1.
RESOURCES INDUSTRIES
DIGITAL TRANSFORMATION
RESEARCH

2.
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INTRODUCTION
The transformational value digital technologies offer to businesses is currently underexploited. This
is a missed opportunity – and the leading businesses of the future are those that have – or
will have - fully integrated digital strategies. The technology C-Suite has valuable skill sets to
bring to bear to help bring together the disparate components and provide the direction needed to
deliver successful technology transformations leading to cohesive organization-wide digital
strategies.
To better understand the key change agents for Resources industries in this context more than 200
senior technology leaders including CIOs, CDOs and CTOs from chemicals, energy, metals, mining
and utilities industries participated in our global Digital Transformation survey*.
The key findings from the research are shared in this presentation and provide valuable insights
into current and future transformational technology trends and plans.
*This research primarily focused on companies with turnovers of US$5 billion or more. However, in order to ensure a minimum of 50 interviews with companies in the Chemicals
sector a small number of interviews were conducted with companies with turnover between US$2.5 billion to US$5 billion. For the purpose of this research “resources industries”
were defined as Chemicals, Energy, Metals, Mining and Utilities.

3.
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BACKGROUND TO THE RESEARCH
Respondents:
Questionnaire-led online survey with +200 senior technology executives including CIOs, CDOs and CTOs
from chemicals, energy, metals, mining and utility companies from 19 countries
Fieldwork: Between August and September 2016
Chemicals
26%
Energy
38%
Utilities
27%
Metals and/or Mining
9%
United States
Latin America:
Brazil, Mexico
Russia
Middle East: UAE
Europe: Denmark, France, Germany,
Ireland, Norway, Spain, Sweden,
Switzerland, United Kingdom
Asia-Pacific:
Australia China,
India, Japan,
Singapore
CIO
55%CTO
20%
IT Director
19%
CDO
5%
Other C-
Suite
1%
Note: the base size for Metals/mining companies is low (n=18), so findings should be interpreted as indicative only.

4.
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INVESTMENTS IN DIGITAL TECHNOLOGIES
ACROSS RESOURCES INDUSTRIES ARE
GROWING
80%
82%
of executives say that the size of their
investments in digital technologies has
increased in the past two years
Real-time integration has been adopted by 47%* companies
believe digital technologies will have a
positive impact on their company over
the next five years
EnergyChemicals Utilities Metals/mining**
85% 83% 73% 89%
81% 82% 75% 89%
* This was the highest of 9 IT capabilities and processes measured
** Note that the base size for Metals/mining companies is low (n=18), so findings should be interpreted as indicative only.
Base: All respondents

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THE TOP FIVE MOST PROMISING DIGITAL
TECHNOLOGIES ALSO MIRROR THE TOP FIVE
CAPABILITIES MOST IN NEED OF IMPROVEMENT
Digital technologies offering most potential for
business transformation over the next five years
(Top five)
Digital capabilities most in need of improvement
(Top five; % of respondents indicating fair amount/ a
lot of improvement needed)
7%
27%
31% 31% 33%
37% 39% 40% 42%
Other digital customer
channels, e.g web
based interaction or
apps
Mobility for the
workforce
Social media tools
and applications to
interact with
customers
Artificial intelligence Mobility to interact
with customers (web,
apps, mobile web)
Cybersecurity Operational analytics
and applications
Platforms upon which
to build shareable
digital capabilities,
like cloud solutions
and app
marketplaces
Customer analytics
and applications
36%
36%
34% 33%
34%
Base: All respondents

6.
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TECHNOLOGIES ADDING MOST VALUE IN EACH
INDUSTRY DIFFER AND ALL ARE EXPECTED TO
SHIFT OVER THE NEXT FIVE YEARS
Which technologies are adding / expected to add most value today / over the next five
years? (Top two today / future shown only)
Cloud
Cybersecurity
Interactivity
Mobility
Chemicals
0% 5% 10% 15% 20% 25% 30% 35% 40%
Analytics
Cloud
Cybersecurity
Energy
FutureToday
1 Today
1 Future
1 Today
1 Future
0% 5% 10% 15% 20% 25% 30% 35% 40%
Cloud
Cybersecurity
Interactivity
Mobility
Metals/Mining
1 Future
1 Future
1 Today
1 Today
1 Future
Base: All respondents (204)
*Note that the base size for Metals/mining companies is low (n=18), so findings should be interpreted as indicative only.
Artificial Intelligence
Analytics
Interactivity
Utilities

7.
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AS THE MARKET COMPLEXITY RISES,
EXISTING SKILLS APPEAR TO BE STRETCHED
FOR DIGITAL TRANSFORMATION
Market complexity has increased over the past two
years across a wide range of areas
Security is the top concern for Chemicals (79%), Energy (70%) and
Utilities (57%)
60%
61%
65%
67%
69%
Data Landscape
IT delivery model as a service
IT/OT convergence and
integration
Technology Landscape
Security Landscape
Percentage reporting an increase in complexity
Base: All respondents
89%
81%
of executives believe they do not have
access to all the right skills within their
organization for an effective digital
transformation
of executives believe their company is not
making the investments in recruitment
and training it needs

8.
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CTOS HAVE THE GREATEST RESPONSIBILITY FOR
IDENTIFYING NEW DIGITAL TRANSFORMATION
OPPORTUNITIES
Who within your company is responsible for identifying new digital transformation
opportunities within the back office/enterprise functions? (Multi response)
Base: All respondents
11%
13%
23%
26%
26%
40%
62%
Chief Marketing Officer (CMO)
Chief Data Officer
Chief Security Officer
Chief Digital Officer (CDO)
Other C-suite
Chief Information Officer (CIO)
Chief Technology Officer (CTO)
75% of CTOs cite themselves
as responsible – along with the
majority of Heads of IT
100% of CIOs cite themselves
as responsible
CDOs are most likely to cite
themselves

9.
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A WIDE RANGE OF ORGANIZATIONAL
CHANGES ARE NEEDED TO ACHIEVE DIGITAL
TRANSFORMATION OBJECTIVES
Organizational changes that would help most in achieving digital transformation objectives
Base: All respondents
*Note that the base size for Metals/mining companies is low (n=18), so findings should be interpreted as indicative only.
Chemicals Energy Utilities
Metals/
mining*
28% 21% 21% 17%
21% 26% 18% 11%
17% 17% 27% 22%
17% 21% 13% 33%
17% 14% 20% 17%17%
19%
20%
21%
23%
Ability and willingness to redesign business
processes to leverage digital technologies
Better alignment of business planning and
technology planning
Better technology awareness among senior
executives
Better governance of technology investments
New approaches to evaluate the benefits of digital
technology investments

10.
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IOT* IS CONSIDERED A KEY LEVER OF DIGITAL
TRANSFORMATION THAT WILL BENEFIT A
WIDE RANGE OF BUSINESS AREAS
Business areas that IoT will add most value to in the next 2 years
91%
of executives consider IoT as
a major lever of digital
transformation
36%
41%
44%
45%
47%
48%
50%
Command centers
Asset monitoring
Innovation and product
development/improvement
Operations
Sales and marketing functions
IoT based customer services
Supply chain
Base: All respondents
*Internet of Things

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YET, MANY BARRIERS TO INTRODUCE IOT IN
THE ORGANIZATION EXIST AND VARY BY
INDUSTRY
Main barriers to introduce IoT in the organization
Base: All respondents
*Note that the base size for Metals/mining companies is low (n=18), so findings should be interpreted as indicative only.
Chemicals Energy Utilities Metals/mining*
42% 41% 45% 39%
44% 36% 40% 56%
34% 42% 42% 39%
46% 35% 40% 33%
34% 41% 40% 44%
26% 43% 36% 39%
34% 41% 34% 33%
38% 36% 40% 22%
40% 31% 38% 28%35%
36%
36%
36%
39%
39%
39%
41%
42%
Process barriers (time to adopt new
processes)
Technology availability and maturity
Industry standards
Cybersecurity threats
Lack of skills
Cultural barriers and organizational silos
Lack of a clear strategy/business case
Lack of internal ownership
Cost

12.
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COST AND BUSINESS CASE IDENTIFIED AS THE
PRIMARY BARRIERS TO NEW TECHNOLOGIES
ADOPTION FOR MOST INDUSTRIES
Main barriers to new digital technologies adoption
Base: All respondents
*Note that the base size for Metals/mining companies is low (n=18), so findings should be interpreted as indicative only.
Chemicals Energy Utilities Metals/mining*
47% 42% 36% 56%
43% 42% 39% 33%
32% 39% 36% 39%
38% 30% 45% 28%
45% 29% 32% 39%
26% 36% 39% 22%
38% 26% 43% 17%
43% 29% 27% 39%
32% 35% 30% 28%32%
32%
33%
33%
33%
35%
36%
36%
41%
43%
Process barriers (time to adopt new
processes)
Technology availability and maturity
Deployment complexity
Awareness of technology relevance
Lack of skills
Lack of internal ownership
Cultural barriers and organizational silos
Cybersecurity threats
Lack of a clear strategy/business case
Cost

13.
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CYBERSECURITY THREATS AND
REGULATORY-RELATED RISK ARE AREAS OF
CONCERN
Technology risk current areas of concern
Base: All respondents
*Note that the base size for Metals/mining companies is low (n=18), so findings should be interpreted as indicative only.
Chemicals Energy Utilities Metals/mining*
19% 25% 14% 22%
11% 22% 18% 17%
23% 10% 16% 11%
19% 14% 18% -
8% 12% 9% 22%
11% 8% 14% 11%
9% 9% 9% 17%10%
11%
11%
15%
15%
18%
20%
Reputational risks
Physical security threats
Health and safety risk
Environmental risk
Lagging behind competitors in
digital/technology capabilities
Regulatory risk
Cybersecurity threats

14.
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PROCESS EFFICIENCY AND COST CONTROL
ARE THE PRIMARY OBJECTIVES OF DIGITAL
TECHNOLOGIES DEPLOYMENT
Primary objectives for digital technologies
Base: All respondents
*Note that the base size for Metals/mining companies is low (n=18), so findings should be interpreted as indicative only.
Chemicals Energy Utilities Metals/mining*
28% 25% 20% 33%
21% 26% 14% 50%
25% 21% 14% 11%
21% 16% 23% 6%
4% 12% 29% -13%
18%
19%
24%
25%
Regulation compliance e.g.,
health, safety and environment
New product/service
development
Customer satisfaction
Cost control
Process efficiency

15.
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WHO DO WE CONTACT FOR MORE
INFORMATION ABOUT THE SURVEY?
Phillip Hazen
Group Technology Officer, Resources Industries
Senior Managing Director
phillip.hazen@accenture.com
For more information visit:
accenture.com
Follow us:
@AccentureChems Chemicals LinkedIn Showcase
@AccentureEnergy Energy LinkedIn Showcase
@Accenture_Util Utilities LinkedIn Showcase
@AccentureMining @AccentureDigi