May 2001

Normandy Mining Limited

Shared Services

Implementation

Cap Gemini Ernst & Young Australia Pty Ltd

ACN 092 284 314
Shared Services – Implementation

Table of Contents
1. Introduction 4

2. Understanding Your Requirements 5

3. Project Scope 7

3.1 Functions 7

3.2 Related Projects 8

4. Our Approach 9

5. Project Schedule 17

Project Team 18

7. Our Resources and Fees 20

7.1 Resourcing 20

7.2 Fees 21

8. Cap Gemini Ernst & Young Credentials 22

8.1 Relevant Core Competencies 22

8.2 Summary 23
Shared Services – Implementation

Appendix
Appendix 1 Consultants Resumes
Appendix 2 Standard Terms and Conditions

Document Information
Release No 1.0
Title Shared Services – Implementation
Date 23 May 2018
Reference 387991732.doc

© Cap Gemini Ernst & Young Australia Pty Ltd

The information in this document and in any oral presentations made by Cap Gemini Ernst
& Young Australia Pty Ltd is confidential to Cap Gemini Ernst & Young Australia Pty Ltd
and should not be disclosed, used, or duplicated in whole or in part for any purpose other
than the evaluation by Normandy Mining Ltd of Cap Gemini Ernst & Young Australia Pty
Ltd for the purposes of this proposal.

If an engagement is awarded to Cap Gemini Ernst & Young Australia Pty Ltd, the right of
Normandy Mining Ltd to duplicate, use, or disclose such information will be such as may
be agreed in the resulting engagement contract. If an engagement is not awarded to Cap
Gemini Ernst & Young Australia Pty Ltd, this document and any duplicate copy thereof
must be returned to Cap Gemini Ernst & Young Australia Pty Ltd or destroyed.
Shared Services – Implementation

1. Introduction
Normandy Mining Limited (NML) has conducted a feasibility study for the implementation of
shared services and Executive support the implementation of shared services bases on the results of
the study and the model proposed by the Shared Services Team. Executive however require a
number of milestone checks to be incorporated in the implementation approach to ensure there are
regular reviews of the business benefits, risks and the costs incurred for implementation.

A successful implementation of shared services will involve a wholesale realignment of the

organisational support structure for NML, which will include the redesign of people, processes and
technology for support services. A key objective of the implementation approach is to provide
NML with the flexibility to assimilate acquisitions, add business units, and reduce costs if the
opposite occurs.

What functions can be included?

Functions will be included in a phased approach, commencing with Hire to Retire, Purchase to Pay
and Accounting to Reporting.

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Shared Services – Implementation

2. Understanding Your
Requirements
NML wants to improve the focus of support services from transaction processing to strategic
information and reduce the costs of processing transactions. Shared services will facilitate the focus
of financial personnel to change for them to add value and can be represented diagrammatically as
follows:

Current Focus

Decision Making
20%
Managing Risk
65%
15%
Transition
Processing

Business Focus

Business Support
32% 36%
Managing Risk

Transition
32% Processing

NML has already made significant progress towards a Shared Service Centre (SSC) including:
 The commencement of the process of consolidating many accounting related functions into the
head office in Adelaide.
 Some consolidation of HR administration has also occurred and a group supply function
established to achieve economies in purchasing.

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Shared Services – Implementation

 The Executive Committee has appointed a process sponsor and taskforce with representation
from the key customer disciplines to oversee the process.
 Selection of a Shared Services Project Manager and internal team.

It is our understanding, the shared service organisation will attempt to realise the following goals:
 Be a corporate resource to significantly and permanently:
– lower operating costs through process efficiencies;
– lower capital costs through the sharing of infrastructure and technology;
– mprove the quality of support to be provided to the Normandy site operations, ensuring greater
accuracy and timeliness of services;
– provide best-in-class services to site operations;
– standardise processes to reduce errors and ensure policy compliance;
– restructure service delivery so it is modular and fits the nature of Normandy’s acquisition and
divestment program;
– improve recruitment profile; and
– develop a customer service culture.
 Be a driver of culture change and process innovation, to ensure support processes add value to
the business and support Normandy’s “One Normandy” focus.
 Achieve a ‘critical mass’ of scarce resources in a regional centre, to ensure that specialist
support services are properly managed, efficiently deployed and available when required.
 Achieve ‘economies of scale’ through merging of similar processes from different operational
sites and ensure that they are standardised, repeatable and delivered to the highest quality.

Offer enhanced career development opportunities to NML’s operational site professionals, who will
move from support roles into the core business of the shared service organisation and enable site
professionals remaining to concentrate on value adding activities. This could include providing
commercial support and decision making assistance to the mine site General Managers and
Regional General Managers. This should include extracting various reports to monitor trends and
risks and the analysis of monthly results and preparation of narratives to support the monthly mine
summaries.

As some of these goals are potentially in conflict, the SSC must balance the objectives in an
integrated work environment.

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Shared Services – Implementation

3. Project Scope
3.1 Functions
Based on discussions held with NML, we understand that the purpose of this assignment is to
support the NML Team create an implementation plan and detailed designs for in-scope functions
and business units included in the first phase of the implementation. A key element of the approach
is to use a pilot mine site to ensure the solution is tested in an operating environment. This
approach offers NML a number of benefits including:
 Reduces the risk associated with a ‘big bang’ approach.
 Enables NML to achieve quick wins.
 Ensures that NML has a tested solution before wide-spread implementation

Stage 1 will focus on the transactional non strategic areas.

The following functions and locations are understood to be in scope.

Function Stage 1
Accounting to Reporting  Fixed and Maintenance
 Mine site accounting
 Management Reporting
Purchase to Pay  Accounts Payable
 Travel & Expenses
Sundry Receipts  Accounts Receivable
Hire to Retire  Payroll
Locations  Adelaide Office
 Perth Office
 Pajingo
 Granites
 Bronzewing
 Golden Grove
 Martha (NZ)
 Wiluna
 Jundee

Note 1: The potential future scope will be revisited after the completion of the Stage 1 roll-out.

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3.2 Related Projects

In undertaking this strategic initiative, it is critical that NML seeks to bundle in other initiatives that
are quick-wins or require a stimulus. In addition, Normandy should re-examine specific projects
which could impact the success the shared services centre or result in greater cost expenditures.
Other projects for consideration include:
 IT outsourcing, particularly SAP.
 OneNormandy Intranet development (Records Management and Knowledge Management).
 Employee Self Service (ESS) enablement via the upgrade to 4.6.
 Group supply initiatives.
 ECommerce.

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Shared Services – Implementation

4. Our Approach
There are a number of ways to approach the design and implementation of a SSC. One approach is
to bring processing into one or more locations before redesigning, another approach is to redesign
the processes and then migrate into one or more locations. NML has agreed internally to use the
later approach together with the development of a pilot site to ensure the solution is tested in an
operational environment.

Our approach to supporting NML is to provide experts in the critical stages of planning, design,
process testing and change management. This has been specifically developed to:
 compliment NML’s approach and schedule;
 transfer knowledge; by working with NML staff; and
 enable NML to leverage off our extensive experience in studies of this nature in the resources
sector, as well as SSC.

The seven steps in our proposed approach is shown diagrammatically below.

3. Design Process
4. Review and
Design in 5. Finalise Design 6. SSC Transition 7. SSC
1. Project Setup Confirm Business
Conjunction with Template Planning Implementation
Case
Pilot site

2. Communication and Change Management

In the following pages we provide details on each step, including the proposed role for NML and
the proposed role for CGEY. We see our role as providing quality assurance of outputs, assistance
in developing plans, design templates and access to our shared services and SAP knowledge
developed through numerous implementations.

Our role as proposed does not extend to providing resources for collection of data, site visits and
communication of key stakeholders outside the project team and the Steering Committee.

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Step 1: Project Set-up

Purpose: We recommend that NML commence this assignment with a “Project

Chartering” phase aimed at articulating the project objectives, scope,
deliverables, approach, time frames, involvement, risks, issues and change
management approaches. The output from this stage includes an agreed
project charter and plan that becomes the launch pad for project execution
and monitoring of performance.

Significant progress toward this process has been made by NML and this
stage is expected to be completed within a week of commencement.

Roles: NML
 Participate in a Project Chartering workshop to establish the goals and
develop a initial vision.
 Establish the project environment.
 Develop Project Charter and Detailed Project Plan.
 Determine data required to commence design phase.

Cap Gemini (CGEY)

 Facilitate and participate in a Project Chartering workshop.
 Provide Project Charter and detailed planning templates.
 Review drafts of Project Charter and Detailed Project Plan.
 Review data defined for commencement of the design phase
 Develop knowledge sharing approach with NML.
 QA checkpoint for deliverables from Stage 1
 Draft Service Level Agreements

Deliverables:  Project Charter and Plan including (but not limited to):
-Project Scope.
-Project Management Principles.
-Management Approval process.
-QA procedures.
-Issue and resolution procedures.
-Scope change requests.
-Detailed Project plan for first two months including project milestones and
summary plan thereafter.
-Resource Model with roles and responsibilities.
 Data to be collected is defined for commencement of the design phase.

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Step 2: Communication & Change Management

Purpose: The objective of communication and change management is to embed these

aspects within all project teams for each in-scope process. The NML Shared
Services Team should be the face of the project and communicate
extensively with mine and corporate management and staff during
development of the business case.

The shared services project will impact a large number of NML staff and has
the potential to be highly disruptive to normal business activities. Accordingly,
a comprehensive change management approach will be required for the
implementation to ensure all staff fully understand the reasons for the
change, the business and personal benefits to accrue and the process to be
undertaken. This may require:
 written communications, briefing seminars / roadshows;
 new environment demonstrations, training courses;
 induction of team members; and
 use of local site staff to assist and control local implementation activities.

It is suggested that the NML Team build on the information obtained from the
Shared Services Feasibility Study and leverage existing NML change
management practices and deliverables developed for the SAP
implementation projects.

Roles: NML
 Lead the communication within NML.
 Develop Change Management strategy for implementation, including
updates for weekly Corporate newsletter.
 Develop process for inducting shared service steam memebers.
 Develop Operation Site Presentations, including Pilot Site.
 Input and review of Frequently Asked Questions for implementation
 Assist with development
 Arrange and deliver shared service communications, including the
relationship between mine site, corporate and the SSC in accordance with
the proposed timetable for each process, ie, not all processes are being
designed and tested at the same time.

CGEY
 Support the NML team by leveraging knowledge gained from CGEY
Shared Services Assignments.
 Develop generic change management and communication strategy
 Provide direction to NML on change management
 Tailor generic change management plan for SSC
 Review Communication and Change Management strategy for
implementation.
-Review of Operation Site Presentations.
-Development of Frequently Asked Questions.

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Shared Services – Implementation

Step 2: Communication & Change Management

Deliverables: Change management program including:

 Presentation to Pilot Site.
 Process for inducting Shared services team members.
 Frequently Asked Questions.
 Communication and change management plan at both a Corporate and
Business Unit level for each in-scope process.
 Change management checklist and decision tree for level and type of
communication.

Step 3: Design process design in conjunction with Pilot Site

Purpose: Design the future state design process in conjunction with the Pilot
site.
This design will consists of four major components:

1. Process: The future state process visions developed in the

Feasibility Study will be refined for each in-scope process. These
will define a vision of how the processes will flow generically and in
the pilot site. Process visions may be created at two levels; context
diagrams and process flow diagrams.

2. Technology: A level review will be performed to determine the

effort required to configure the SAP system for the future
processes.

3. Organisation: It is important that the extent of process change is

fully understood before structural changes are discussed and
finalised. The structure of the SSC will be analysed in the light of
projected future process workloads (steady and cyclical), skill
requirements, customer needs etc.

4. Model and Operating Principles: The Shared Services Operating

Principles will seek to address issues relating to scope of
customers, processes and geography, governance and
management, objectives, organisation and financial structure,
location, etc. to determine the model most suited to Normandy
requirements, including the Service Level Agreement (SLA).

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Shared Services – Implementation

Step 3: Design process design in conjunction with Pilot Site

Roles: NML
 Participate in workshops, which confirms SSC model and high level
designs for each process.
 Detailed design for each in-scope processes in conjunction with the pilot
site.
 Identify requirements to support the new processes, including change
management and technology.
 Define and communicate relationship between mine sites, corporate and
the SSC.
 Provide SME knowledge on current SAP system.
 Confirm and document current state

CGEY
 Participate in the workshops as required.
 Review deliverables prepared by NML.
 Provide guidance and subject matter experts for the development of
process designs and the organisation structure
 Assist in defining the relationship between mine sites, corporate and the
SSC.
 Conduct a review of the proposed SAP configuration and supporting
redesigned work processes.

Deliverables: -Create the future state design processes for the pilot site
-Draft SLA for Shared Services.
-Develop future state process maps
-Draft pricing model.
-Present future state to the pilot site

Step 4: Review & Confirm Business Case

Purpose: To review the original Business Case and update with new information
from the process design stages.

Roles: NML
-Review original Business Case
-Update Business Case
-Identify gaps

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Shared Services – Implementation

Step 4: Review & Confirm Business Case

-Address gaps

CGEY
-Provide specialist advice as required in the development of the final
business case.

Deliverables: Present revised Business Case to Steering Committee & project

Sponsor.

Step 5: Finalise Design Template

Purpose: To finalise the process design for in scope processes with all the sites.

Roles: NML
 Workshop preparation
 Conduct workshop
 Present revised design to sites

CGEY
 Assist in workshop preparation
 Provide specialist advice in the final design
 Facilitate workshop

– Revised design and impact assessment

Deliverables:
– Obtain sign off on revised design from sites

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Step 6: SSC Transition Planning

Purpose: Plan for the migration of sites into the Shared Service Centre
Roles: NML
 Prepare migration team roles and responsibilities
 Develop implementation plan
 Prepare transition templates
 Develop SSC employee programs.

CGEY
 Participate in the workshops as required.
 Review deliverables prepared by NML.
 Assist in the development of transition templates
 Provide guidance and subject matter experts for the development of
Management plan and implementation plan

Deliverables: -Establish migration team roles and responsibilities

-Implementation plan by site
-Enablers and Barrier Management plan
-Draft SLA for Shared Services.
-Determine staffing roles and responsibilities
-Develop SSC employee program

Step 7: SSC Implementation

Purpose: Prepare the Shared Service Centre for operation by implementing the
migration plan.
Roles: NML
 Recruit key positions and implement new organisation structure
 Establish SSC infrastructure
 Migrate to new technology
 Implement new SLA’s
 Establish post implementation teams

CGEY
 Provide recruiting advice in .establishing the new organisation structure
 Assist in the preparation of training material by NML.
 Provide guidance and subject matter experts for implementation of the

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Shared Services – Implementation

Step 7: SSC Implementation

SSC.
 Conduct a review of the SSC infrastructure
 Review SAP setup in SSC
 Assist in the migration of sites to the SSC
Deliverables: -Recruit key personnel
-Develop training materials
-Establish SSC infrastructure
-Rollout first site
-Implement SLA’s
-Establish continuous improvement projects

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Shared Services – Implementation

5. Project Schedule
The table below summarises the timing of each Step of the project as described above.

May June July

Week beginning 1 8 1 2 29 5 1 1 2 3 1 1 2 3
5 2 2 9 6 0 7 4 1

1 Project Set-up
.
2 Communications &
. Change
Management
3 Design Process
. design in
conjunction with
pilot site
4 Review & confirm
. Business Case
5 Finalise Design
. Template
6 SSC Transition
. Planning
7 SSC
.
Implementation

Steps 5-7 will be undertaken after 31 July 2001.

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Shared Services – Implementation

6. Project Team
Project Steering
Committee

Project Sponsors
Project Manager Administration Support
David Hiller (NML)
James Chapman (NML)
Paul Dowd (NML) Anne Marie Standish

Business Analysts Group Management Change Management

and Stakeholder Team
Groups Jennifer Schapper
CGEY Resources (Input as required) James Chapman (NML)
Team Members CGEY Resources

The structure reflects the need for strong coordination across a wide range of process areas,
analysing information at diverse operations in Australia within a short time frame. The project
roles are:
 Project Steering Committee: Establishes project policy directions and scope. Approves
corporately sensitive deliverables, change requests and resolves issues unable to be decided at
more junior management levels. Monitors project status, costs and progress. CGEY should be
represented on the Steering Committee and we propose Michael Tellis fulfils this role.
 Project Sponsor: will have over-arching authority for approving project expenditure within
budgets and project activities requiring authorisation to proceed.
 Project Manager: will have day-to-day authority for approving project expenditure within
budgets and project activities requiring authorisation to proceed.
 Administration support: Provision of administration support for the project manager and team
members to ensure prompt completion of project deliverables.
 Process Team members: Responsible for development of quality project deliverables according
to time and budget allocations. The team should receive input from NML’s SAP Business
Analysts.

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Shared Services – Implementation

 Normandy Group Managers: Project planning and guidance from a technical and business unit
perspective. Initial approval of deliverables and recommendation regarding change requests,
issue resolution. Support for the project manager.
 Stakeholder Groups: Provision of input and advice into planning and standards development.
Responsible for management of operation site coordination and quality review of deliverables.
 Specialist Team members: CGEY’s role is to provide high level input and assist the strategy
development in areas of Information Technology, SAP, Organisation Structure, Location
selection and Future State Vision.

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Shared Services – Implementation

7. Our Resources and Fees

7.1 Resourcing
Based on our current understanding of the scope of NML’s requirements and our proposed role, we
have produced the following estimate of the consulting days effort required up to the 31 July 2001
being the first four steps.

Proposed Resourcing
Step1 Step2 Step 3 Step 4 Total
Core Team:
Michael Tellis 10 10
Gordon Petty 5 5
Philip Carroll 2 25 27
Project Specialists:
Tom Geling 20 20
Peter Butler 5 5
Geoff Bowels 15 15 30

TOTAL 2 15 80 0 97

Our core team consists of Michael Tellis, a key member of CGEY’s National Minerals, Energy and
Utilities Group with extensive support function re-engineering and shared services experience.
Chris de Picot, Peter Butler and Geoff Bowels have worked on assignments with NML, including
the Shared Services Feasibility Study. We have also allowed for additional consulting input from
our national Shared Service team and specialists as required.

Summary resumes are attached as Appendix I.

We propose the above resourcing based on our experience and we understand the actual resourcing
may vary depending on a number of factors, including NML staff availability and mutually agreed
variations to the scope of the project. CGEY will maintain flexibility during the project to ensure
we work within NML’s requirements. Our project charter adopts project management principles
which include processes for raising and resolving issues and scope changes.

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Shared Services – Implementation

7.2 Fees
Based on the proposed senior mix of personnel proposed above we estimate our maximum fees for
the level of effort as described in our proposal to be $350,000 of which $150,000 will be incurred
to 31 July 2001 based on the proposed timing of tasks as detailed in project Schedule above. We
estimate our expenses for travel and accommodation to be approximately $5,000 and these will be
incurred as agreed with you and passed on at cost. For work to be undertaken after 31 July 2001
the cost will be based on time and materials. If NML can arrange more competitive rates then
NML can book flights and accommodation.

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Shared Services – Implementation

8. Cap Gemini Ernst & Young

Credentials
Cap Gemini Ernst & Young have worked with many leading companies to implement Shared
Services Centres.

ABB Franklins Rockwell Automation Sealand

Allied Signal Global One Shell Exxon Joint Venture
American Express Hamersley Iron Shell (TASCO Joint Venture)
Australia Post Intel Sprint
British Petroleum Kodak Tandem
Carter Holt Harvey Laura Ashley Thorn
Coca-Cola McDonald’s Unisys
Daimler Chrysler Metropolitan Life Whirlpool
Dairy Farms Polygram 3M
Fairfax Reebok
Farmland Industries Reynolds International
Fiat Rio Tinto

8.1 Relevant Core Competencies

Shared Services Capabilities – Cap Gemini Ernst & Young is a recognised leader in the
implementation and operation of shared services organisations.

Partnering ethos - the ability to work with your people to create a solution that meets all of your
requirements and is truly owned by you.

Strong Program Management and Change Management Skills - the ability to integrate and
coordinate the project, to bring to the project the discipline and rigour of a strong program
management methodology and to ensure that the project will meet its timelines.

Technology skills - demonstrated understanding of the technological aspects of shared service

implementations and the ability to work closely with technology service providers.

SAP skills – CGEY is ranked number 2 the global SAP integrator with over 6,000 SAP consultants.
This depth and breadth provides a layer of confidence in any SAP assignment.

Relevant industry skills - demonstrated experience with business process reengineering and shared
services solutions in Minerals and Energy companies.

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Shared Services – Implementation

Business case development for shared services – Cap Gemini Ernst & Young has undertaken many
such studies. Our depth of understanding is enhanced by the regional shared service centres, which
we operate in joint venture with our clients.

8.2 Summary
We are confident that Cap Gemini Ernst & Young’s response meets your evaluation objectives.

Assessment Criteria Response

Ability to deliver on time Our ability to deliver stems from our:

and on budget  Experience in complex implementations
 Experience in developing shared services centres
 Results in assistance with the Feasibility Study
 Deployment of highly skilled Shared Services, SAP, Project
Management, Change Management practitioners
Knowledge of Our team includes Michael Tellis, Chris de Picot, Geoff Bowels and Peter
Normandy Mining Butler who worked on the Feasibility study and also previous assignments
at NML. They possess an insightful understanding of NML’s operations
and culture.
Knowledge of Shared Our extensive experience in designing and building world-class shared
Services leading service centres has provided a wealth of innovative shared services
practices practices and templates from which our team will leverage.

We have a number of locally based staff working on shared services

assignments. This will allow us to bring in staff for focused sessions in
Adelaide at short notice.
Quality Outcomes The approach employed to deliver an appropriate shared services model
and business case stems from our proven methodologies, experienced
consultants and strong project management skills
Total cost of service Our competitive pricing for quality people reflects our desire to partner with
NML

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Appendices
Shared Services – Implementation

Appendix I
Consultants Resumes
Shared Services – Implementation
Consultant Why
Michael Tellis Role – Lead Business Case Development
 Director based in Adelaide
 Member National Management Team for Energy Practice
 Shared Services experience
 Business Case experience
 Due diligence experience
Chris de Picot Role – Lead for NML culture.
 SAP Service line leader for SA and WA.
 Programme manager for MINT and Scorpion.
 Business process re-engineering.
Summary
Michael has been consulting for over 15 years. The
following is relevant for this assignment:
 Shared Services line role in London.
 Business case experience for shared services for
Faulding and SA Water.
 Process improvement experience at Sydney Water,
ETSA Utilities, Blackwoods, Kleinwert Benson
(London).
Chris is now based in Adelaide and has experience with
SAP R/3 for over 5 years;
 Programme Manager for MINT rollout for 12 months.
 Experience of shared services through call centre
operations
 Experience in many aspects of SAP implementation
Shared Services – Implementation
Consultant Why
Peter Butler Role – Quality Reviewer and SAP expertise
International SAP Shared Services implementation
experience
 SAP operational experience
 Change Management experience
 Process skills for fixed assets, accounts payable,
accounts receivable and F/20
Geoff Bowels Role – Change management
 Change Management experience
 Shared Service feasibility study
 Line HR management experience
Summary
Peter has extensive and specific experience ideally suited
to the quality review role sought by Normandy:
 Eight years of experience in the implementation SAP
R/2 and R/3 in major international companies
including Mobil (Australia), Amco (Chicago and
London), DFC (Boston) and ETSA Utilities.
 SAP configuration experience in the areas of fixed
assets, project systems, finance, cost controlling, plant
maintenance, purchasing and sales and distribution.
 Business analysis experience
 Change management experience
 Geoff is based in Adelaide and has change
management experience gathered over a number of
assignments both in Adelaide and interstate.
 Line HR management experience
 HR process re-engineering experience
 HR systems experiences
Shared Services – Implementation

Consultant Why Summary

Philip Carroll Role – Accounting to Report  Philip is based in Adelaide and has experience with
 Shared Service experience Shared Services
 Business case experience  Shared Service role in BHP
 Process improvement experience  Reporting roles in ETSA Utilities and DHS.
 Financial Controller role in SA Water

Gordon Petty Role – Quality Reviewer and SAP expertise  Gordon has been in consulting and has been involved
 Shared Service operating experience in the mining in the operating of a Shared Service Centre
industry  SAP experience
 Minerals background  Business Process Re-Engineering
 Feasibility, design and set up of Shared Service centre  Project Management
 SAP (Version 3.0)
 Change Management
Shared Services – Implementation
Consultant Why
Tom Geling Role – Procure to Pay
 Minerals Background
 Experience in Procure to Pay
 Supply Chain experience
Summary
 Tom has over twelve years experience in Supply
Chain
 Minerals experience in management processes,
policies and procedures
 Business Planning experience in supply branch
 Performance Measurement on the supply chain
metrics
Appendix II
Standard Terms and Conditions