performance, safety, and long-term success. “We don’t have a business without the people in the field,” Clark notes. “That’s something we’re very deliberate about.” As the next generation of leaders continues to emerge within the organisation, succession and legacy planning are increasingly important. Empowering younger team members and giving them a genuine stake in the company’s future is seen as critical to sustainable growth. LONG-STANDING SUPPLIER PARTNERSHIPS Operating in a close-knit market like Tasmania reinforces the importance of trust and loyalty. Oliver Kelly Group has built long-term relationships with key suppliers and subcontractors, many of whom have supported the business since its earliest days. From concrete and reinforcement suppliers to specialist civil product providers, these partnerships are treated as strategic assets. In many cases, the same suppliers have worked with the company continuously since 2011, underscoring a commitment 48 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
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