The company undergoes continuous internal surveillance and improvement cycles, coupled with external ISO audits and regular client audits. Inductions, ongoing audits, and contractor alignment form part of the broader approach—ensuring that safety expectations extend to subcontractors and suppliers as well. “Safety is a non-negotiable for us,” Holloway says.“It starts with leadership and runs through the whole business.” REBRANDING IN 2026: ONE NAME, ONE UNIFIED PLATFORM One of the most forward-looking signals in the interview is the planned rebrand in Q2 2026. The intent is to move away from two separate operating names and toward a single brand that reflects the full services portfolio across rail and non-rail environments. The rebrand is also coupled with a new website rollout, designed to better represent the business post-2023 ownership changes and align the market with how the company actually delivers today. For Holloway, it’s less about marketing polish and more about operational clarity—so clients, partners, and stakeholders can easily understand the company’s full breadth without assumptions tied to the word “rail” alone. A GROWTH PLAN BUILT ON PEOPLE, CAPABILITY, AND GEOGRAPHIC EXPANSION Looking ahead five to ten years, the vision is measured but clear: strengthen technical capability, continue Rosa Sukita, Finance Manager 61 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 GLOBAL RAIL AUSTRALIA AND GRA NETWORKS
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