of electrical energy sites across Australia—work positioned around reducing carbon footprints and supporting modernized energy infrastructure SOCIAL RESPONSIBILITY BUILT INTO DELIVERY Across government contracting,“social responsibility” is increasingly a structured requirement, not a talking point—and Holloway is clear that his teams treat it seriously. Many contracts contain deliverables linked to supplier diversity, local procurement, and social outcomes. In practice, that includes working with Indigenousowned suppliers, supporting community initiatives, and ensuring equal opportunity employment policies are embedded across recruitment and workforce development. It also extends into apprenticeship pathways, including opportunities for young Australians and apprentices from Aboriginal backgrounds. As Holloway explains, the goal is not to tick boxes, but to build real capability and improve outcomes across the workforce and supply chain. The company also operates within Australia’s Industry Capability Network expectations, delivering local industry development plans and prioritizing Australian-based sourcing wherever possible—using international procurement only when materials or products are not manufactured domestically. SUPPLIER PARTNERSHIPS THAT FUNCTION LIKE AN EXTENSION OF THE TEAM One operational theme that comes through strongly is how the business views suppliers and subcontractors—not as third parties, but as part of the delivery ecosystem. With a workforce of approximately 100 people, Holloway estimates the broader operating model runs roughly 50/50 between in-house resources and long-term subcontractor/supplier partnerships.The Ivan Holloway, CEO Craig Gibson, Telco Manager 57 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 GLOBAL RAIL AUSTRALIA AND GRA NETWORKS
RkJQdWJsaXNoZXIy MTI5MjAx