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Which Aussie Firms Made It to TIME Asia-Pacific’s Best Companies of 2026?

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Perth CBD
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TIME has released its Asia-Pacific’s Best Companies of 2026 list, and a number of Australian companies have made to the prestigious list of 500 companies.

While Singapore’s DBS Bank came out on top, an Australian company was able to rank second. Any guesses?

TIME Asia-Pacific’s Best Companies of 2026

According to TIME, the following key dimensions were focused on when companies were ranked:

  • Employee Satisfaction
  • Financial Performance
  • Sustainability Transparency (ESG)

To determine which companies made the list, TIME partnered up with Statista, which is known for providing market and consumer data and rankings.

Aussie Companies on the List

For Australia, four companies made it to the top 10 companies. Seven companies in total made it to the top 50, while a total of 12 made it to the top 100.

Without further ado, there are all the Australian companies included in the TIME Asia-Pacific’s Best Companies of 2026.

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  • Commonwealth Bank (2nd)
  • Woolworths Group (6th)
  • QBE Insurance Group (7th)
  • Bendigo and Adelaide Bank (9th)
  • Australia and New Zealand Banking Group (11th)
  • CSL (38th)
  • Atlassian (41st)
  • Worley (56th)
  • Computershare (66th)
  • Wesfarmers (68th)
  • Brambles (84th)
  • Ventia (95th)
  • Qantas (103rd)
  • CIMIC Group (105th)
  • Flight Centre Travel Group (107th)
  • IDP Education (144th)
  • Cotton On Group (149th)
  • Virgin Australia (167th)
  • CAR Group (180th)
  • Fortescue (183rd)
  • Orica (188th)
  • REA Group (221st)
  • Transurban (240th)
  • Ampol (241st)
  • Viva Energy (244th)
  • Reece Group (305th)
  • Aurizon Holdings (317th)
  • G8 Education (321st)
  • Origin Energy (323rd)
  • Alinta Energy (324th)
  • Aware Super (346th)
  • Eagers Automotive (362nd)
  • Cleanaway Waste Management (368th)
  • ALS (376th)
  • Mineral Resources (381st)
  • Qube Holdings (399th)
  • Vicinity Centres (419th)
  • Alfred Health (421st)
  • Super Retail Group (426th)
  • Westpac (438th)
  • Coles Group (444th)
  • APA Group (449th)
  • MYER (481st)
  • Officeworks (498th)
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The Worst May Be Over for Housing. Building-Supplies Firm QXO Bets on a Rebound.

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The Worst May Be Over for Housing. Building-Supplies Firm QXO Bets on a Rebound.

The Worst May Be Over for Housing. Building-Supplies Firm QXO Bets on a Rebound.

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Delper Ecom Pvt Ltd and Devaramakkalu Charitable Trust to Launch Civilization-Scale ESG Marketplace and CSR Franchise Ecosystem Across India by March 2026

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Delper Ecom Pvt Ltd and Devaramakkalu Charitable Trust to Launch Civilization-Scale ESG Marketplace and CSR Franchise Ecosystem Across India by March 2026

Bangalore, India – February 10, 2026Delper Ecom Pvt Ltd today announced the launch of its Minimum Value Product (MVP), an initiative designed to go onboard with 320 million families across India in 36 months. With an initial investment of ₹10.06 crores, the company is introducing a model that integrates advertising liquidity with ESG-compliant grocery redemption to create a structured ecosystem centered on trust, profitability, and institutional assurance.

In parallel, Devaramakkalu Charitable Trust projects are being integrated into franchise-style CSR initiatives, ensuring that each social impact activity is financially self-sustaining and scalable.

Strategic Vision and Financial Scale

Delper Ecom’s MVP combines AdTech innovation with essential goods distribution through a closed-loop system. Families enrolling in the Delper Ecom mobile application participate through three members collectively watching 180 minutes of advertisements daily. In return, they receive rewards which are redeemed strictly in the form of groceries and daily essentials, with no cash payouts permitted.

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The structure generates ₹64,800 in monthly ad revenue per family, allocated as follows:

  • 30% Family Rewards (₹19,440)
  • 30% Operations
  • 30% Gross Profit (reinvested for onboarding expansion)
  • 10% Contingency Reserve

At this projected scale, it translates into ₹2,07,600 crores per month in reward redemptions. The company states that investors are assured capital repayment within 12 months, including 36% annual interest.

Embedded ESG Compliance Framework

ESG compliance forms a core pillar of the model. Goods are sourced exclusively from ESG-compliant sellers listed on major marketplaces, including Amazon.in, Reliance Retail, Adani Food Products, and Flipkart. Once the platform surpasses 30 million families, advertising sources are projected to transition from Google AdSense to Alibaba Ads, thereby linking the ecosystem to a broader global vendor network.

Deliveries are handled by ESG-compliant logistics partners such as DTDC. PwC is proposed as the independent ESG consultant, with responsibility for monthly scoring and audit trails designed to enhance institutional confidence among advertisers, vendors, and investors.

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The vendor ecosystem is projected to grow from 128 vendors initially to 800,000 vendors by Month 36, supported by onboarding fees and a commission-based structure.

Scaling Roadmap and Franchise Strategy

The company’s scaling roadmap is based on reinvestment of gross profits generated from ad mediation. The plan targets 10 million families by the year-end and full operational scale by the end of the third year.

The franchise model balances ownership and expansion. Owned outlets in capital cities are intended to maintain operational standards and brand consistency, while franchising in other locations of the state enables accelerated expansion with lower capital deployment. Local franchise partners are expected to adapt operations to regional preferences.

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By the end of this year, Delper Ecom projects 880,000 franchises across India. Franchise economics are structured around ₹20 lakhs infrastructure cost, ₹1.8 lakh to ₹7.4 lakh in projected monthly profit, and breakeven within 3 to 11 months.

Technology Backbone

The MVP operates on an AI-augmented management system providing analytics, operational oversight, and advertisement tracking. Blockchain integration ensures secure and traceable deliveries through QR and OTP verification at each stage of the logistics chain.

Interim logistics support is provided through Speed Post and DTDC, including real-time tracking and insurance claims for lost packages until franchise networks are fully operational. The technological framework is designed to support transparency, traceability, and scalable compliance.

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ESG Best Practices and Mitigation

To support ESG performance, Delper Ecom incorporates structured initiatives across environmental, social, and governance dimensions. Environmental measures include renewable energy adoption, zero-waste policies, and carbon offset initiatives. Social measures include community engagement programs, diversity and inclusion practices, food bank initiatives, and educational outreach. Governance measures include structured ESG reporting, board diversity, and supply chain accountability.

Mitigation strategies include phased ESG investment planning, supplier scoring systems, periodic audits, and regulatory compliance alignment to support responsible expansion.

Integration of Charitable Trust Projects as CSR Franchise Cells

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Devaramakkalu Charitable Trust projects are being structured as Delper CSR Franchise Cells operating locally and monitored centrally.

Environmental (E) CSR Units:

  • Green Infrastructure Franchise (tree planting, watershed development, borewells, solar systems)
  • Eco-Education Pods (environmental awareness and waste management training)

Social (S) CSR Units:

  • Health Clinics Franchise (medical camps, Ayurveda/homeopathy centers, mobile clinics)
  • Education Hubs Franchise (schools, vocational training, nursing, and pharmacy institutes)
  • Women & Child Empowerment Franchise (tailoring, embroidery training, SHGs, shelter homes)
  • Cultural Academies Franchise (music, dance, drama, fine arts)

Governance (G) CSR Units:

  • Compliance Dashboards Franchise (audit-ready records, donor transparency, blockchain documentation)
  • Funding Engines Franchise (benefit programs, donor pipelines, structured loan models)

Revenue streams include carbon credits, microenterprise income, ticketed cultural events, and CSR sponsorship frameworks. Each charitable initiative is structured to function as a measurable and auditable operational cell.

AI-Enabled Blockchain Monitoring Platform

To manage both franchise and charitable operations, Delper Ecom is deploying an AI-enabled blockchain platform. The AI layer supports predictive analytics, demand forecasting, performance monitoring, and compliance alerts. The blockchain layer maintains immutable records of donations, expenses, and project milestones, alongside smart contracts for milestone-based fund disbursement and tokenization of impact outputs such as carbon credits and training certifications.

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The integration layer incorporates IoT environmental sensors, mobile reporting applications, and centralized dashboards for trustees, corporates, and investors.

Leadership Perspective

“Our MVP is not just a financial structure; it is an onboarding model where advertising liquidity intersects with ESG stability. By rewarding families with essential goods and embedding structured compliance through our proposed ESG oversight partner, PwC, we aim to build a scalable and defensible marketplace,” says GK Bharta, Director of Delper Ecom Pvt Ltd. This statement gives a clear view about his leadership perspective.

About Delper Ecom Pvt Ltd

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Delper Ecom Pvt Ltd is a marketplace initiative focused on essential goods distribution through an advertisement-based grocery redemption system. The company operates within an ESG-aligned framework supported by reinvestment-based scaling and structured compliance mechanisms.

Contact

GK Bharta
info@delperecom.com
210/3, Liftix Coworks, 3rd Floor
Bellary Road, Sadashiv Nagar
Bangalore – 560003
Karnataka, India

Website: www.delperecom.com

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This article is a work of original content created for public relations and informational purposes only. It may be published across multiple digital platforms with the full knowledge and consent of the author/publisher. All images, logos, and referenced names are the property of their respective owners and used here solely for illustrative or informational purposes. Unauthorized reproduction, distribution, or modification of this article without prior written permission from the original publisher is strictly prohibited. Any resemblance to other content is purely coincidental or used under fair use policy with proper attribution.

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Sale of fast-growing group credit life cover could be hit

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Sale of fast-growing group credit life cover could be hit
RBI’s proposed tightening of rules to curb mis-selling of products, such as mutual funds or loan-linked insurance, by banks could slow the expansion of credit life insurance, a fast-growing segment tied closely to retail lending, experts said. This insurance segment, although nascent, already garners about ₹30,000 crore in premiums.

“The biggest impact will likely be on group credit life policies sold alongside retail loans,” a senior insurance executive said. “That’s where distribution practices will need to change.”

The draft guidelines prohibit banks from making the purchase of third-party products, including insurance, a prerequisite for sanctioning loans. RBI said banks “shall not bundle the sale of any third-party product or service with any of its own.”
The move targets concerns that bundling add-on products during the onboarding process may mislead customers. The change could hit credit life policies, which cover outstanding loans in the event of a borrower’s death. These policies, sold as group contracts by lenders but covering individuals, have grown rapidly alongside home and retail loan growth and now account for about ₹30,000 crore annually.
India’s life insurance industry generated ₹8.86 lakh crore in premiums last year, including about ₹4 lakh crore from new business, of which ₹1.5-1.6 lakh crore came from retail and ₹2.5 lakh crore from group business. Credit life makes up roughly ₹30,000 crore of this.

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Dow Snaps 3-Day Record Streak After Jobs Report

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Stocks Little Changed After Fed Decision

The Dow Jones Industrial Average snapped its three-day streak of closing highs after the market’s initial rally following the January jobs report fizzled out.

The Dow fell 67 points, or 0.1%. The S&P 500 was flat. The Nasdaq Composite dropped 0.2%.

The yield on the 2-year Treasury note rose to 3.51%. The 10-year yield rose to 4.17%.

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Elon Musk slams Anthropic’s AI models as ‘misanthropic and evil’

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Elon Musk slams Anthropic's AI models as 'misanthropic and evil'

Elon Musk on Thursday slammed Anthropic, accusing the artificial intelligence (AI) company’s models of being “misanthropic and evil.”

Musk’s comments came in response to a post on X in which Anthropic — led by CEO and co-founder Dario Amodei and best known for its Claude family of large language models — announced it had closed a $30 billion funding round at a $380 billion post-money valuation. 

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In his reply, which drew at least 1 million views within hours, Musk alleged the company’s AI systems exhibit racial and demographic bias.

“Your AI hates Whites & Asians, especially Chinese, heterosexuals and men. This is misanthropic and evil,” Musk wrote. “Fix it.

NLRB DISMISSES SPACEX CASE OVER FIRED ENGINEERS, SIGNALS NO FUTURE ENFORCEMENT ACTION: REPORT

Elon Musk at World Economic forum

SpaceX and Tesla CEO Elon Musk speaks during the World Economic Forum annual meeting in Davos Jan. 22, 2026. (Fabrice Coffrini/AFP via Getty Images / Getty Images)

“Frankly, I don’t think there is anything you can do to escape the inevitable irony of Anthropic ending up being Misanthropic. You were doomed to this fate when you chose your name. The Name of the Wind.”

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The Tesla CEO’s AI company, xAI, and its chatbot Grok compete directly with Anthropic’s Claude models.

Musk has previously been critical of Anthropic, including after reports last month that Anthropic cut off xAI’s access to Claude models, according to The Economic Times.

ELON MUSK CALLS POLICE RAID ON X OFFICES A ‘POLITICAL ATTACK’ AMID FRENCH CRIMINAL PROBE

Smartphone AI applications

A smartphone screen shows a folder containing AI applications Claude, ChatGPT, Gemini, Perplexity, Grok, Copilot and DeepSeek.  (Samuel Boivin/NurPhoto via Getty Images / Getty Images)

“Not quite on programming, but it will excel in other areas. Anthropic has done something special with coding,” Musk wrote on X Jan. 15. “It was a helpful motivator that they cut us off [xAI] and not good for their karma.”

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In a Jan. 30 post on X, Musk appeared to similarly mock Anthropic’s name.

“Always worth remembering that fate loves irony. The most ironic outcome for a company named [Anthropic] would be that it is the most misanthropic!”

Anthropic’s latest funding round ranks among the largest private tech fundraising rounds to date, second only to OpenAI, according to CNBC

SPACEX ACQUIRES XAI IN RECORD-SETTING DEAL VALUED AT OVER $1T

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Claude Anthropic's AI logo

The logo of Anthropic’s AI chatbot Claude displayed on a smartphone. (Davide Bonaldo/SOPA Images/LightRocket via Getty Images / Getty Images)

Musk is similarly engaged in an ongoing feud with OpenAI CEO Sam Altman. The two traded barbs on X last month after Musk responded to a post alleging that OpenAI’s ChatGPT had been linked to multiple deaths, Business Insider reported.

“Don’t let your loved ones use ChatGPT,” Musk wrote.

Altman pushed back, taking aim at Tesla’s Autopilot technology.

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Musk, Altman and Anthropic could not be immediately reached by FOX Business for comment.

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Cochlear Limited (CHEOY) Q2 2026 Earnings Call Transcript

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OneWater Marine Inc. (ONEW) Q1 2026 Earnings Call Transcript

Cochlear Limited (CHEOY) Q2 2026 Earnings Call February 12, 2026 6:00 PM EST

Company Participants

Dig Howitt – CEO, MD, President & Executive Director
Sarah Thom – Chief Financial Officer

Conference Call Participants

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David Low – UBS Investment Bank, Research Division
Andrew Goodsall – MST Financial Services Pty Limited, Research Division
Davinthra Thillainathan – Goldman Sachs Group, Inc., Research Division
David Stanton – Jefferies LLC, Research Division
Saul Hadassin – Barrenjoey Markets Pty Limited, Research Division
Steven Wheen – Jarden Limited, Research Division
David Bailey – Morgan Stanley, Research Division
Craig Wong-Pan – RBC Capital Markets, Research Division
Sacha Krien
Lyanne Harrison – BofA Securities, Research Division
Laura Sutcliffe – Citigroup Inc., Research Division
Christine Trinh – Macquarie Research

Presentation

Operator

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Thank you for standing by, and welcome to the Cochlear Limited HY ’26 Results Analyst and Media Briefing. [Operator Instructions] I would now like to turn the conference over to Mr. Dig Howitt, CEO and President. Please go ahead.

Dig Howitt
CEO, MD, President & Executive Director

Hi, everyone. Thanks for joining us today for our first half results announcement. So let me get started and said we’ll do a presentation upfront and then open for questions. We always do like to start with our mission and particularly this half where we’ve been very focused on the launch of Nexa, which is the core of our mission of getting people here and be heard and some highlights of being able to talk to professionals about their excitement around the technology in Nexa and what that brings for the future and to be able to meet a bunch of recipients who have — excited by the technology and be able to benefit from features like Smart Sync.

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Let’s get into the result. So the — as I said that this year — this half is really all about Nexa. And certainly a big undertaking sort of

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IT stocks go into a tailspin as US data adds to AI disruption

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IT stocks go into a tailspin as US data adds to AI disruption
Mumbai: Indian software services stocks cracked under a fresh bout of selling on Thursday, with the Nifty IT index tumbling more than 5% for the second time in less than 10 days as the unexpectedly strong US jobs data for January added to existing concerns over AI’s impact on the sector. The NSE’s IT benchmark fell 5.5% – closing at a 10-month low, with all 10 constituents ending between 4% and 7% lower. Coforge slid 6.6%, followed by Tech Mahindra, Oracle Financial Services Software, LTIMindtree and Infosys, which fell 6-6.4%. Thursday’s sell-off wiped out ₹1.56 lakh crore from the Nifty IT index.

US job data growth rose in January, signalling a strong labour market that could deter the Federal Reserve from cutting interest rates. Lower interest rates are expected to boost demand. But investors’ main concern about the prospects of IT companies remains the advancement of AI technologies.

“Rapid developments in AI have created uncertainty among investors, which is weighing on sentiment for traditional IT stocks,” said Sumit Pokharna, vice-president, Fundamental Research at Kotak Securities.

The index had dropped 5.9% on February 4 after San Francisco-based AI company Anthropic announced Claude Cowork, an open-source plugin designed to automate tasks across legal, sales, marketing and data analysis. That fall erased ₹1.9 lakh crore in market value from the Indian IT pack on a single day.

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Vikas Gupta, CEO at OmniScience Capital, said the industry has long understood AI’s productivity potential, but Anthropic’s latest announcement has highlighted its disruptive impact for stock-market investors, triggering fresh fears.


Gupta said even as demand for digital services rises and AI investments may reach $2-3 trillion over the next five years, IT services are unlikely to be disrupted overnight. “We expect IT companies to now pivot towards enabling AI adoption for non-tech companies. But this transition may take time, keeping growth uncertain,” he said.

Screenshot 2026-02-13 053659Agencies

Valuations: No Comfort
Gupta said Indian IT stocks were trading at premium valuations of 20-30 times price-to-earnings (P/E) despite near-term revenue growth expectations of just 2-4%.
“Even after this correction, we remain cautious until valuations in the sector become more attractive,” he said. Pokharna said while valuations have moderated, he sees scope for better entry points in the near term and remains optimistic on the sector’s medium- to long-term prospects.

“We believe the recent sell-off may be somewhat overdone, as not all expectations from new technologies materialise immediately, and Indian IT companies are likely to adapt over time,” he said. Most large- and mid-cap IT stocks have seen a build-up of bearish positions amid the recent sell-off, said Rajesh Palviya, head of technical and derivatives research at Axis Securities. Now, the Nifty IT index, which closed at 33,160 on Thursday, is near a key support zone.

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AI-led selloff weighs on markets, but earnings revival could shift mood: Vinit Sambre

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AI-led selloff weighs on markets, but earnings revival could shift mood: Vinit Sambre
A week ago, sentiment on Dalal Street was upbeat. Trade progress with the US and EU, along with a largely acceptable Budget, had put markets on firm footing. But a sharp, AI-led global rally has since redirected flows, triggering a slide in domestic equities.

Vinit Sambre from DSP Mutual Fund believes the bigger picture remains constructive despite near-term volatility. “I am seeing a lot of improvement in domestic macros over the last year — interest rate cuts, GST benefits, income tax benefits and the US trade deal. A lot of the macros are now falling in place,” he said, adding that earnings downgrades appear largely behind us and valuations are becoming “more reasonable.”

The key missing piece, he argued, is earnings growth. “Growth is the most important ingredient. Nifty earnings have slowed from 18–19% to 7–8%, which has subdued sentiment. We need growth visibility to come back — that will be the trigger for markets to move upwards,” Sambre noted. He also pointed out that a stabilising rupee could help improve foreign investor sentiment.

Sectorally, banking could lead the recovery. “Banking was lacklustre for two years, but NIM pressures are reversing. If banks show 15–17% growth, that can be an important driver to overall earnings,” he said.

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On consumption, Sambre prefers discretionary over staples. “As income levels grow, people look beyond basic needs. I am more positive on consumer discretionary than FMCG,” he said, highlighting autos, hospitals, jewellery and insurance as pockets of strength. He expects white goods and consumer durables to gradually improve as well.


Healthcare continues to deliver steady growth, while IT remains in a transition phase. Though near-term uncertainties persist, he believes AI adoption could eventually create opportunities for Indian IT firms.
On valuations and downside risk, Sambre advised against obsessing over another 8–10% correction. “Valuations look reasonable after underperformance. More importantly, we need visible signs of business momentum picking up. Today, noise levels are high and there is overreaction,” he said. For now, markets are balancing improving domestic fundamentals against global AI-driven capital shifts. The next decisive move may hinge less on headlines and more on earnings delivering on promise.

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OAIC Launches Investigation on 2 Asia-Based Carmakers Over Data Harvesting Allegations

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Isaac Mehegan / Unsplash

The Office of the Australian Information Commissioner (OAIC) has launched formal investigations into two carmakers over allegations that their smart cars are illegally harvesting data.

OAIC has refused to name the carmakers. However, it did confirm that both are based in Asia.

OAIC Launches Investigation Into 2 Smart Car Makers

According to ACS, Australian Privacy Commissioner Carly Kind updated the senate regarding these investigations.

“We have open investigations against two separate entities,” Kind said to the senate. “We conducted further preliminary inquiries against two separate entities but did not decide to take them further.”

Senator Bridget McKenzie pressed Kind and asked if these car makers are based in China. However, the commissioner declined to confirm or deny.

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Kind Previously Raised Security Concerns

Multiple reports have noted that this is not the first time that Commissioner Kind has raised concerns about potential breaches of security involving smart cars.

In a speech at the University of New South Wales last year, Kind said that “By collecting so many data points, connected cars provide as many opportunities for malicious or rogue actors to access and misuse that information.”

WhichCar’s report also points out that the United States has previously already banned the sale of software and hardware from Chinese and Russian car makers due to concerns over privacy and national security.

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Why Some Restaurants Scale Fast and Others Stall The New Playbook for Profitable Growth

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Why Some Restaurants Scale Fast and Others Stall The New Playbook for Profitable Growth

Two restaurant brands can start with similar menus, similar demand, and similar ambition. One opens three new locations in a year, reaches profitability quickly, and builds regional coverage. The other signs a lease, spends heavily, and struggles to stabilize a single expansion. The difference is rarely food quality or brand appeal. It is structure.

One brand expands the way restaurants expanded twenty years ago. It commits to long leases. It builds for dine-in traffic first. It assumes volume will follow. The other brand treats growth as an operational problem to solve before money is spent. It designs for delivery demand, tests markets, and controls risk. That second approach is increasingly the one that scales.

The restaurant industry has entered a phase where growth is less about ambition and more about systems. Infrastructure, timing, and execution now determine outcomes. CloudKitchens has become a reference point in this shift because it reflects how modern operators think about expansion when profitability matters.

The Brand That Stalled

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The stalled brand usually follows a familiar pattern. A successful flagship location generates strong local demand. Encouraged by reviews and press, leadership decides to expand into a nearby city. The new location requires a traditional buildout. Capital goes toward real estate, construction, and front of house staffing.

The timeline stretches. Permitting delays push opening dates. Fixed costs accumulate before the first order is placed. When the doors finally open, volume ramps slowly. Delivery demand exists, but the location was designed primarily for foot traffic. Margins tighten under rent, labor, and utilities.

Management attention shifts from growth to damage control. Plans for additional locations pause. Expansion stalls not because the brand lacks demand, but because the structure absorbs too much risk upfront.

This story repeats often. It is not a failure of concept. It is a failure of cost structure and timing.

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The Brand That Scaled

The scaling brand approaches expansion differently. It assumes that delivery and off premise demand will drive early volume. Instead of committing to a full storefront, it launches in a delivery optimized kitchen. The goal is not brand visibility on a street corner. It is coverage and cash flow.

The new location goes live in weeks rather than months. Capital investment is lower. Fixed costs are controlled. Because there is no dining room, staffing stays lean. The brand reaches customers across a dense delivery radius immediately.

Break even arrives faster. In some cases, operators see profitability in months rather than years. With proof of demand and data to support it, leadership expands again. A second market opens. Then a third. Growth compounds because each unit carries less risk than the last.

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This is not luck. It is deliberate design.

Cost Structure Determines Speed

At the executive level, scaling is a math problem before it is a branding one. The faster a location reaches break even, the faster capital can be redeployed. Lower upfront costs reduce the consequences of mistakes. Variable costs create flexibility.

CloudKitchens plays a role here by removing several of the largest fixed expenses from expansion. Real estate is managed. Infrastructure is standardized. Operators do not pay to build dining rooms that do not drive delivery revenue.

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This cost structure changes decision making. Brands can test markets without betting the company. Underperforming locations can be adjusted or exited without catastrophic loss. High performing locations can be replicated quickly.

Profitability becomes a function of execution rather than survival.

Location Strategy Has Shifted

Traditional restaurant expansion prioritized visibility and foot traffic. Modern expansion prioritizes delivery density and coverage. The best location is no longer the busiest corner. It is the location that minimizes delivery time to the most customers.

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CloudKitchens facilities are positioned with this logic in mind. They sit in zones where demand already exists and where multiple neighborhoods can be served efficiently. For operators, this means each new kitchen expands reach rather than cannibalizing existing sales.

Multi market expansion becomes feasible because the playbook is consistent. A brand can enter new cities using the same operational model, supported by local data and infrastructure. Geographic growth no longer requires reinventing the wheel each time.

Technology Is No Longer Optional

Scaling restaurants at speed creates complexity. Orders increase. Platforms multiply. Data fragments. Without aggregation and visibility, mistakes rise with volume.

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Modern operators treat technology as a core operating system, not an add on. Order aggregation consolidates demand. Real time analytics reveal performance gaps. Prep times, order accuracy, and driver wait times become measurable rather than anecdotal.

CloudKitchens integrates these systems into daily operations. The result is not just convenience. It is control. Leaders can see how each location performs relative to others. Decisions about menus, staffing, and hours are grounded in data.

This level of insight allows brands to scale without losing consistency. It also supports faster course correction when something underperforms.

Support Infrastructure Reduces Risk

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One of the least discussed barriers to scaling is distraction. When operators spend time managing facilities, coordinating drivers, or solving maintenance issues, growth slows.

CloudKitchens removes much of that friction through on site support teams. Driver handoff, common area management, and logistics coordination are handled centrally. This allows restaurant staff to focus on food and throughput.

Risk management improves because fewer variables sit with the operator. Infrastructure failures are addressed without disrupting service. Compliance and sanitation standards are maintained consistently across locations.

For executives, this translates into predictability. Fewer surprises mean better forecasting. Better forecasting supports confident expansion.

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Margins Improve When Focus Sharpens

Margin improvement is rarely driven by a single factor. It emerges when waste is reduced across labor, real estate, and operations. Delivery optimized kitchens naturally eliminate several margin drains.

There is no front of house staff. There is no underutilized dining room during off peak hours. Labor aligns more closely with order volume. Packaging and prep are standardized for delivery rather than split between dine in and off premise needs.

Brands operating within CloudKitchens often see margin improvements because overhead shrinks while volume grows. Even with delivery platform fees, the overall economics can outperform traditional models when execution is tight.

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This margin discipline is what allows scaling brands to grow without sacrificing financial health.

The Ecosystem Advantage

Scaling successfully today requires more than a kitchen. It requires an ecosystem. Real estate, technology, logistics, and operational support must work together.

CloudKitchens functions as that ecosystem partner. It is not simply a space provider. It integrates infrastructure, data, and fulfillment into a single operating environment. This allows brands of different sizes to operate with capabilities once reserved for large chains.

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For emerging brands, this levels the field. For enterprise brands, it accelerates deployment. For both, it reduces risk.

How Modern Operators Think

The new playbook for restaurant growth is pragmatic. Leaders ask different questions. How fast can we test this market? What does break even look like? How do we exit if demand shifts? How do we replicate success without increasing complexity?

The answers increasingly point toward flexible infrastructure and delivery first design. Brands that scale fast understand that growth is not about more locations at any cost. It is about repeatable profitability.

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Restaurants that stall often have strong concepts trapped inside rigid structures. Restaurants that scale have systems built for adaptation.

The gap between the two continues to widen.

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