than they do have Scope one and two. In the case of gold, that's actually the opposite, and we only have about 20%. Work done by the World Gold Council has shown that about 20% of our Scope three emissions, of our total emissions, will be Scope three from our supply chain, and only about 1% of our emissions, of Scope three belong to our customers. If we look at the grey bar underneath that shows how decarbonization will form part of the way we integrate, you know, into our strategy, into our planning.
Now, right now, we have about 400 kilograms of CO2 for every ounce we produce. At the end of the 10 years, that'll be down to under 300, and so that will reduce until eventually it gets to zero. Now, one of the things that we absolutely have to make sure as we sustain our production at 2.8 million ounces, if we're gonna be buying or investing in new mines, they're gonna have to be able to keep pace with that. It doesn't help that we buy or invest in a mine, or develop a mine that has got a carbon footprint much worse than where the group footprint is at that particular time. Or we'd have to have a way to be able to abate that and can see a pathway to catch up with the rest of the group.
That's how already we're starting to think about, you know, if there's any acquisition or any development of an operation, how does it fit into that group pathway. Okay, so that's been a lot of words around decarbonization, but what I want you to do is show you a very short video of what that looks like in practice. Turning to our second priority under environment, and that is tailings management. We have a 2030 target, firstly, to comply with the global industry standard on tailings management or GISTM.
Secondly, in our effort to reduce or to improve the safety of our tailings dams, we're gonna be reducing the number of active upstream tailings facilities from five to three. You'll recall that it's upstream tailings dams, while they can be managed safely, and can be operated safely, have the biggest risk. We have also a number of other initiatives that I'm gonna talk to you that in addition to this commitment, are going to be making our tailings dams substantially safer over the course of the next 10 years.
If you look at the initiatives on the right-hand side, you can see that in addition to the GISTM compliance, enhancing critical controls and the management of those tailings dams. Also, the fourth bullet point down from there, you can see that over time we're gonna be shifting the very liquid, so a lot of water with small amounts of tailings, which is what we pump now into our tailings dams. We're gonna be moving over time to thickened or paste tailings, dry stack, which is a filtered tailings, and also co-disposal. I'm gonna talk about that a little bit more in the next slide.
That's gonna require that journey to reduce the amount of upstream dams and also introducing new technology to use less water and make safer tailings. I know likely we're gonna cost about $300 million of capital over the 10 years. Of course, there's some time to be able to firm up on those numbers and of course, try and make those numbers a lot smaller with the use of technology. This slide's also really important to understand our journey for tailings dams. I'm gonna walk through from the left-hand side to the right. From 2016 to 2020, the top green bar explains what happened in that period.
Just also a caution, this is only our active dams and our decommissioned dams, which we still focus on, which we still monitor, but they, because they're decommissioned, have not been shown here. In 2016, we had a total of eight dams. five of those were upstream. I've already mentioned it's these upstream dams that require much more work to be able to manage the risk. And then we had one centerline, one downstream, and one in-pit tailings dam. Over the last four years, we have increased our tailings dam number, active dams by four. You can see we haven't, as per our commitment and as per internally, our aspiration never again to create another upstream dam.
We have not increased the upstream dams, but we have with the new mine that we've created at Gruyere, and then also one new dam at Agnew, one at Tarkwa and one at Damang. You can see the red boxes have increased from one to four, and that's three dams have become downstream dams, and we have increased one new pit. This is an old pit that's been mined out where we put tailings into. That's been the journey over the last four years. Our commitments going forward from 2020 to 2025, this is the middle green block that I'm talking to. You can see the upstream dams. This is the commitment that we make. We'll go from five to three.
At the same time, those two dams, they've got to go somewhere. We have now moved those dams from upstream to centreline to downstream dams in that five-year period. At the same time, we, for the first time, this is the box on top of 2025, that like brownie coloured box, that is our first dry stack tailings dam. This is a dam that we filter all the water out, so we squeeze all the water out, and then we make sure that it's like beach sand. Instead of having to pump this, and then to hold it back with some sort of dam wall, we are able to take that dry tailings by mechanical means and go and dump it.
That's the new dam that we're gonna be building or the new methodology of tailings stacking at our new project, Salares Norte in Chile. It's one of the driest places on the planet, so making sure we use absolutely the least amount of water possible is commitment to our using less water. Our journey from 2025 to 2030 uses technology largely in this period. I'll start with the bottom blue bars. Although the number of upstream dams don't change, South Deep, if you look at the very top green bar, explains that even in that upstream dam, we are gonna be using less water and be using a thickened tailings to be able to put onto South Deep's dam. You see that the red bars go from six to two.
Even those good downstream, what we see converting those four into the black bar at the top, and that is now we have co-disposal. Drier tailings mixed with waste put into those tailings dams make for substantially safer tailings. That's our journey. That's how we get to our aspiration in the top headline of even safer tailings facilities. Our commitment is to go from five to three upstream, and to use technology to have much safer input co-disposal filtered tailings for safer tailings facilities. Our final environmental target relates to the management of our water resources. Not only is water an environmental priority, but it's also has a stakeholder dimension because in many of the areas we operate, water is a scarce resource that often business and and/or mining and communities compete for.
The less water we use, the more sustainable we believe we become in the communities in which we operate. We have a 2030 target of having 80% of the water that we use will be recycled or reused water. Secondly, we will have a 45% reduction in fresh water use from our 2018 baseline. You'll see 2018 is a slightly different number to the 2016 we used on renewables, and the reason for that is that the ICMM issued in 2017 the Water Reporting Guidelines and the Water Stewardship Position Statement. We aligned all of our reporting in 2018 with the ICMM, and since then, that has become our baseline for water reduction.
We have a number of initiatives that are set up to make that happen, often working very closely with Water Stewardship and using less water with tailings management that I mentioned in the previous segment. A budget you can see not significant over that period, as we anticipate about $20 million. Just to show you some of the performance that we've had over that period since 2018. On the left-hand side, you see that we have recycled and reused in 2018. That number in the group was at 65%. Already, that was one of the leading recycle and reuse of all mining companies globally. We've increased that to 2020 to over 70%.
You can see, even though we grow our operations by 20%, by 25% to 2.8 million ounces, we still continue our journey and will be recycling over 80% by 2030. I think a much more challenging number given the growth of the companies, if we look on the right-hand side, graph, and you can see from 2018, even though we added a new mine in that time, which was Gruyere, we have reduced the amount of water that we use, fresh water that we draw from 14.5 gigalitres down to 10 gigalitres in 2020. You can see that over the next period of time, we continue to even though we grow by 25%, we'll be able to continue reducing our water intensity because we grow the volume, and we'll reduce the absolute amount.
We've already saved just over 30%, and we'll continue to save another 15%, even though we're growing the amount of mines by another 15% to give an absolute amount over that period of 45% water reduction. Of course, by that, you see that gold line, which doesn't seem so dramatic there, but if you work out that water intensity line improves dramatically. Turning to our social matters. Here, the focus is on creating value for our stakeholders, which in our circumstance particularly focus on employees and host communities. The first priority is safety, health, wellbeing, and the environment. Safety's always been a priority for us. It's always been our first value. That's been you know, and as it should be, of course.
Therefore, it shouldn't be as a surprise that our target for 2030 is zero fatals, zero serious injuries, and zero environmental incidents. If we look at the initiatives on the right-hand side, the top few initiatives talk to leading indicators, so addressing leadership and behaviours. Below that is a number of technology implementations for cleaner, safer vehicles, both for safety and health reasons. Trailing of zero emission vehicles. Again, health reasons, but also decarbonizing our business. Collision avoidance technology. What's becoming more, a bigger focus, I guess, is mental wellbeing or mental health.
That's a very big focus for the company as one of the initiatives to make sure that we can be safe and everyone goes home safely to their families. The progress that we've made, if you look at the left-hand side, on fatalities, the group, in the first period of that graph on the left-hand side, you can see we used to have two to three fatalities a year. We have reduced that, but in the last four years, we have been unable to mine without a fatality. We've had one fatality in the group for each of those years, and hence the target to get to zero fatalities. We have, on the left-hand side, you see those big blue bars, that was the number of serious injuries in the group. Initially, that was only South Deep.
As we added the rest of the group to that, because the rest of the group didn't have the same reporting requirements South Africa did, we should have seen an increase, but with the focus in the group over the last many years, we have seen the number of serious injuries reduce. I think very importantly is the red line, which shows that the severity rate of each of those injuries is also massively reducing. What we're seeing now is many more slips, trips, and falls that are causing either twisted ankles or sore backs or that sort of thing that result in serious injuries, as opposed to these material unwanted events that could cause fatalities. On the right-hand side, you can see that we have an aspiration to be at zero serious environmental incidents.
Actually, over the last three years, you can see we have achieved that, and our aspiration is to maintain that performance of zero serious environmental incidents, certainly well, going forward forever. This priority is another critical area that's been at the forefront of what society expects from us, but also it's good for business reasons. I mean, the bottom line is we must become more diverse in the composition of our workforces. We have a 2030 target of 30% women representation in Gold Fields. We have a number of initiatives on the right-hand side, which you can see, unconscious bias training, gender recruitment bias to continue the improvement in women representation.
I think the point that I wanna make, and I'm gonna make it again on the next slide, is that gender diversity is only but a small part of a greater inclusivity and diversity program underway at Gold Fields. This is the performance over the last number of years. If you look on the left-hand side, you can see starting from the top, women in workforce. The women in the workforce of Gold Fields has increased from 15% in 2016 to 21%. You can see that underneath that there's women in leadership, women at board level, women in core mining roles. All of those we track and report and hold the regions accountable for.
The point that we wanna make is, as you increase the women in the workforce, we've been able to demonstrate that we've been able to keep right across, I guess the employee chain, we've been able to keep our representation increasing at the same pace. We think that actually the right proxy for all of those metrics is to measure women in the workforce, and that's why you only see that one target. Of course, we'll continue to report in our annual reports all the women in all those different categories. The target that we're sharing with you today is to continue that journey from 21% to 30%.
Now, that might not sound like such an incredible target, but to give you a sense of actually how important that is currently, we have a turnover about 5% in the group. If males and females have the same turnover, for us to get from 21% to 30%, we've got to have a 40% recruitment of women for the same turnover of 5%. If the turnover is 12%, which is what it is now, and we continue to lose more women than we do men, as this competition for women is very, very intense, if we have the same turnover, we have to have 50% women in our recruitment pipeline to be able to make the 30% by 2030.
You can see in the middle bar, in the middle column, we've got a number of initiatives that have actually done great work for us to date. The point that I made earlier that I want to re-emphasize is on the right-hand side, the top bullet point, where it says that we will continue to focus in a broader focus on inclusivity and diversity on all in aspects, including indigenous people in Australia, disability right across the group, historically disadvantaged South Africans in South Africa, localization and youth right across the world. We'll continue to report on that. For this metric here, we have a number of priorities that we'll be focusing on to make sure we can move our gender representation from 21% to 30% by 2030. Mines, as you know, operate under a license from governments.
As such, we seek to ensure that host governments see the benefit of us operating in their jurisdictions through taxes and royalties, but also through infrastructure investment, job creation, skills development, in their workforces and in the people of the countries in which we operate. We have a 2030 target of, firstly, 30% of the total value that we create benefits host communities. Secondly, we will have six flagship projects in that time benefiting host communities. Now, a flagship project is the kind of thing like a multi-year, multi-stakeholder project that is often, you know, tens or $20 million worth, just our components of investment over a number of years.
It's those type of projects that we've got a good example of a project we're busy with the government of Peru, for example, building water reservoirs for local communities. The big road project that we invested in over a number of years in Ghana is another flagship project example. The initiatives on the right-hand side, you can see that we think we'll be creating value in our host communities by host community procurement, host community employment in our minds, but also non-job creation. I'm sorry, non-mining job creation surrounding operations. Flagship projects I've mentioned and socioeconomics development. On the right-hand side of this graph gives an example of what that looks like.
The journey that we've been on since 2018 to 2020, we've seen both the total value distribution grow as well as the community participation in that value distribution grow. The size of the pie is increasing. The whole pie is increasing, and the size of the community slice of that pie is increasing. As we grow the company to 2030, I've already mentioned that growth that we'll see, we believe that the total value distribution growth, so the whole pie continues to get bigger, and then the slice of the community, their stake continues to grow. We will at least make 30% of the value that we create will be host community value. If you move to the left-hand side pie charts, the two smaller ones actually show what that looks like in practice.
The top one shows that the red slice is the host community employment wages. There's a slice for socioeconomic development. The biggest slice of that pie is community procurement spend. The bottom one, you can see how that's distributed across the areas in which we operate. Underpinning both social and environmental sets the group's governance priorities. Our board, for example, has been integrally involved with the development of these ESG targets. If we look at the left-hand side schematic, you can show that the focus on governance in Gold Fields is broad-ranging, all the way if you look at those white dots or the white circles at the top.
I'll start at the top. This is now showing how broad the focus on governance is, starting with ethical business practices, anti-bribery and corruption, executive pay, tax transparency, human rights, data protection, stakeholder rights, board composition, and a range of other metrics. On the right-hand side, that sort of pictorial is meant to show that governance is led by the board and the senior executive of the company. It's all about setting the right tone from the top. This is my penultimate slide, and this slide showing the sustainability indices that we get measured by, the reporting frameworks that we comply with, and then also the sustainability standards that we report against and adhere to.
If we sort of start at the row on the top, that's marked indices, these are the agencies that are rating how well are we doing. You can see that we're performing very well against the ESG rating agencies and the ESG indices when compared to the global mining and the gold mining peers. MSCI have rated us for the first time this year a A rating. I think the most significant rating that we've received so far is from the Dow Jones Sustainability Index, where we are rated as the third miner globally. Competing against much bigger companies, much deeper pockets, we've been able to certainly punch well above our weight. Then you can see a range of other indices that are measuring us, including, for example, Sustainalytics, ISS, rating us at E1, S1, G1.
If we look at the middle row, that's our commitment to transparency and to balanced disclosure is illustrated by the fact that we report in terms of all the leading frameworks. If you look at GRI, because we listed on the New York Stock Exchange and JSE, we report against their frameworks, the Task Force on Climate-related Financial Disclosures, and the like. As some of these reporting frameworks now seek to try and consolidate because it's becoming that, you know, every month we sort of get a new reporting framework, and every reporting framework gets annoyed with you if you're not reporting against their framework.
Really at COP, it was heart-warming to see that there was an attempt to start aligning some of these reporting frameworks, making it easier for us to demonstrate against the smaller number of frameworks how we're doing. Finally, the standards that we comply with, the ICMM's mining principles. We comply with ISO 14001, the environmental standards, the standards on safety and the standards against emissions. EITI, the transparency initiative, cyanide disclosure, and the like. You can see a very broad commitment to transparency, and the work that we're doing is being recognized by the ratings agencies. Finally, I think this is what I wanna leave you with before we move on to questions.
We've committed ourselves to industry-leading science-based targets, which will define our work over the next decade. Just quickly running you through and reminding you of that decarbonization, a 50% absolute emission with 30% net emission reduction from our 2016 baseline. That encompasses both Scope one and two, and our second target is net zero emissions by 2050. Under tailings management, we'll comply with the Global Industry Standard on Tailings Management. We will also reduce the number of active upstream dams from five to three, and then also use technology to continue to improve the safety of those dams. Water stewardship, we have a target of 80% water recycled by 2030, and a 45% reduction in freshwater usage from our 2018 baseline.
Safety, health, and environment, as you would expect us to commit, zero fatalities, zero serious injuries, zero serious environmental incidents. Gender diversity, almost as a proxy for a number of other women representation issues, 30% total women representation in our company. Then lastly, stakeholder value creation, 30% of the total value that we created benefits host communities, and six flagship projects that'll benefit host communities over the next number of years to 2030. I think if you look at the blue bar,
logical developments.
Thanks, Johan, for that question. I think what we try to do is show in that one graph that the majority of our reductions come from electricity offsets, and a lot of those technologies exist, so wind and solar.
The area of that component that is still not that proven technology, although there's lots of examples that it is used already, and that's in storage. To be able to crack the overall quantum that we have described, we can use existing technologies, but it's new technology like bulk storage that I think is gonna make that the ultimate amount. I think if we just said today, no new technology will happen in the next 10 years, which is not gonna happen. I mean, we just see every day this kind of focus, this great focus on reducing carbon is generating new and improved ideas all the time.
If it was not to be, my guess it would be sort of 40% to 50%, we would be unsuccessful then in abating with exactly today's technology, because we wouldn't be able to store all the sun and the wind power that we generate. Thank you. There's nothing else, actually. Okay. There's nothing else from the webcast, no. We really are giving you all the opportunity to ask us any questions. Of course, if you have any other questions, as always, you can reach out to our investor relations team, also to our media team, and we'd be delighted to respond to any questions that may come up over time. Okay, nothing else, Bobby?
No, that's it. Okay.
Ladies and gents, well, that brings us to the end of the Gold Fields 2030 ESG priorities and targets presentation. Thank you.