�鶹ԭ�� Australia & New Zealand News Center

Australia’s AI report card: “Improving… but could do better”

�鶹ԭ�� ANZ — Mon, 20 Jul 2026 01:27:40 +0000

Australia may be finally overcoming its long-standing AI trust deficit, but data foundations, governance and leadership must catch up, according to new �鶹ԭ�� research

Sydney, 16 July 2026 | After years of having an acknowledged AI trust deficit, Australian businesses are embracing AI faster than ever, with investment, adoption and expectations on ROI all increasing according to new �鶹ԭ�� research. But that new-found confidence may also be creating new blind spots.

AI now supports over a quarter (29%) of tasks in the average Australian business, up from 25% last year¹, with leaders expecting that to reach 48% within two years, up from 41% in 2025. While Australia still trails high-adoption markets including the US, Germany, China, Japan and India, its higher-than-average pace of growth could potentially help close the gap.

�ճ���鶹ԭ�� Value of AI Report 2026, conducted by Oxford Economics across more than 2,600 business leaders in 13 countries, identifies a clear gap between Australia’s AI ambition and its readiness to deliver on it, particularly around data foundations, governance frameworks and leadership oversight.

“Think of this as Australia’s AI school report: improving, but still not working to its potential,” said Angela Colantuono, President and Managing Director, �鶹ԭ�� Australia and New Zealand. “With an estimated AU$150 billion of AI-related infrastructure investment promised over the next several years, Australia has a once-in-a-generation opportunity to turn AI confidence into national competitive advantage. But infrastructure alone won’t get us there. And with multiple new AI obligations coming into play for Australia between now and the end of the year, driven by local and international regulation, organisations need to strengthen their data foundations, governance frameworks and leadership structures. Otherwise, we risk building the rails for an AI economy without being ready to run on them.”

Investment and ROI is accelerating

As an average, Australian organisations expect to spend approximately AU$35.5 million² on AI this year, up from AU$27.5 million last year, with a further 44% increase expected over the next two years. That said, Australian spend still trails the global average of AU$40.4 million by around AU$5 million, a gap that reflects both the opportunity and the urgency to move faster.

Returns are growing alongside that investment. Australian companies expect to drive ROI of 19% this year, up from 15% last year, and rising to 37% in two years – though still below the global average.

“The returns are starting to come but not fast enough, and not for everyone. AI value compounds over time. The organisations that act now, focus on the right end-to-end processes and get their data in order will look back in two years and be glad they did. The ones that wait will be asking why the gap got so hard to close,” continued Colantuono.

Agentic AI is central to those ROI expectations. ROI from agentic AI is expected to reach AU$21.2m in the next two years, more than quadrupling from last year’s estimates of AU$4.4m. Despite this, 62% of Australian businesses say they are satisfied with their current AI ROI, even though over half acknowledge AI is still not achieving its full potential.

Governance needs work

The governance picture is more concerning. Only one in five (22%) say they are mostly or fully ready in AI governance when it comes to skills and expertise, against 33% globally. Some 42% suggest they are deploying agents faster than they can standardise and govern them, rising to 68% when including those who are unsure. Over half (54%) of business leaders say employees are increasingly accepting AI outputs without sufficient scrutiny.

The operational risks are real: 43% do not have human-in-the-loop processes for agentic workflows, while nearly half (49%) report that AI agents have already taken incorrect actions during pilots or deployment, typically causing some rework and delays.

Leadership structures also trail global peers. Under half of Australian companies have a dedicated AI leader responsible for AI adoption (46%), leadership KPIs for AI (33%), or even training on AI capabilities and risks (41%).

Professor Toby Walsh, Scientia Professor of Artificial Intelligence at UNSW’s School of Computer Science and Engineering, said “Lack of understanding risks driving decisions by fear rather than evidence, and so closing the governance gap must start with closing the trust gap. Artificial intelligence is only valuable if people know when to trust it, and when to question it. Good governance shouldn’t be viewed as slowing innovation. It’s what allows organisations, employees and the broader community to adopt AI with confidence.”

Data recognised as essential, but readiness lags

While Australian leaders rank integrated data systems (64%) and data quality (51%) as the biggest enablers of AI readiness, data quality remains the biggest challenge for AI in Australia, with the share of businesses that say they are data-ready for AI falling from last year; nearly three-quarters (73%) report challenges with poor data quality.

Sovereign AI requirements are also shaping how organisations scale – 99% of Australian organisations say they now operate under some form of sovereign AI framework or requirement, and 76% cite data residency constraints that limit model choice.

Workforce readiness will determine whether momentum translates into value

More than four in five (82%) Australian businesses are not convinced their upskilling is keeping pace with AI’s rapid evolution, while 77% report shadow AI occurs at least occasionally. Only 1% of leaders believe AI will have no impact on workforce planning.

“These findings point to an urgent need for role-specific training, stronger safe-use guidance and change management that brings employees along as AI becomes embedded in daily work,” said Colantuono.

Confident adoption, early stage maturity

Australia’s maturity is progressing, particularly in generative AI, where 53% of organisations are scaling or leading – close to the global average of 54%, but still 17 percentage points behind the US, China and Germany. The gap is wider on agentic AI, where only 19% are scaling or leading versus a global average of 24%.

On more established technologies, Australia sits close to the global average in software automation and RPA but trails in traditional machine learning at 52% who are scaling or leading versus 59% globally.

In addition, the dominant adoption pattern remains project-by-project – targeted deployments within individual processes rather than coordinated, enterprise-wide transformation. Additionally, Australian organisations are less likely than global peers to connect AI strategy to industry-specific priorities.

“Australia has moved from AI hesitation to AI momentum,” Colantuono concluded. “Now we need to turn that momentum into maturity: stronger governance, better data and a workforce ready to use AI with confidence. Get that right, and Australia won’t just catch up, it can lead the world in responsible, high-impact AI,” concluded Colantuono.

More information on the research will be shared at the �鶹ԭ�� NOW AI Tour taking place at the Hordern Pavilion in Sydney on 12 August.�� For more information or to register, click .

¹ For the �鶹ԭ�� Value of AI 2025 research findings, click here.

² Respondents were asked to provide��financial��estimates in USD. AUD figures are based on an��exchange��rate��of AUD $1 = USD$0.69, using the exchange rate��as of 13 July 2026.

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Five takeaways on AI governance, trust and innovation

Rebecca English — Tue, 07 Jul 2026 00:35:23 +0000

By Marielle Ehrmann, Chief Security Compliance and Risk Officer, �鶹ԭ��

Marielle Ehrmann, Chief Security, Compliance and Risk Officer, �鶹ԭ��

As AI adoption accelerates, leaders face urgent questions: where is AI being used, what data is it touching, who is accountable and what happens when something goes wrong?��

Those questions sit at the heart of a recent KBI Media podcast conversation with Marielle Ehrmann, �鶹ԭ��’s Chief Security, Compliance and Risk Officer. Her message is clear: done well, AI governance is not a brake on innovation, it is the accelerator.��

For leaders across Australia and New Zealand, that matters now. In many organisations, AI is moving at startup speed while governance is moving at committee speed. According to , nearly all organisations are at least in the process of integrating and scaling AI, yet only around a third have responsible controls in place.��

Here are five takeaways on turning AI governance into a source of trust, resilience and advantage:

1. Boards have moved from excitement to accountability��

Not long ago, many boardroom conversations about AI centred on speed: how quickly it could be deployed, where it could drive productivity and how it could create competitive advantage.��

Those questions still matter. But, as Ehrmann observed, the conversation has become more sophisticated. Boards are now asking a sharper version of the same question: how fast can we deploy AI without ending up on the front page of the Wall Street Journal?��

That shift makes sense.

“AI has moved from being a cool technology experiment to something that can materially impact revenue, reputation, intellectual property, regulatory exposure, but also customer trust,” Ehrmann said.��

That is a significant shift. AI is no longer a technology discussion alone. It is a governance, legal, cybersecurity, reputational and business continuity discussion all at once. For leaders, that means AI governance must be elevated beyond a specialist function and treated as a boardroom priority.��

2. Good governance is the accelerator, not the brake��

One of the strongest ideas from the conversation is also one of the most important for organisations trying to balance ambition with accountability: governance does not have to slow innovation down.��

“Good governance is really becoming the accelerator pedal, not the brake pedal,” she said.��

It is a powerful reframing. Too often, governance is treated as something that arrives after innovation: a checkpoint, a hurdle or a process to be navigated once the exciting work is done. With AI, that approach creates risk. If governance lags too far behind deployment, organisations can quickly lose visibility over where AI is being used, what data it is touching, who is validating outputs and who is accountable when something goes wrong.��

Governance, when designed well, creates clarity. It gives teams the confidence to innovate within clear boundaries and helps make AI adoption sustainable.

As Ehrmann put it, “The companies that build trust the fastest are often the ones that innovate also the fastest in the long run.”��

3. AI risk is as much about people as it is about models��

When organisations talk about AI risk, it is natural to focus on the technology itself: the model, the data, the outputs and the architecture. But Ehrmann was clear that the bigger risk often sits somewhere more familiar.��

“Most executives are realising now that the biggest AI risk usually isn’t the model itself, it’s the human behaviour around the model,” she said.��

That human risk factor is already playing out in practical ways. Employees may paste sensitive information into public AI tools, trust AI-generated outputs too quickly, or move faster than the organisation’s guardrails allow. For many organisations, AI adoption does not start with a formal strategy. It starts with employees opening a browser tab.��

That is why Ehrmann describes the task as giving people “freedom within boundaries”. Organisations need to give teams room to explore AI and unlock value, while being clear about the limits. That requires policies, education, oversight, data controls and clear accountability for AI risk.��

4. Responsible AI is operational discipline, not AI theatre��

There is no shortage of AI strategy decks, transformation slogans or executive panels. But as organisations move from experimentation to scale, Ehrmann suggested it becomes easier to distinguish responsible AI from what she called “AI theatre”.��

“You can usually spot the difference within the first 15 minutes of a conversation,” she said. “If you ask a very simple question on who owns AI risk here, suddenly the room gets quiet.”��

That question matters because responsible AI must show up in the way an organisation operates. Can leaders say where AI is being used? Do they know what data is involved? Is there a human in the loop validating outputs? Are policies in place? What happens if AI gets something wrong?��

“AI governance shows up in operational discipline, not in PowerPoint slides,” Ehrmann said.��

Governance claims are easy to make. Proving them is harder. That is where external certification becomes valuable, not as a marketing exercise, but as a discipline that forces organisations to codify, measure and defend their practices against an independent standard.

At �鶹ԭ��, we were among the first large enterprises to achieve ISO 42001 certification for AI governance in Q3 2025, reflecting the company’s focus on building trust with customers and helping them adopt AI with confidence.��

The broader point for business leaders is clear: responsible AI is not a branding exercise. It is an operational capability.��

5. Trust is becoming a competitive advantage��

As AI becomes more embedded in business processes, customers are asking more sophisticated questions. They want to understand how models reach conclusions, how data is protected, how risks are managed and who is accountable.��

For Ehrmann, that growing demand for transparency is not something to resist. It is part of what trust now requires.

“The winning ones will be those who have built governance and can move at the speed of innovation, and that is actually creating trust,” she said.��

That idea is especially important as AI governance continues to evolve across jurisdictions. Ehrmann pointed to the need for stronger harmonisation and standardisation across the regulatory landscape, so organisations of all sizes can navigate their responsibilities more clearly.��

In the meantime, organisations cannot afford to wait. AI is already moving through the enterprise. The question is whether governance is moving with it.��

Moving from AI experimentation to responsible AI at scale��

The pressure to use AI is real. Customers expect faster, smarter experiences, while employees and competitors are moving quickly.��

But speed alone is not enough. As Ehrmann put it, innovation gets applause, but good governance keeps you in business.��

For organisations across Australia and New Zealand, AI governance is becoming the foundation for trusted innovation: giving people freedom to explore while protecting customers, data, reputation and trust.��

Listen to the full podcast to hear more from �鶹ԭ��’s Marielle Ehrmann on governing AI with confidence.��

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�鶹ԭ�� recognises ANZ channel partners accelerating AI, Cloud and measurable customer impact at 2026 Partner Awards

Lexy Mann — Wed, 18 Mar 2026 05:36:56 +0000

Honouring partners driving competitive advantage for organisations

Sydney, Australia – 16 March 2026 – �鶹ԭ�� Australia and New Zealand (ANZ) today announced the winners of its 2026 �鶹ԭ�� ANZ Partner Awards, recognising the channel partners accelerating cloud transformation, embedding AI into enterprise operations and delivering measurable business outcomes for customers across the region.

The awards highlight the evolution and depth of �鶹ԭ��’s partner ecosystem from implementation support to strategic co-innovation, with partners helping customers modernise mission critical systems and unlock greater value from operating �鶹ԭ�� applications as an integrated suite.

Ashley McGibbon, Chief Partner Officer, �鶹ԭ�� ANZ, said “In today’s risk-aware market, customers need more than just technology, they need partners who can align business, strategy, architecture and execution. This year’s winners are modernising core business systems, embedding AI responsibly into live operations and helping customers realise greater value from cloud transformation with the full �鶹ԭ�� suite. That’s what ONE �鶹ԭ�� looks like in action.”

Transformation excellence recognised

This year’s award-winning projects included complex enterprise cloud migrations delivered with enhanced governance and cost discipline, delivered ahead of schedule, and AI initiatives moved from pilot to production – embedding intelligent capabilities into finance, supply chain and customer operations, ��grounded in trusted enterprise data.

A number of emerging partners were also acknowledged for enabling fast, predictable cloud ERP adoption, protecting operational continuity and establishing scalable foundations for analytics and AI.

Announced at the Sydney Cricket Ground by �鶹ԭ�� ANZ President and Managing Director Angela Colantuono, the winners showcase how a connected ecosystem – combining �鶹ԭ��’s innovation with deep industry expertise and close customer relationships, is helping organisations compete and grow in a cloud and AI-driven economy.

Enterprise Wide	Customer Transformation: Corporate	For delivering outstanding transformation outcomes for corporate customers through disciplined execution and measurable business impact.
EY	Customer Transformation: Large Enterprise	For driving complex, large-scale enterprise transformation, modernising core systems and delivering strategic value at scale.
Dyflex	Indirect Cloud Revenue	For contributing the highest indirect cloud revenue performance, accelerating customer cloud adoption across ANZ.
DXC Technology	Partner Learning and Skills Growth	For excellence in building �鶹ԭ�� capability, investing in skills uplift and strengthening long-term ecosystem expertise.
Figga	Rising Star	For demonstrating strong early momentum, growth and customer impact within the �鶹ԭ�� ecosystem.
FAIR Consulting Group	�鶹ԭ�� Business AI: Partner Innovation – Customer Success	For leadership in embedding �鶹ԭ�� Business AI into customer environments, translating innovation into production-grade outcomes.
Dyflex	�鶹ԭ�� Business Suite Success	For driving strong business performance across �鶹ԭ�� Business Suite, enabling integrated, end-to-end enterprise transformation.
OpenText	Partner Solution Success	For extending �鶹ԭ�� capabilities and delivering differentiated value to customers through innovation and integration.

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Zespri boosts customer trust using �鶹ԭ�� to support a streamline claims process

�鶹ԭ�� News — Thu, 29 Jan 2026 00:26:11 +0000

Zespri sets a new industry benchmark for speed, accuracy, and customer trust��

NEW ZEALAND,��Auckland��—��09��December 2025—��鶹ԭ�� today announced that��Zespri, the world’s largest marketer of premium-quality kiwifruit, has strengthened its commitment to trust and customer service by launching��a fully digitised, customer-first��claims platform��built on��鶹ԭ��’s integrated��cloud technologies. As a result,��today, customers��benefit��from a simple self-service��claims process that resolves��issues in seconds, while smart automation��helps��Zespri’s teams��deliver��fast, consistent outcomes without��compromising on��quality or control.

While accounting for only��one��percent of sales, with the company facing more than 40,000 quality claims a year –��totaling��over NZD $70 million – Zespri wanted to reimage its��claims process. Previously��slow, manual, and at times, associated with��inconsistent decision making –��today,��new digital tools��deliver��an intuitive, self-service experience through a��centralised��claims portal,��allowing��multi-delivery claims to be created in under 30 seconds, and more than 1,000 deliveries can be processed in under two minutes.��

“By combining intelligent automation with human expertise, we’ve built a platform that reinforces our brand promise and sets a new industry standard for service,” said Rahul Badge, Head of In-Market Supply Chain at Zespri.��“As a result,��we have been able to��meet our��customers’��need��for a simpler, faster, and more transparent��experience, and��give��our assessors the tools to reduce manual input and share expert insights across the business.��We now see each claim as a chance to show our commitment to service, quality and openness.”��

This transformation has rapidly improved Zespri’s claims process, with 80 percent of claims now��benefiting��from��human-in-the-loop��automated recommendations and decision��making. This has��significantly reduced��processing times and errors and freed��assessors to focus on complex cases��while maintaining Zespri’s strict audit requirements. The new platform also delivers comprehensive, real-time insights, supporting end-to-end visibility throughout Zespri’s global supply chain and unlocking opportunities for preventative action and continuous improvement.��

“Zespri has set a new benchmark for customer-centric innovation in the fresh produce industry,” said Adrian Griffin, Managing Director, �鶹ԭ�� New Zealand. “By��digitising��and scaling expert decision-making, Zespri is driving both operational efficiency and customer trust, strengthening its position as a global leader and delivering real value across its network.”��

Leveraging �鶹ԭ�� Commerce Cloud as the central customer interface, Zespri introduced a seamless digital journey that enables claims to be��submitted��across multiple deliveries in under 30 seconds. Real-time supply chain data from �鶹ԭ�� S/4HANA,��integrated with partner solutions,��eliminates��the need for repetitive data entry and helps prevent human error, while an advanced orchestration layer powered by �鶹ԭ�� BTP,��alongside partner solutions,��automates the application of business rules and embeds human��expertise��at scale. The introduction of �鶹ԭ�� Fiori applications equips Zespri’s assessors to review end-to-end supply chain data and quality inspection reports��from partner solutions,��keeping��expert judgement��central to complex claim assessments.��

The claims platform, delivered in partnership with��Accenture New Zealand and FAIR Consulting��Group,��is now live across major markets including Japan, China, Korea, Singapore, Vietnam, India, the United States and Europe. Business users have embraced the solution, with senior leaders describing it as “the most business-centric digital project Zespri has ever run.”��

Pete Devereux, Accenture Business Architecture Manager, said, “We set out to make things simpler for everyone. The new system is easy to use and gets claims sorted more quickly, which is good news for both customers and Zespri’s teams.”��

Christiaan Du Plessis, �鶹ԭ�� & Cloud Director at FAIR Consulting��Group, added, “It’s��been a real pleasure working together. The impact for customers is already obvious, and��we’re��excited to keep building from here.”��

As a result of��digitising��its��claims��process��and unlocking richer, end-to-end data, Zespri is now positioned��to��leverage��next-generation technologies, including predictive analytics and computer vision, further advancing its goals around quality, sustainability,��and customer experience.

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From Proof-of-Concept to Production: Scaling AI Responsibly in the Public Sector

Ryan van Leent — Mon, 15 Dec 2025 22:53:14 +0000

Artificial intelligence may be everywhere in today’s headlines, but for governments the real challenge is no longer possibility – it’s execution. In a recent conversation with InnovationAus podcast Commercial Disco, �鶹ԭ��’s Vice President for Global Public Sector Services, Ryan van Leent, explored why moving AI from proof-of-concept to production has become the next critical frontier for public institutions.

The discussion unpacked what it takes to scale AI responsibly, embed it into everyday government operations, and build the trust required for long-term impact:

Artificial Intelligence has dominated headlines this year, but for governments and public institutions, the question is no longer what AI can do, but how we make it work in practice and at scale.��

At �鶹ԭ��, we recently released our Value of AI Report with Oxford Economics, providing a checkpoint on where organisations stand today. Across Australian government and business, AI now supports about one in four tasks, a figure expected to exceed 40 percent within two years. Encouragingly, three-quarters of organisations anticipate a positive return on AI investment within one to three years.��

These findings highlight significant momentum, but also a challenge. Too many AI projects remain trapped in proof-of-concept stage. The real opportunity lies in moving from prototype to production, where innovation can scale, deliver measurable value and build public confidence.��

Three priorities for progress��

Three priorities will enable Australian government agencies to move AI from experimentation to enterprise-wide impact:��

Adopt embedded AI capabilities. By using applications that already contain AI, public sector organisations can deploy AI easily and scale rapidly.��

Build capability and confidence. Success depends on equipping the public service and its technology partners with the skills to implement, monitor and govern AI responsibly.��

Earn and maintain public trust. AI ethics policies are now widespread, but policy alone is not enough. Trust is earned when we demonstrate that those guidelines and guardrails are being put into practice.��

Adopt embedded AI capabilities��

Globally, we’re already seeing transformative outcomes being delivered with custom AI.��

In Germany, Hamburg’s Ministry of Finance uses machine learning to support processing of social benefit applications, saving 33,000 hours of manual review.��

In France, the city of Antibes uses AI to align budgets with the UN Sustainable Development Goals, making over 138,000 decisions with AI assistance, work that would be impossible for humans alone.��

But for enterprise AI deployments to become more widespread, organisations need to shift to adopting AI capabilities that are embedded in business applications. For governments, this means switching on the AI that already exists in enterprise applications for HR, finance, procurement and citizen services, rather than building custom AI solutions using technical platforms.��

Build capability and confidence��

As we move toward agentic AI – systems that operate autonomously – the need for transparency becomes even more important.��

We must ensure that AI augments, rather than replaces, human judgment. This means giving users visibility into the reasoning behind AI decisions. At �鶹ԭ��, our applications include AI Analysis that shows which data sources were accessed, what steps the AI took, and how recommendations were generated, giving humans the insight they need to make informed decisions.��

Building this kind of transparency into every AI scenario is critical for governments that must demonstrate accountability to citizens.��

Earn and maintain public trust��

At �鶹ԭ��, we assess every new AI scenario against our global AI Ethics Policy, which is aligned to UNESCO’s Recommendation on the Ethics of Artificial Intelligence.��

Several years ago, for example, we developed an “emotional AI” prototype capable of detecting human emotion through facial expression and tone of voice with 70 percent accuracy. Despite its potential, we chose not to productise it, determiningthat the risk of harmful or biased outcomes was too high.��

This experience demonstrates how the right kind of regulation can accelerate innovation. Clear guidelines and guardrails focus experimentation on use cases that genuinely improve people’s lives.��

Australian Research Alliance for Enterprise AI��

�鶹ԭ�� is an industry partner in a new Australian Research Alliance for Enterprise AI with the University of Queensland, QUT, UNSW, the University of Sydney, and the University of Melbourne. We’re exploring how AI agents can make enterprise systems more intuitive, responsive and productive across government and industry.��

AI’s potential for the public sector is immense, but to realise it, we must move beyond experimentation. By adopting embedded AI, investing in skills, and building public trust, we can shift from isolated prototypes to scalable impact and unlock a new era of productivity and confidence in digital government.��

For more information or to engage with the Australian Research Alliance for Enterprise AI: .

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�鶹ԭ�� Names Leader of New Public Sector Centre of Excellence in Canberra

�鶹ԭ�� News — Tue, 02 Dec 2025 01:50:56 +0000

First hire will build a specialist team of Australian-citizens to accelerate digital transformation and boost productivity across federal agencies.��

December 2, 2025 – �鶹ԭ�� Australia Pty Ltd. today announced Ryan Mitchelmore as the Head of its new �鶹ԭ�� Centre of Excellence for the Public Sector.��

In this role, Ryan will lead a new Canberra-based specialist team focused on supporting the full potential of digital transformation for Federal Government agencies in Australia and New Zealand. Bringing nearly three decades of leadership across major transformation programs in government, finance and banking, Ryan has consistently delivered complex projects on time and within budget. His extensive experience spans organisations such as Defence, Services Australia, the Digital Transformation Agency, Commonwealth Bank of Australia and Macquarie Bank, demonstrating a proven ability to drive successful change and innovation at scale.��

The Centre of Excellence will grow to employ 20 Australian citizens over the next 24 months, providing industry-specific expertise. Its focus is helping to accelerate federal agencies’ transformation from legacy ERP systems to modern cloud platforms, helping those organisations adopt AI, data analytics and automation to lift productivity, increase efficiency and boost citizen services. The Centre joins a global network of similar resources that accelerate innovation for �鶹ԭ�� customers in industry sectors.�� It is on track to be fully staffed by the middle of 2026, with recruitment of the remaining roles underway.��

Brian Senior, Executive General Manager – Federal Government, �鶹ԭ�� Australia and New Zealand, said, “Federal agencies manage some of Australia’s most critical systems, from healthcare delivery to defence logistics, and many already rely on �鶹ԭ�� as their enterprise backbone. This Centre of Excellence is a direct response to feedback shared by these agencies with �鶹ԭ�� earlier in the year. It seeks to connects the dots across these systems, helping agencies chart the clearest path to a secure digital future, while leveraging AI, data analytics and sovereign cloud capabilities.”��

Addressing unique challenges of federal government��

The Centre of Excellence builds on �鶹ԭ��’s global network of specialised teams. It aims to address the unique challenges facing federal agencies as they modernise mission-critical system and harness AI, while meeting stringent security and sovereignty requirements.��

Ryan Mitchelmore, Head of Public Sector Centre of Excellence, �鶹ԭ�� Australia and New Zealand, said, “Agencies need a clear, practical path from legacy environments to AI‑ready operations. Our team provides best-practice advice on the recommended journey and appropriate guardrails – from business case and proofs of concept to clean‑core architecture and migration plans to enable better informed decisions.”��

The Centre of Excellence will operate as a permanent organisation of 12 core employees with additional specialists rotating based on demand. All team members hold Australian citizenship and appropriate security clearances, ensuring sensitive government data remains within trusted hands while accessing world-class enterprise capabilities.��

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Squadron Energy Wins �鶹ԭ�� Best Tech Award for Rapid ERP Transformation

�鶹ԭ�� News — Thu, 13 Nov 2025 22:40:48 +0000

Four-month��deployment of SAP Public Cloud ERP��established��a��core��technology��platform��that enables��the business��to��scale and deliver on��its��growth strategy

SYDNEY,��Australia��–��6 Nov 2025��(NYSE: �鶹ԭ��)��announced that��Squadron��Energy,��a��fast growing��wholly Australian-owned renewable energy company��has been recognised for its outstanding digital transformation, winning the ERP Fast Growth category at the �鶹ԭ�� Best Tech Awards 2025 on October 7.��

This��accolade celebrates Squadron Energy’s successful four-month deployment of �鶹ԭ�� Public Cloud ERP, which��established��a��resilient��technology platform��positioning��the organisation for sustained growth in Australia’s evolving energy landscape. The new system enables Squadron Energy to scale operations, manage increasing transaction volumes, and streamline complex business processes, all while reducing manual workloads.��

“Our��new��technology platform,��featuring��鶹ԭ�� S/4HANA Public Cloud, �鶹ԭ�� Business Technology Platform (�鶹ԭ�� BTP), �鶹ԭ�� Analytics Cloud, �鶹ԭ�� Concur and Blackline Account Reconciliation,��has delivered��tangible��benefits��that supports��our mission to��accelerate and lead the��renewable energy��transition.”��said Tuan Tran, Senior Manager Enterprise IT, Squadron Energy.��“Highlights��include��reducing��month-end reconciliation time��by��70% and��removing��reliance on Procurement teams by empowering staff to raise and approve purchase orders independently via self-service functionality.”��

“Squadron Energy’s transformation to a single cloud ERP is a great example of how the cloud can unlock real-time decision making and enable rapid time to value,” said Gretta Svendsen, Executive General Manager – Corporate, �鶹ԭ�� ANZ.��“By unifying finance, procurement and analytics on �鶹ԭ��’s public cloud, underpinned by �鶹ԭ�� BTP��as a platform for innovation, Squadron has built a scalable digital foundation that supports operational rigor today and innovation,��including Business AI, �ٴǳ��ǰ��Ƿ�.”

Todd Slatter,��APAC �鶹ԭ�� Cloud ERP��Lead, Deloitte, who led the implementation��utilising��Deloitte’s �鶹ԭ�� Qualified Partner Packaged Solution��said, “Squadron Energy’s results��demonstrate��the power of a packaged, purpose-built approach to cloud ERP for high-growth businesses. �ճ��out-of-the-box solution��delivered measurable efficiencies while preserving flexibility for future innovation.”

With the ERP platform acting as a��catalyst for continued��innovation, Squadron Energy is��actively��collaborating with �鶹ԭ�� and��its��partners to��accelerate the delivery of��advanced��features and functionality,��creating opportunities��to��leverage��AI for��intelligent automation and��next-generation��digital workflows��that��extend the platform’s value across the organisation.��

The �鶹ԭ�� Best Tech Awards��recognise��high-growth businesses that lay robust digital foundations for scalable success, with judges seeking examples of technology-driven resilience, operational efficiency, and enduring achievement.��

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�鶹ԭ�� Partner Network Raises $1 Million for Childhood Cancer in 14th Annual Regatta

�鶹ԭ�� News — Thu, 13 Nov 2025 22:26:41 +0000

Landmark achievement caps 14 years of industry collaboration, with latest Redkite Regatta raising $100,000 through racing, sponsorship and extraordinary employee dedication.

AUSTRALIA, Sydney — November 11, 2025 — The �鶹ԭ�� ANZ partner network today announced that it has reached its $1 million fundraising target for Redkite, an Australian charity dedicated to supporting families facing the challenges of childhood cancer. The achievement comes as a result of $100,000 being raised at this year’s 14th Redkite Regatta – an annual event that brings together �鶹ԭ�� executives, partners and customers for a day of friendly competition and connection.

Hosted by the picturesque Middle Harbour Yacht Club (MHYC), the regatta is in part made possible by the generosity of its members making their boats and skippers available to support the fundraising efforts. Since it kicked-off in 2011, the annual event has set itself a $1 million target, powered through the participation and sponsorship of organisations including Atturra (Platinum Sponsor), Accenture, CBS Consulting, Deloitte, DXC Technology, Fair Consulting Group, HR Crowd, PwC, SNP Group, Wipro and Zalaris. Over the years it has also benefited from additional fundraising efforts including raffles – and this year, Ana Travers, Regional Head of Alliance – �鶹ԭ�� Signavio APJ, contributed $7,500 by shaving her head.

Ashley McGibbon, Chief Partner Officer, �鶹ԭ�� ANZ, said “Events like the Redkite Regatta do more than bring our industry together for a great day on the water – they create real, measurable impact for families facing childhood cancer. They also showcase the teamwork, shared purpose and community spirit that define our partner network and commitment to what One�鶹ԭ�� is all about: people, relationships, outcomes and the difference we make together. Fundraising events like this strengthen the bonds between our teams and partners and remind us that the same collaboration driving customer success can also drive meaningful change in our communities. A huge thank you to MHYC and all sponsors for making the Regatta such a success.”

“Through the Redkite Regatta, both this year and over the past 14 years, �鶹ԭ�� and their partners have demonstrated their enduring commitment to helping families facing childhood cancer across Australia. Their generosity helps parents stay by their child’s side in hospital by easing the financial pressures of a cancer diagnosis and funding the emotional and practical care families need to cope with the trauma that childhood cancer brings. We’re so grateful to �鶹ԭ�� and its partners for their unwavering passion, ambition and generosity,” said Redkite CEO, Monique Keighery.

This year’s winners included Perisoft, who claimed the Division 1 title, while EPI-USE took the Division 2 win across races which catered to every appetite from comfortable cruising to high-speed racing.

“We are proud to have taken out Division 1 at this year’s Redkite Regatta and even prouder to have done so while supporting such an important cause. Events like this remind us of the importance of community spirit, and we are honoured to support Redkite and its work,” said Mahesh Viswanathan, Managing Director, Perisoft.

“Joining �鶹ԭ�� for the Regatta in support of the Redkite Foundation was an incredible experience. It was a perfect day on the water, filled with great company and a shared sense of purpose. Sailing together was a powerful reminder of the importance of teamwork and trust, and it was inspiring to see so many people unite behind such a meaningful cause,” said Ian Fox, Managing Director, EPI-USE ANZ.

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Grow Without Boundaries: The Future of Retail

�鶹ԭ�� & Connect Media — Mon, 10 Nov 2025 04:50:48 +0000

The retail industry is navigating a complex transition, from increasing economic uncertainties to rapidly evolving consumer behaviours and societal shifts. The future belongs to agile organisations that can transcend traditional boundaries to deliver seamless, efficient, and deeply personalised customer experiences. Success now hinges on a strategic trifecta: leveraging Artificial Intelligence with precision, building resilient and adaptable operational models, all while maintaining unwavering consumer trust through ethical and sustainable practice.

This was the strategic context that drove discussions during the recent executive roundtable dinner hosted by �鶹ԭ�� in partnership with Connect Media. The roundtable convened industry leaders to explore the latest strategies, trends and digital innovations for driving growth and success for the next era of retail. Conversations were led by Ross Bark, Director – Digital, Enterprise Wide, with exclusive insights from Achim Schneider, Global Head of Retail Industry Business Unit, �鶹ԭ�� and Elise Sharpley, Partner, Deloitte.

AI & The Future of Customer Experience

The discussion around AI has moved decisively beyond hype towards identifying pragmatic, high-value applications. According to research by Boston Consulting Group, 74% of companies have yet to show tangible value from their AI initiatives (1). This gap exists largely because investments often lack strategic focus. Businesses see the greatest return on investment when embedding AI into core customer engagement and operational functions. Data integrity, however, is an essential prerequisite. Before AI can be integrated effectively, leaders must address fragmented customer data silos across online, in-store, and partner channels. Addressing these gaps requires building a unified customer data platform, which serves as the foundational layer for all subsequent AI initiatives. With a unified platform in place, AI emerges as a powerful driver of commerce. The most promising applications include intelligent shopping assistants that provide relevant, real-time product advice and dynamic content creation that scales personalised marketing across numerous channels.

Maximising AI’s impact also requires embracing a culture of human-centric design. The goal is to augment human capability, not to replace it. By equipping frontline staff with rich, AI-driven customer insights, retailers enable staff to deliver superior, data-driven service. This approach positions AI as a key collaborative partner, enhancing efficiency while preserving the essential human touch that builds deeper customer loyalty.

Resilience & Risk: Diversifying the Retail Supply Chain

In an era of geopolitical volatility and disruptive regulatory changes, supply chain resilience has shifted from a tactical concern to a strategic imperative. This is a top concern for retail leaders today, as recent data from McKinsey has shown that 93% of businesses plan to increase their investment in supply chain resilience for the future (2).

The focus must be on diversifying sourcing strategies and moving from a purely cost- centric supplier evaluation to one that prioritises reliability, ethical alignment, and strategic partnership.

This involves a fundamental re-evaluation of supplier relationships. Leading retailers are increasingly willing to invest more for long-term resilience, which can include nearshoring or onshoring critical production, dual-sourcing key materials, and deepening collaboration with a core group of strategic partners. Technology plays a pivotal role in navigating this complexity. A modern, cloud-based supply chain management system provides the end-to-end visibility required to model the impact of potential disruptions, such as new tariffs, and pivot sourcing strategies rapidly. This capability to proactively manage risk, rather than simply react to it, is what separates resilient retailers from vulnerable ones. The supply chain is no longer a back-office function but a dynamic, competitive advantage.

Balancing Innovation & Integrity: Building Consumer Trust

Today’s consumers demand more than just products; they seek alignment with their core values. As younger generations who place a higher priority on corporate values gain economic influence, the expectations of businesses to be leaders of positive societal change will continue to intensify (3). Ethical transparency is no longer a niche concern, but a fundamental component for establishing brand trust and commercial integrity. Innovation pursued without consideration for ethical implications or environmental footprint is now a significant liability.

The challenge lies in moving from ESG as a marketing statement to embedding it into core business processes. This requires deep collaboration with suppliers to ensure alignment on standards for traceability, ethical labor practices, and carbon emissions. Technology is a key enabler, with platforms emerging that can track a product’s journey from raw material to end consumer, providing verifiable proof of claims. For retailers, this means making conscious choices about where not to apply technology if it compromises customer privacy or data security. Building a reputation for integrity is a long-term investment that often involves forgoing short-term gains for sustainable growth. A trusted brand, one that can demonstrate authentic commitment to its stated values, will command greater loyalty and resilience in a competitive market.

Conclusion: A Strategic Blueprint for Action

The journey to boundaryless retail demands strategic discipline across three interconnected imperatives:

Organisations must establish a trusted customer data foundation by dismantling internal silos- this is the essential prerequisite for consumer personalisation and seamless service delivery.
Leaders must also architect an agile operating model through core modernisation, creating the flexibility to adapt supply chains and embrace innovation.
Success is contingent on a pragmatic technology roadmap where targeted AI investments deliver measurable value, governed by frameworks that strengthen consumer trust and advance ESG commitments.

By mastering this balance, leaders can move beyond transactions to unlock more resilient, trusted, intelligent retail enterprises of tomorrow.

Endnotes

Boston Consulting Group, “” October 24, 2024.
TradeVerifyd, “Supply Chain Statistics” September 6, 2025.
Deloitte, “Buying into Better: The Future of the Consumer Industry” 2024.

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�鶹ԭ�� Empowers Developers to Drive the Business AI Revolution

�鶹ԭ�� News — Tue, 04 Nov 2025 00:40:58 +0000

Innovations and partnerships including a new collaboration with Snowflake equip developers to turn business data and AI into real business outcomes

BERLIN��— At �鶹ԭ�� TechEd in 2025,��(NYSE: �鶹ԭ��) brings AI deep into the development process to level up how developers build.

New AI-driven capabilities in the �鶹ԭ�� Build solution, an expanding data ecosystem and powerful Joule Agents empower developers to move from idea to impact with unprecedented speed and confidence. As AI transforms the nature of professional work, �鶹ԭ�� also pledges to equip 12 million people worldwide with AI-ready skills by 2030.

“�鶹ԭ��’s announcements today give developers the tools they need to deliver at the speed of AI,” said Muhammad Alam, member of the Executive Board of �鶹ԭ�� SE. “Innovations across �鶹ԭ��’s unique flywheel of applications, data and AI put developers in the driver’s seat — where they belong.”

Opening the Developer Ecosystem

�鶹ԭ�� Build, the company’s flagship solution for enterprise application development and automation, now gives developers more freedom to build, extend and automate using the tools they love most.

For instance, developers who prefer agentic development solutions like Cursor, Claude Code, Cline and Windsurf can now use �鶹ԭ�� development frameworks with new �鶹ԭ�� Build local Model Context Protocol Servers. Visual Studio Code users will be able to access �鶹ԭ�� Build capabilities directly in their development environment with a new �鶹ԭ�� Build extension. This extension will also be made available later on Open VSX Registry for other development environments. �鶹ԭ�� and n8n also announced plans for an integration so Joule Studio agents and n8n agents can work together.

And with new agent building capabilities in Joule Studio, developers have the tools they need to extend �鶹ԭ��’s ready-to-use agents and build new agents grounded in �鶹ԭ�� business data and context that can act autonomously based on changing business conditions.

Putting Data to Work

Every intelligent application starts with trusted data. �鶹ԭ�� is giving developers more ways to put that data to work through �鶹ԭ�� Business Data Cloud.

The solution now connects with more of the data and AI platforms developers use every day. A new �鶹ԭ�� Snowflake solution extension for �鶹ԭ�� Business Data Cloud brings Snowflake’s fully managed data and AI capabilities directly to �鶹ԭ�� customers, giving them the flexibility to choose the right compute and storage for each data and AI workload, while maintaining governance, interoperability and business context. �鶹ԭ�� also announced a new �鶹ԭ�� Business Data Cloud Connect partnership with Snowflake. This complements existing integrations with Databricks and Google Cloud, giving developers more freedom to choose how they work with �鶹ԭ�� data.

With a new data product studio capability in �鶹ԭ�� Business Data Cloud, developers can turn raw data into ready-to-use assets known as data products that support analytics, AI and application development.

An expanded capability in the �鶹ԭ�� HANA Cloud knowledge graph engine can automatically generate knowledge graphs. This capability maps relationships across �鶹ԭ�� database tables, columns and data models, revealing how data fits together and why it matters. Developers will be able to see how their data connects across systems and uncover underlying business insights.

Bringing AI Autonomy to Life

�鶹ԭ�� is evolving its AI portfolio to give developers the intelligence and orchestration power they need to take��AI from insight to action.

�鶹ԭ�� introduced its first enterprise relational foundation model, a new class of AI that predicts business outcomes rather than the next word in a sentence. �鶹ԭ��-RPT-1, or the first-generation Relational Pre-trained Transformer, can make fast and accurate predictions for common business scenarios like delivery delays, payment risk or sales order completion. �鶹ԭ�� launched a free playground environment for developers today.

New AI assistants in Joule coordinate multiple agents across workflows, departments and applications, bringing automation and autonomy to life. These assistants plan, initiate and complete complex tasks spanning finance, supply chain, HR and beyond. Today, �鶹ԭ�� introduces new agents built for technical users. For example, an agent for business process analysis will help teams understand how processes run, identify inefficiencies and uncover opportunities to optimize workflows and drive measurable improvements.

Lastly, as AI changes the nature of work for everyone, �鶹ԭ�� is pledging to equip 12 million people worldwide with AI-ready skills by 2030. �鶹ԭ�� will expand hands-on training and certification programs that integrate practical AI-ready tools, including through its partnership with online learning platform Coursera.

�鶹ԭ�� TechEd 2025 Media & Analyst Program: Find event information, news and media assets all in one place

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