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.
Information is spread across 11+ systems with no published single source of truth, and it is unclear which system holds the authority.
Sites, assets, leases, landlords, vendors, and hazards are each used by many teams, and ownership of each domain is not yet clear.
Clustered where work and data change hands between teams, not within any single function.
Work and accountability change hands between teams and capability areas with no service level 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.
A further pattern sits underneath these: end-to-end ownership of a journey is unclear. Accountability and success metrics exist for individual processes, but not yet for the journeys that run across them.
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.
Clear ownership and governance for every master data domain, with an agreed definition of what good looks like, so every team works from the same trusted information.
Processes are mapped and organised by business capability, so they clearly support the key process journeys that matter to the business, not just individual functions.
Review, approval, and rejection of handover points move into the system, improving vendor management and driving quality improvement across every handover.
A consistent way of interacting with customers, vendors, and landlords, so every external party experiences one Indara rather than many.
Used as a tool to improve time to value for the customer colocation journey, embedded into everyday ways of working rather than a standalone system.
Site360 is organised around five equal pillars: Process, Data, Technology, Capability & Culture, and Governance.
Simplify, standardise, and design around value: 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.
Improve quality, consistency, and accessibility: a single trusted source of truth, with named owners and quality measures for every domain, so every decision is based on reliable information.
Enable, automate, and empower at scale: a technology landscape with clear boundaries and agreed authority for each type of information, so our platforms support the data rather than fragmenting it.
Build the skills, behaviours, and future-ready mindset to drive change and deliver impact: clear roles, accountabilities, and decision rights; the capability to mature our processes and move towards automation over time; and the defined behaviour change needed to bring two merged organisations to one way of working, delivered as specific, observable behaviours rather than aspirational language.
Drives alignment, accountability, and control: the framework of ownership, decision rights, and oversight that spans Process, Data, Technology, and Capability & Culture, keeping them 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 September 2026, before going to the Board. From there, a 24-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. 200+ findings documented.
Design and facilitate workshops to validate the findings, define high-level requirements, establish business priorities and expected benefits, and agree on process and data ownership.
High-Level Design complete and the Capital Approval Committee submission for the deployment investment case, going to the Board following CAC.
A 24-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.