Coal Mining IT Survey

8/3/2019 Coal Mining IT Survey

1/28

South AfricanCoal Mining Industry

State of IT


2/28


3/28

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;

tax; investment; consulting or professional advice or services. Before making any decision ortaking any action that affect your business, you should consult a qualified professional adviser.

Your use of the survey results and information contained herein is at your own risk. Deloitte will

not be liable for any direct, indirect, incidental, consequential, punitive damages, whether in an

action of contract, statue, tort (including, without, limitation, negligence) or otherwise, relating

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

written consent. For more information, please see contact details at the back of this publication.


4/28


5/28

1


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


6/28

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

2



7/28

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.

3



8/28

4


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


9/28

5


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


10/28

6


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


11/28

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).

7



12/28

8


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).


13/28

9


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.


14/28

10


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.


15/28

11


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


16/28

12


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.


17/28

13


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.


18/28

14


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.


19/28

15


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


20/28

16


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).


21/28

17


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


22/28

18


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.


23/28

19


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


24/28

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.

20



25/28

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

21



26/28

22


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


27/28

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

[email protected]

The Author

23



28/28

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.

Designed and produced by the Studio at Deloitte, Johannesburg. (ZA/7285)Member ofDeloitte Touche Tohmatsu

Coal Mining IT Survey

Documents

Transcript of Coal Mining IT Survey