The document discusses the transition of IT/IS from regional autonomy to a global platform at Cape plc. It describes how previously each region operated IT/IS independently with no group leadership or direction. A review found duplication of systems and a lack of standardization. The proposed plan is to implement a global MPLS network, migrate email and files to a single domain, establish a group-wide helpdesk, implement disaster recovery policies, and drive operational excellence through standardization of processes and systems. This is aimed to improve collaboration, reduce costs, enhance support and compliance, and remove regional dependencies.

1. TRANSITION OF
AUTONOMOUS
REGIONAL IT TO
PROVIDING A
GLOBAL
PLATFORM
Dave Jones - CIO

2. TRANSITION OF AUTONOMOUS REGIONAL IT / IS
TO PROVIDING A GLOBAL PLATFORM
Cape plc © 2013
Agenda
• About Cape
• The IT/IS Issues and Challenges
• What we proposed to do, and why…..
• What did we do?
• Outcome

3. Cape plc © 2013
Cape is an international
leader in the provision
of critical industrial
services principally to
the energy and natural
resources sectors,
offering a range of multi-disciplinary
services
throughout the lifecycle
of large secure industrial
assets
About Cape - Cape in brief
• Established in 1893.
• Over 18,000 people working across 21 countries.
• Full year 2013 adjusted revenue £697.1m.
• Our multi-disciplinary service offering includes access systems,
insulation, specialist coatings, refractory linings and a range of
specialist services including environmental services and
storage tank construction and maintenance.
• Our international coverage extends from the UK, Europe &
CIS, to the Middle East, North Africa and Asia Pacific.
3

4. UK, Europe & CIS
Employees
5,100
Adjusted revenue
£361.1m
2012: £367.2m (-1.7%)
Adjusted operating profit
£31.9m
2012: £40.0m (-20.3%)
Cape plc © 2013
Significant international footprint
Asia Pacific
Employees
2,800
Adjusted revenue
£133.2m
2012: £215.5m (-38.2%)
Adjusted operating profit
£1.5m
2012: £1.2m (+25.0%)
MENA
Employees
10,200
Adjusted revenue
£202.8m
2012: £163.3m (+24.0%)
Adjusted operating profit
£19.8m
2012: £(1.1)m
4

5. Our aim is to be the market leader for our core services in each of our chosen markets
Cape plc © 2013
Our strategy
5
Phase 1:Stabilise and provide platform for future growth
► Become embedded
Phase 2: Optimise and grow
Operational
excellence
Customer
intimacy
Balanced
business
Broaden
portfolio
► Common tools and
processes
Strategic
objectives
► Talent development
► Sharing of best
practice
► Sharing of resources ► Improved management
information
► Consolidated
procurement
► Continuous improvement
of processes
► Optimisation of asset
deployment
► Better understand our
key clients
with our clients’
organisations
► Proactive account
management
► Provide expert advice
to clients for our range
of critical services
► Provide project and
programme
management as part of
our service offering
► Steadily grow our
maintenance business
year-on-year
► Establish a core
maintenance base in
our key geographies
► Targeted expansion
into high-growth and
emerging markets
Geographical
expansion
► Maximise our position
in our existing markets
► Expand our range of critical
services into additional
specialist areas
► Offer the full range of
existing services across
existing geographies

6. Cape plc © 2013
The IT / IS Issues and Challenges
Asia Pacific
Employees
2,800
Adjusted revenue
£133.2m
2012: £215.5m (-38.2%)
Adjusted operating profit
£1.5m
2012: £1.2m (+25.0%)
6
• Up until June 2013
each region
operated
independently from
an IT / IS
perspective.
• No leadership or
group direction on
any IT / IS matters.
• In January 2013
following the
introduction of a
new CEO and a
CFO a Group wide
IT / IS Review was
ordered by the
CFO.
IT/IS Actually running
autonomously in 5
Regions, UK, CIS,
MENA, Asia and
Australia

7. Cape plc © 2013
The IT / IS Issues and Challenges
Asia Pacific
Employees
2,800
Adjusted revenue
£133.2m
2012: £215.5m (-38.2%)
Adjusted operating profit
£1.5m
2012: £1.2m (+25.0%)
7
The review addressed key areas and found:
• Network Infrastructure
– 104 sites connected to Regional Networks
– Limited connectivity between regions
– Multiple service providers, many sites unmanaged, No
SLA’s for return to service
• Office systems
– 10 E-mail domains
– 3 OCS / Lync environments
– Regionalised data / Fileservers
– 3 SharePoint instances (Intranet / CMS)
• Business Systems
– 11 ERP (finance) systems, (e.g. SAP, Pronto, Sage
AccPac, Sage 200, Sage 500
– 12 Payroll systems, (e.g. SAP, ADP. Interact, Sage
Payroll)
– 10 HR systems
– Multiple Asset Management tracking
• IT Organisation
– Vastly different levels of IT / IS service maturity in
different regions
– Some regions ‘break fix’ others adding real business
value
• State of the Group Summary
– No IT strategy or plan
– No group-wide policy or management
– Chaotic, random, priorities and
development
– Regions at different levels of capability
– Duplication of effort
– No standardisation in systems
– No integration/interaction

8. Our aim is to be the market leader for our core services in each of our chosen markets
Cape plc © 2013
Our strategy
8
Phase 1:Stabilise and provide platform for future growth
► Become embedded
Phase 2: Optimise and grow
Operational
excellence
Customer
intimacy
Balanced
business
Broaden
portfolio
► Common tools and
processes
Strategic
objectives
► Talent development
► Sharing of best
practice
► Sharing of resources ► Improved management
information
► Consolidated
procurement
► Continuous improvement
of processes
► Optimisation of asset
deployment
► Better understand our
key clients
with our clients’
organisations
► Proactive account
management
► Provide expert advice
to clients for our range
of critical services
► Provide project and
programme
management as part of
our service offering
► Steadily grow our
maintenance business
year-on-year
► Establish a core
maintenance base in
our key geographies
► Targeted expansion
into high-growth and
emerging markets
Geographical
expansion
► Maximise our position
in our existing markets
► Expand our range of critical
services into additional
specialist areas
► Offer the full range of
existing services across
existing geographies

9. Current State – Domains / Messaging Systems
Cape plc © 2013
• What we have now?
– 10 E-mail domains
– 3 OCS / Lync environments
– Regionalised data / Fileservers
– 3 SharePoint instances (Intranet / CMS)
• What we should do?
– Consolidate to 1 domain – capeplc.com
• Why should we do it?
– Improve group collaboration. Consolidate Hardware.
Consolidate Software. Reduce operating costs.
– Provide environment to share Enterprise applications, e.g.
SharePoint, internally developed .Net systems, ERP.
– Standard platform, easier integration for future acquisitions,
improve security, policy execution.
• How do we do it?
– Join the domains to begin sharing resources.
– Participative approach to migrate all regions to one domain.
• Timescales
– Implementation, phased to coincide with Regional projects
and priorities.
9
Strengths Weaknesses
• Local infrastructure supported by
Regional IT Teams – local
knowledge.
• Duplicated hardware, software and
cost to support multiple domains.
• Barrier to group wide best practice
and collaboration.
• Barrier to deployment of standard
solutions and business
applications across the group.
Opportunities Threats
• Consolidate to one domain
• Reduce Hardware and software
costs.
• Improve group wide collaboration
and best practice.
• Foundation for deployment of
group wide business applications.
• Improve end user experience,
particularly when moving around
Cape regions.
• Provide standard platform to allow
group wide IT support and remove
Regional dependencies.
• Provide a standard environment to
integrate future acquisitions
• Essential enabler for rigorous
global compliance.
• Cost to deploy
• Time to deploy – Detailed technical
assessment required for current
domains and applications to
assess the complexity of migration
projects
• Local resistance – Cape
• Potential disruption to business as
usual during migration process

10. Cape plc © 2013
What we proposed to do…….
Implement
Global MPLS
Network
• Procure and implement a Global wide area network across all Cape Regions
• Results in more, secure, resilient, easier to manage, access any resource from any location
• Foundation for IT/IS Business objectives
Migration to
‘One Domain’
• Migrate from multiple e-mail domains, File sharing, OCS/Lync, and SharePoint environment to single capelc.com domain
• Results in improved communication and collaboration between all Cape regions and business units
• Foundation for Operational Excellence initiatives
Implement
Group Wide IT
Helpdesk
• Select and implement standard IT Helpdesk solution for the group
• Results in common helpdesk system in place for all Cape users
• Enabler for ‘follow the sun’ support and enhanced Group IT support service
Group wide
DR/BC Policies
• Implement Group wide Disaster Recovery Business Continuity solutions
• Regional Data centres / cloud solutions
• Reduce risk of IT Failure not supported by adequate Regional DR
Standard
Compliance
Models
• Implement Group wide IT standards, compliance and reporting systems
• Results in improved IT security and operational excellence through selecting the best regional IT solutions and implementing
across the group
10

11. Cape plc © 2013
What we proposed to do…….
Operational
Excellence
• ‘On Site’ Programme – standardisation of processes outside ERP application,
e.g. .Net systems
• 20/20 – standardisation of Project Delivery systems
Communication
• Implementation of new Cape Intranet on capeplc.com domain
• Results in group wide information portal, Centres of excellence
Regional MIS
Projects
• Drive Innovation / Best practice. Electronic scaffold inspections, Electronic
timesheet uploads and approvals
• Replacement of Legacy systems such as, removing risk of unsupported systems
Standard
Compliance
Models
• Improved Software development and implementation policies
• Results in ensuring software development and implementation following best
practice, removing ‘rogue’ regional solutions
11

12. Cape plc © 2013
And why - Business Case
12
1. The state of Global IT can be better managed with a global IT Master Plan
encompassing the Global and the complementary Regional Infrastructure.
2. With one Group IT organisation, IT Projects are only implemented ONCE
and rollout many times globally,
3. Group IT resources will be placed at areas where the business needs most
resources, Security and other Governance matters are centrally managed
and address with ONE STANDARD for Cape.
Standardisation of IT
with Simplification
Financial Saving
through
Standardisation
Enable the Business
to Deliver Operational
Excellence
1. Reviewing regional IT projects at a global perspective allows better process
alignment the business. Regions can learn from each other when IT
automates the process globally. More volume = more saving = better ROI.
2. Global implementation of IT projects allows for cost sharing across regions.
When all regions adopt ONE system, the cost of implementation (and the
cost per user) drops drastically.
1. Consolidated directories enable standard tools and processes to be
implemented across the business.
2. IT Standardisation provides the platform for driving Operational excellence,
best practice and innovation, by connecting people, knowledge and ideas.

13. What did we do... IT Mission Statement
The Mission of Cape’s IT Group is to actively support the implementation and execution of the
Group’s Strategy through the efficient and effective deployment of the group’s global IT resources.
These resources will be mobilised and managed to provide all users with the same access,
functionality and support wherever they are in the organisation in a standard, reliable and cost
effective way.
The IT Infrastructure Team will provide a reliable, accessible, resilient network and delivery all
hardware and office applications in a standard format, providing 24/365 support, and capitalising
upon economies of scale for procurement and utilisation wherever appropriate.
The IT Applications Team will support users to select, implement and develop all the core
commercial and technical business applications of the group in an unmodified, globally standardised
and scaleable manner.
Cape plc © 2013

14. What did we do… Defined Global IT Team Structure
Cape plc © 2013
CIO
Head of Global Infra.
Technical Services Manager Helpdesk cum EUC Manager
Security &
Compliance Manager
Tech & Operations
Lead (Global)
IT Ops & BCP
Engineer
Deputy Team Lead
1st Line Engineer
(FE & AU x 2)
Security &
Compliance Analyst
1st Line Engineer
(MENA x 2)
1st Line Engineer
(UK & CIS x 2)
2nd Line Engineer
(FE & AU x 1)
2nd Line Engineer
(MENA x 4)
2nd Line Engineer
(UK x 2)
Tech Engineer
(MENA)
Tech Engineer (FE)
Project Lead
Staff Count - 9 Staff Count - 16 Staff Count - 2
Staff Count – 29 (including CIO and Head, Global Infra)
Tech Engineer (CIS)
Project Engineer #1
Project Engineer #2
2nd Line Engineer
(CIS x 1)

15. What did we do… Prioritised projects
Cape plc © 2013
Implement
Global MPLS
Network
• Procure and implement a Global wide area network across all Cape Regions
• Results in more, secure, resilient, easier to manage, access any resource from any location
• Foundation for IT/IS Business objectives
Migration to
‘One Domain’
• Migrate from multiple e-mail domains, File sharing, OCS/Lync, and SharePoint environment to single capelc.com domain
• Results in improved communication and collaboration between all Cape regions and business units
• Foundation for Operational Excellence initiatives
Implement
Group Wide IT
Helpdesk
• Select and implement standard IT Helpdesk solution for the group
• Results in common helpdesk system in place for all Cape users
• Enabler for ‘follow the sun’ support and enhanced Group IT support service
Group wide
DR/BC Policies
• Implement Group wide Disaster Recovery Business Continuity solutions
• Regional Data centres / cloud solutions
• Reduce risk of IT Failure not supported by adequate Regional DR
Standard
Compliance
Models
• Implement Group wide IT standards, compliance and reporting systems
• Results in improved IT security and operational excellence through selecting the best regional IT solutions and implementing
across the group
15

16. What did we do… Prioritised projects
Cape plc © 2013
Operational
Excellence
• ‘On Site’ Programme – standardisation of processes outside ERP application,
e.g. .Net systems
• 20/20 – standardisation of Project Delivery systems
Communication
• Implementation of new Cape Intranet on capeplc.com domain
• Results in group wide information portal, Centres of excellence
Regional MIS
Projects
• Drive Innovation / Best practice. Electronic scaffold inspections, Electronic
timesheet uploads and approvals
• Replacement of Legacy systems such as, removing risk of unsupported systems
Standard
Compliance
Models
• Improved Software development and implementation policies
• Results in ensuring software development and implementation following best
practice, removing ‘rogue’ regional solutions
16

17. Business Outcome…. State of the Group Summary
Cape plc © 2013
• Office 365 environment, One Domain –
Exchange, Lync, SharePoint
• Mature, stable, simplified and standard IT
Environment
• Providing a robust platform to support
Innovation and OE
• Continuous improvement, driven by the
Business and Steering Committee
• Adding value to the business
17