Download - Coal Mining IT Survey
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South AfricanCoal Mining Industry
State of IT
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Preface 1
Executive Summary 2
The Respondents: Background 4
The Three IT Functions 6
IT Spending 11
Business/IT Alignment 17
Conclusion 21
Glossary 22
The Author 23
South African Coal Mining Industry: State of IT
Table of Content
The survey results contained in this report is based solely on the information provided by
the participating organisations. Deloitte has made no attempt to verify the reliability of such
information. We make no representation as to the sufficiency of the survey results for your
purposes. The survey results should not be viewed as a substitute for other forms of analysis
that the management should undertake and is not intended to constitute legal; accounting;
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to the use of the survey results or information contained herein. The results and informationcontained herein are provided as is and Deloitte makes no express or implied representatives
or warranties regarding the results or the information. The results are solely for yourinformational purposes and internal use and cannot be reproduced or redistributed without
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South African Coal Mining Industry: State of IT
For more than a century, South Africas mining industry (specifically
the gold, diamond, coal and platinum mines) has made an
important contribution to the national economy. It has provided the
impetus for the development of an extensive and efficient physical
infrastructure (railways, ports, roads, etc) and has contributed
greatly to the establishment of the countrys secondary industries.
As in most industries, the mining industry continues to invest
heavily in IT. However, despite the importance of the industry to
the national economy and the significant investment in IT, it is our
experience that there is very little industry-specific IT data available.
This makes competitive benchmarking all but impossible, in an
industry that remains focused on cost containment.
It is for this reason that Deloitte decided to conduct a survey
aimed at generating reliable quantitative data on the local mining
industrys IT landscape as well as the key issues facing the industry's
IT decision makers.
This year the survey focuses on the Coal Mining Industry and
contains information on the IT environments of some of the
country's leading coal mining organisations, which will allow the
CIO's, IT managers and other IT decision makers in this sector to
compare themselves to their peers with respect to:
IT spending levels
IT staff numbers and composition
IT budget allocation
IT decision making
Key focus areas
The information contained in this report is based solely on data
gathered through the survey process, which consisted of thecompletion of a detailed questionnaire. The survey questionnaires
were completed by the IT leaders (CIOs and GMs) of the
responding organisations. Although the survey population is quite
small (only around 25% of the countrys coal mining organisations
contributed to the survey), we believe the findings are broadly
representative of the state of IT in this sub-sector of the economy.
Preface
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We asked the IT leaders of a number of South Africas leading coal
mining organisations a series of detailed questions about the state
of IT in their organisations. Although the report contains a wealth
of information, we believe that there are six key observations that
have emerged from the research:
1. IT spending is finally on the increase: All respondents reported
an increase (10%) in their IT spending for the 2005/2006
period. Although all three organisations experienced very good
revenue growth rates over the 2002/2003 - 2004/2005 period
(~26% CAGR as a group), only one respondent reported a
positive growth in IT spend over the corresponding period.
This cost-reduction trend now seems to have come to an end.
Given the steady rise in coal production volumes achieved by
the responding organisations, this increase in IT spending is
hardly surprising because at some point capital investment in
IT systems and infrastructure becomes inevitable if the business
growth is to be sustained.
2. A global footprint does not have to translate into a bloated
IT Function: The two global respondents have much leaner IT
Functions (in relative terms) than the local respondent.
3. Higher IT spending does not necessarily translate into business
growth: In the sample of respondents, the organisation
with the highest IT expenditure has the lowest revenue per
employee. The organisation with the lowest IT expenditure had
the second highest growth in revenue. It would seem that there
is no real correlation between business growth (top l ine) and
the size of the IT budget alone. This does not mean that theinvestment in IT adds no value, it simply suggests that some
organisations are better than others at extracting the maximum
value from each Rand invested in IT.
4. Despite having lean IT organisations, operating in environments
with significant corporate activity and higher IT complexity, all
of the respondents believe their ability to meet the IT needs of
the business have improved over the past three years.
Executive Summary
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5. Despite the low IT spending levels (compared with most other
industries), it is interesting to note that 2/3 of the respondents
reported that the strategic value of IT is recognised in their
organisation and that there is a willingness to invest in
new technology.
6. All of the respondents assign the majority of their IT resources
(Full Time Equivalents) to the management of the IT operational
environment, where they typically focus on: hardware support,
system/network management, incident management and
user support.
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South African Coal Mining Industry: State of IT
The respondents1 to this survey are two global and one local
(i.e. purely SA-based) coal producers. All three respondents
have significant footprints (both from a business operations and
IT perspective) in South Africa with the IT leaders of all three
respondents based in South Africa.
The respondents fall into two categories from an operational
perspective, namely: coal miners with operations spread across
more than one continent, serving customers in many markets, and
coal miners with operations in South Africa only, serving a small
number of (primarily) SA-based customers.
Images 1 and 2 clearly illustrate the difference in the scale/scope of
these two categories of coal miners.
Please note: The three respondents are referred to as A, B and
C in the Images below.
The Respondents:Background
Note 1: The term respondent as used in this context, refers to the organisation and not theindividual who completed the survey
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South African Coal Mining Industry: State of IT
Over the past three years (2003 - 2005), each of the respondents
were involved in some form of corporate activity (this is summarised
in Table 1). High-levels of business change (e.g. the formation
of JVs, re-structuring and the establishment of shared-services
environment) invariably change the complexity of the IT landscape.
Table 1: Respondents Corporate Activity (past three years)
Type of corporate activity that the
respondent was involved in
R
espondent
A
R
espondent
B
R
espondent
C
Formed a Joint Venture
Sold part of the business
Embarked on a significant business
re-structuring
Established a shared services environment
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South African Coal Mining Industry: State of IT
This section of the report provides information about the IT
Functions of the three respondents. As with the organisations
themselves, the three IT Functions are quite diverse in terms of size,
focus and composition (this will be elaborated on in the paragraphs
that follow).
To start with, the IT Penetration ratios (technology enabled
employees as a percentage of the total employees) of the three
organisations fall into a fairly broad range (refer Image 3 below).
The IT Penetration ratio is important as it provides an indication
of the IT proliferation in an organisation, which in turn drives the
extent of the IT support required. Historically, the IT penetration
in the mining industry has been lower than in many other
industries, which is understandable given the fact that there is a
high correlation between IT penetration and the scale/scope of theknowledge work performed by an organisation (although mining
organisations do engage in knowledge work, this occupies a
relatively small percentage of the productive workforce).
The ThreeIT Functions
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Image 3 illustrates the IT penetration in the three responding
organisations, which range between 27% and 41%.
Another important measure (in terms of understanding the IT Functions
of the respondents) is the Ability to Service - this is a qualitative
measure, indicating an IT Functions ability to meet the IT needs of thebusiness given: (a) the complexity of the organisations IT environment,
and (b) the IT Functions inherent capabilities - refer to Image 4 below
for a more comprehensive description of these two dimensions. An
IT Functions Ability to Service is influenced by the extent of the
corporate activity that the organisation is involved in over a given period.
Image 4 illustrates the perception of the IT leaders (from each
responding organisation) regarding the ability of their respective IT
Functions to service the IT needs of their organisations now (2006)versus three years ago (2003).
When analysing the size of an organisations IT Function, it is
important to take two issues into consideration, namely: (a) the
number of IT Full Time Equivalents (IT FTEs) as a percentage of
the total number of employees, and (b) the extent of technology
penetration in the organisation. The lower the ratio of IT FTEs to
Total Employees (TE), the leaner the IT Function. The higher the ITpenetration (technology enabled employees as a percentage of the
total employees), the greater the demand for IT support. A very
lean IT Function, operating in a high IT penetration environment
will in theory have to be very efficient (i.e. all things being equal, a
small team of IT resources will have to work smarter than a larger
team to service the same group of IT users).
Definitions of IT Environment Complexity and
IT organisation Capability
The IT Environments complexity is a function of:
Level of standardisation in the hardware, software and
network environments;
The number-, geographical distribution and cultural diversity
of the IT users;
The sophistication of the organisations information needs
as well as the extent of the cross-BU/cross-geography
information integration/consolidation that takes place;
The number, geographical distribution and age profile of the
hardware and infrastructure platforms.
The Organisations capability is a function of:
The number of IT FTEs available to service the IT needs of the
organisation;
The skills level and profile of the IT FTEs;
The motivation levels of the IT FTEs;
The quality of the processes; systems, and procedures used
by the IT FTEs; The operating model that is in place (fully outsourced, in-
house, or some combination).
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Image 5 provides the following information regarding the IT
Functions of the responding organisations:
IT FTEs as a percentage of the TE (the respondents position on
the y-axis);
Technology Penetration (the respondents position on the x-
axis);
Number of Technology Enabled Employees (TEEs) for each IT
FTE.
The composition of the respondents IT FTE numbers from a reporting-
line perspective (i.e. the organisational entities that the IT FTEs report
to) are illustrated in Image 6. This information provides some insight
into the IT staffing models adopted by the various respondents.
From Image 6 above, the following observations can be made
regarding the responding organisations IT staffing models:
All three organisations make use of their outsourcing partnersresources for certain of the IT Functions, although only one
respondent has indicated that the outsourcing partners
resources make up the majority of the IT FTE number;
Two of the respondents reported some incidence of other
parts of the business (i.e. not the IT Function) performing
certain IT Functions;
In all three organisations, the use of contract workers are very
low (non-existent in one organisation).
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South African Coal Mining Industry: State of IT
It is also important to understand the composition of the
respondents IT FTE numbers from an IT functional perspective (i.e.
the key IT functions performed by the IT FTEs).
Image 7 illustrates the allocation of the respondents IT FTEs to 11
key IT functions.
The following observations can be made regarding the responding
organisations IT FTE allocation from a functional perspective:
As a group, the respondents assign the majority of their IT
resources (Full Time Equivalents) to the management of the IT
operational environment, where they focus on: hardware support,
system/network management, help desk and user support;
As a group the respondents focused 28% of their IT effort on
the design and deployment of business solutions (application
lifecycle management, architecture and design);
As a group the respondents focused 17% of their IT effort on
business facing activities (relationship management, planning/
governance, project management) and the remaining 7% on
the management of the IT Function;
Interestingly, there is very little focus on IT service-level
management among the respondents.
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South African Coal Mining Industry: State of IT
When asked to identify the three greatest obstacles to improving
the effectiveness of the IT Function, the respondents answered
as follows:
Table 2: Respondents view of the top three obstacles
preventing their IT Functions from being more effective?
Impediments to greater IT
organisational effectiveness
Respondent
A
Respondent
B
Respondent
C
Budget/cost constraints
Lack of bussiness commitment to/
awareness of IT
Insufficient IT staff
Lack of appropriate skills among IT staff
members
Currently installed technology base
Lack of service orientation amoung IT staff
Inability to attract the right talent -
vacancies
The following observations can be made regarding the responses
outlined in Table 2 above:
All respondents identified the lack of business commitment
to/awareness of IT as an impediment;
Four out of the seven (57%) listed impediments have to
do with the IT staff. Interestingly, there are no common
impediments - each respondent seem to have its own staff-
related challenges; Only one respondent identified the current technology base as
an impediment.
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South African Coal Mining Industry: State of IT
This section of the report provides information about the IT
spending habits of the three respondents. The formal IT spending
patterns of the respondents for the period 2002/2003 - 2005/2006
are illustrated in Image 8 below.
The following observations can be made regarding the formal IT
spending patterns illustrated in Image 8 above:
For the preceding three financial periods, the respondents
reported diverse IT spending patterns, with CAGRs ranging
from +13.39% (Respondent A) to -12.36% (Respondent C).
However, all of the respondents reported an increase (of 10%)
in the IT spend for the 2005/2006 financial period.
ITSpending
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South African Coal Mining Industry: State of IT
However, the absolute IT spending figures need to be put into
context. One way of doing this is by looking at the IT spending
trends (over the 2002/2003 - 2005/2006 period) in conjunction
with the organisations revenue growth over the same period.
Image 9 (below) illustrates the IT spending trends of the respondingorganisations relative to the organisations net revenue growth,
over the previous three years (2002/2003 - 2004/2005).
The following observations can be made from Image 9 above:
All three respondents have experienced very good revenue
growth rates over the period (~26% CAGR as a group),
however only one respondent reported a positive growth in IT
spending over the corresponding period;
The variation (between the respondents) in the IT spending
growth numbers over the three year period is quite dramatic,
namely: 22% (the variance between respondents A and
B) and 26% (the variance between respondents A and C).
However, this can be partly explained by the much lower base
value (i.e. the 2002/2003 IT spend) of respondent A, which
was 41% of respondent Bs IT spend and 36% of respondent
Cs IT spend.
All three respondents indicated that they expect their IT spending
to increase during the 2005/2006 financial period as follows:
Respondent A 2005/2006 IT spending projection: 10% increase
(year-on-year)
Respondent B 2005/2006 IT spending projection: 38% increase
(year-on-year)
Respondent C 2005/2006 IT spending projection: 15% increase
(year-on-year)
It is also interesting to look at the IT spend as a percentage of theorganisations total operating expenses (OPEX) as this provides
an indication of whether ITs share of the organisations total
operational expenditure has increased or decreased.
Table 3: Respondents IT spend as a percentage of total OPEX
Financial period
Respondent
A
Respondent
B
Respondent
C
2002/2003 0.73% 1.59% 4.04%
2003/2004 0.75% 0.86% 2.08%
2004/2005 0.70% 0.90% 2.77%
From Table 3 above it is clear that ITs share of the total operational
expenditure has decreased significantly from the 2002/2003 levels
in two of the responding organisations. ITs share of the totaloperational expenditure remains very low (~1.5% on average)
compared to most other industries (for example in the financial
services industry, IT costs can be 20% of total OPEX). From Image 2
above, it is clear that the respondents total operational expenditure
have grown at a healthy rate (average OPEX CAGR = ~16%), which
shows that IT costs are managed much more aggressively than the
other operational costs.
The criteria used by senior decision makers to determine the business
value of IT investments differ from organisation to organisation.
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South African Coal Mining Industry: State of IT
Table 4 indicates the investment criteria that will be used by the
respondents during the 2005/2006 financial period.
The numbers (1, 2 and 3) in each column in Table 4 below,
represents the IT leaders view of the top 3 (i.e. first, second and
third most important) IT investment decision-making criteria thatwill be used in their respective organisations.
Table 4: Criteria used by the responding organisations to
determine the business value of IT investments
IT investment criteria
Respondent
A
Respondent
B
Respondent
C
Provides better information for improved
decision making1
Achieve operational excellence targets 2
Investment meets key financial metrics 1 1
Automate business processes and/or
provide shared-service capabilities3 3
Reduce business risk and ensure good
corporate governance2
Maintain/enhance competitive advantage
over rivals2
Achieve production targets 3
Another way of putting the overall IT spending numbers into context,
is by breaking these figures up into various IT cost categories. The
IT leaders were asked to break their organisations 2004/2005 IT
spending number up into ten high-level IT cost categories.
Image 10A below illustrates the respondents IT spend breakdown
for the 2004/2005 financial period, based on the 10 IT cost
categories that were used in the survey.
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South African Coal Mining Industry: State of IT
The following observations can be made regarding the IT spending
patterns (per cost category) of the responding organisations:
All three respondents spent significant portions (10%) of their
IT budget on: external service providers and internal staff;
All three respondents spent 5% or more of their IT budgeton: network/data communications, application software
development and server hardware/operating systems.
However, apart from the above mentioned similarities, the IT
spending patterns of the responding organisations are surprisingly
diverse. It is therefore important to look at the average (across the
group) spending allocation to identify more meaningful trends.
Image 10B below illustrates the IT spend breakdown of the group
across the 10 cost categories.
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South African Coal Mining Industry: State of IT
It is clear from image 10B that as a group the IT spending is heavily
concentrated around four cost categories namely: (1) application
software development & maintenance, (2) network & data
communications, (3) internal staff and (4) external service providers.
These four cost categories collectively consumes more than 70% of
the groups IT spend.
It is also useful to understand the technology areas that the
responding organisations are allocating their IT budgets to. There
are four main technology areas that collectively make up the typical
mining IT landscape. Image 11 below summarises the composition
of each of these areas.
Image 11: Mining IT Landscape (four technology areas)
Mining & Technical Systems Commercial Systems
Rock engineering systems Enterprise resource planning (ERP) systems
Mine resource management (MRM) systems Logistics management systems (if not part of the ERP suite)
Mine design systems Financial and accounting systems
Mine and plant management systems Business intelligence and data management systems
Scheduling systems Office productivity systems (Microsoft Office)
Geology systems eMail
Laboratory information management systems Knowledge and content management systems
3D Viewing systems Executive/Management information systems
Drawing systems
The Back Office eBusiness Systems
Hardware Electronic procurement systems
Networks (LAN, WAN, GAN) Web site/s
Data centres Enterprise portal and/or Intranet/sOperating system software Electronic Data Interchange (EDI)
Database software Electronic marketplaces (customer, supplier and/or business partner
trading platforms)Security software
Network/system management software
Integration software
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South African Coal Mining Industry: State of IT
The respondents IT budget allocation across the four technology
areas defined in Image 11 (for the 2005/2006 financial period) is
illustrated in Image 12 below.
Finally, an important IT spend-related issue is the chargeback
method/s used by the respondents. IT chargeback refers to the
practice of recovering the costs associated with the delivery of IT
services from the business (or business units) whose employees
consume these IT services. There are various chargeback methods
that can be employed, depending on the business model that has
been put in place.
Table 5 below gives an indication of the IT chargeback methods
used by the responding organisations.
Table 5: Respondents adoption of IT chargeback methods
IT chargeback methods employed
Respond
ent
A
Respond
ent
B
Respond
ent
C
Flat rate - Current year costs are charged
to the functions/business units based on a
single metric
Bugeted rate - Budget cost or adjusted
budget costs are charged to the functions/
business units based on a single metric
Budgeted rate with penalties - Budget
costs or adjusted budget costs are charged
to the functions/business units based on a
single metric, along with non-compliance
penalties
Activity based costing - Based on per-unit
of services pricing composed for aggregate
cost to provide the service
Full direct chargeback - Directly identified
at time of usage and charged to each
customer
Market-based third party rate - Costs
defined based on current market rate per
unit and usage
It is clear that the full direct chargeback and budgeted rate
methods are the most commonly used IT chargeback methods.
This is an interesting finding since the full direct chargeback
method is a relatively advanced form of IT chargeback, requiring
well developed measurement/monitoring capabilities with mature
customers (business users).
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South African Coal Mining Industry: State of IT
The IT leaders of the responding organisations were asked to
indicate where they would be focusing their efforts to improve the
overall performance of the IT Function. Their combined views are
illustrated in Image 13 below. Note: The value of each focus area
(on a scale of 0 - 7) indicates the three IT leaders combined view of
the importance of that specific focus area.
Business/ITAlignment
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South African Coal Mining Industry: State of IT
It is important to keep in mind that an IT leaders focus is invariably
a reflection of the business expectations of the IT Function.
From Image 13 it is clear that there are five main focus areas,
namely (1) management of the IT investment, (2) effective
management of IT projects (to ensure that they yield the intended
business benefits), (3) the identification of automated solutions for
business problems, (4) definition of the information architecture
and (5) the definition/management of IT service levels.
The IT leaders of the responding organisations were also asked
to indicate (using the high-level Mining Industry Value Chain as
summarised in Image 14 below) where they would be executing
major (>R1 million) IT projects during the 2006/2007 financial
period. Image 14 summarises the responses. Note: The circles
indicate where (in the Value Chain) the responding organisationswill be executing major IT projects.
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South African Coal Mining Industry: State of IT
From Image 14 it is clear that the majority of the IT projects willbe in the core value chain area. All respondents indicated that
they expect to be involved in major IT projects within the extract
resource and process & refine product areas of the value chain.
It is also worth mentioning that the focus (from an IT project
perspective) on the business intelligence and integrated design,
planning and scheduling parts of the value chain, supports the
focus on the information architecture as indicated in Image 13.
The IT leaders of the responding organisations were asked to define
the IT decision-making styles used by their organisations, specifically
with regards to the organisational entities (business, IT or both)
involved in making these decisions.
Table 6 illustrates the entities that are involved in making the key IT
decisions in each of the responding organisations.
Table 6: Respondents key IT decision-making styles
Key IT Decisions
Respondent
A
Respondent
B
Respondent
C
IT only
Business
and
IT together
IT only
Business
and
IT together
IT only
Business
and
IT together
IT principles decisions
Enterprise architecture decisions
IT infrastructure decisions
Business application needs
IT investment and prioritisation
decisions
Monitoring and control decisions
Coordination and compliance
decisions
IT policy decisions
IT management decisions
Common IT decision-making styles across all three organisations
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From Table 6, two distinct IT decision-making styles can be identified:
Full business oversight: Business involved in almost all major
IT decisions (with the exception of the truly back office
- infrastructural decisions);
Partial business oversight: Business involved in only certain IT
decisions (financial, business applications, IT management and
performance management).
In order to understand the responding organisations views on the
importance/value of technology, the IT leaders of the responding
organisations were also asked to give an indication of:
The senior business executives view of IT assets;
The organisations approach to technology adoption.
Image 15 indicates the IT leaders views on both of these
issues, which gives an indication of the organisations attitude
towards technology.
From Image 15 it is clear that two of the responding organisations
recognise the strategic value of IT, while the third organisation
does not.
Finally, the IT leaders of the responding organisations were asked
to identify their top five objectives for the 2005/2006 period - this
is summarised in Image 16. Again, as with the top five focus areas
(illustrated in Image 13 ), these objectives give an indication of the
organisations expectations of the IT Function.
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We believe the information contained
in this report provides valuable insights
into the IT issues facing coal mining
organisations, both nationally and
internationally.
Although this years survey focused on
the coal mining sector, the intention is to
expand the scope of the survey to includethe other key mining sectors (specifically
gold- and PGM mining).
Deloitte would like to thank the
participating organisations for sharing their
data as part of the initial survey.
Conclusion
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Net Sales
Gross Sales Revenue less Commissions Paid.
Total Assets
Non-current Assets plus Current Assets.
Operating Expenses
Cost of Sales plus Market Development and Promotional
Expenditure plus Other Net Expenditure (realised and unrealised
foreign exchange losses, project maintenance costs, restructuring
costs, impact of asset exchanges, etc.)
IT Function
The part of the organisation that is formally charged with
managing the IT environment.
IT Environment
The term refers to the organisations IT ecosystem, consisting of:
hardware, software and network infrastructure plus the IT user base
plus the business data/information generated.
IT Full Time Equivalents
All people involved in the delivery of IT services to the organisation.
This includes full time-, part time-, contract- and temporary ITworkers.
Technology Enabled Employees
Employees with access to a desktop, laptop, thin-client, kiosk or
mobile computing device on a daily basis.
Formal IT Spending
That portion of the total amount that the organisation spends on IT
that is under the management of the organisations IT Function (asopposed to other parts of the organisation, such as Business Units,
other Support Functions, etc.).
IT Assets
All IT hardware (servers, laptops/desktops, mobile devices, printers,
physical media, etc), software (business applications and back-office
systems/tools) and network infrastructure (firewalls, routers, hubs/
switches, cabling, PBXs, etc).
Glossary
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Werner Nel is a manager in Deloittes Johannesburg office where he
is part of the Technology Integration service line.
Werner has served as a strategic advisor to senior IT executives in
several of South Africas leading organisations and has consulted
extensively in the mining industry.
Werner Nel
Technology Manager
Consulting
Deloitte South Africa
+27 (0)83-286-0508
The Author
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ABOUT DELOITTE
Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms, and their respectivesubsidiaries and affiliates. Deloitte Touche Tohmatsu is an organization of member firms around the world devoted toexcellence in providing professional services and advice, focused on client service through a global strategy executedlocally in nearly 140 countries. With access to the deep intellectual capital of approximately 135,000 people worldwide,Deloitte delivers services in four professional areasaudit, tax, consulting and financial advisory servicesand servesmore than 80 percent of the worlds largest companies, as well as large national enterprises, public institutions, locally
important clients, and successful, fast-growing global growth companies. Services are not provided by the DeloitteTouche Tohmatsu Verein, and, for regulatory and other reasons, certain member firms do not provide services in allfour professional areas.
As a Swiss Verein (association), neither Deloit te Touche Tohmatsu nor any of its member firms has any liabili ty for eachothers acts or omissions. Each of the member firms is a separate and independent legal entity operating under thenames Deloitte, Deloitte & Touche, Deloitte Touche Tohmatsu, or other related names.
In Southern Africa, Deloitte & Touche is the member firm of Deloitte Touche Tohmatsu, and services are provided by Deloitte& Touche and its subsidiaries. Deloitte & Touche is among the nations leading professional services firms, providing audit,tax, consulting, and financial advisory services through nearly 3600 partners and staff in more than 16 offices in SouthernAfrica. Known as an employer of choice for innovative human resources programme, it is dedicated to helping its clientsand its people excel. For more information, please visit Southern Africas website at www.deloitte.com/za
2006 Deloitte Touche Tohmatsu. All rights reserved.
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