Freeing up time for the work that matters.
Site360 will give Indara a single, trusted data and process foundation, owned by the people who use it, so our time goes to the work that matters, not the work that just recurs.
Indara operates approximately 4,500 sites across Australia. Our operating model has grown through mergers and organic expansion. As a result of this ambitious expansion, our systems overlap, processes vary between teams, and data sits across multiple platforms without agreed ownership.
Between January and May 2026, we looked closely at how we work: eight discovery weeks, fifteen workshop days, interviews, and a leadership workshop. The findings were consistent, and they are characteristics of how the business operates today.
No single system holds the full picture, and no system has been agreed as the authority.
Sites, assets, leases, landlords, vendors, and hazards are each used by many teams and owned by none.
Clustered where work and data change hands between teams, not within any single function.
Cross-team handovers run on email, with no service levels and no check that the handover landed.
Approvals and escalations sit in email and spreadsheets. The system records when, not what was decided.
Operators, landlords, and contractors deal with different teams through different channels.
Site360 will establish one trusted source of truth for our data and one consistent way of working across our processes, with a named owner for each. Information will be captured once, at the source, and will flow through without re-entry.
The idea will be that the system does the work, and the team does the thinking. Routine, recurring work moves into the system. Our people spend their time on judgement, customers, and improvement.
“Site360 will give Indara a single, trusted data and process foundation, owned by the people who use it, so that our time goes to the work that matters, not the work that just recurs.”
Work is done differently across teams and sites
The same site is described differently depending on who you ask
Handovers run on email, and things fall through the gaps
Time is lost reworking, chasing, and re-entering information
Knowledge lives in the heads of a few key people
Reporting cannot be fully trusted, so decisions are slower
One trusted, owned source of truth for our data
Clear, shared processes that everyone follows
Handovers triggered in the system, with service levels and completion checks
Information captured once, at the source, flowing through without re-entry
Knowledge captured and retained by the business, not lost with people
Reliable reporting, faster decisions, and a foundation ready for automation
Site360 makes five concrete changes to how work moves through Indara. Every design decision in the next phase will be tested against these.
Decisions, approvals, and cross-team handovers are recorded as system events with a trigger, a service level, and a completion check. Email, SharePoint, and spreadsheets come out of the approval path.
One person is accountable for the quality of each domain, and one system holds the authoritative version. Every other team and system reads from there.
Lease expiries, market rent reviews, permit renewals, and Power Offer expiries are identified and actioned by the system, removing the reliance on manual reports.
Anyone accessing a site is identified, authorised against a defined scope of work, and logged. Verified identity records replace free-text fields and manual permit checks.
Operators, landlords, and suppliers each get a single portal and a single point of contact for routine interactions, so Indara presents as one business.
Five pillars describe distinct areas of change. Governance spans all five, holding the structure, decision rights, and accountability that keep them coordinated.
Standard ways of working across teams, sites, and operators, defined at a strategic as well as an operational level, so work is consistent, accountable, and easier to improve.
A single trusted source of truth, with named owners and quality measures for every domain, so every decision is based on reliable information.
A systems landscape with clear boundaries and agreed authority for each type of information, so our platforms support the data rather than fragmenting it.
Clear roles, accountabilities, and decision rights, and the capability to mature our processes and move towards automation over time.
A defined behaviour change, bringing two merged organisations to one way of working, delivered through the project as specific, observable behaviours rather than aspirational language.
The framework of ownership, decision rights, and oversight that sits across the other five pillars, defining how they are coordinated, resourced, and held accountable.
Discovery is complete. We are now in the design phase, building the High-Level Design that goes to the Capital Approval Committee in August 2026. From there, an 18-month staged rollout delivers the change one priority area at a time.
Eight discovery weeks, fifteen workshop days, interviews, and a leadership workshop across nine functions. 250+ findings documented.
Design workshops to validate the findings, design the future operating model, and make the master data ownership decisions.
High-Level Design complete and the Capital Approval Committee submission for the deployment investment case.
An 18-month staged rollout, phased by related data sets and functions, supported by the change, capability, and culture programme.
Select the next priority area from the evidence
Bring in the experts and owners the area needs
Design and implement the process, data, and system improvements
Train, measure, and hold the new way of working in place
Transition ownership to the business and move on
One foundation. One way of working. One Indara.