b'CHAPTER 07BUILDING THE CULTURE | 97A FAMILY BUSINESSAndy Kennard has always held a clear vision his business. Although there were discussions over the years about whether to changeFAMILY OUTINGSthe structure of the businessto float or to franchise, for exampleAndy never really entertained the idea of changing the status of Kennards Hire as a private, family-owned business. Even amidIn 1998, the company began a tradition of family great change and expansion, Kennards Hire remained loyal to thefun days. On this eagerly anticipated day, families principles upon which it was founded. of employees are treated to outings such as the zoo, circus, beach, movies, aquarium or a theme park. Andy Fewer reporting obligations and lower expenses meant thatspeaks fondly of the chance to spend quality time with remaining private was an attractive option. Franchising was too greatfamilies, where parents and children could participate a risk to the Kennards Hire brand. As a family-owned business, it wasin activities together. For him, what matters most is less vulnerable to the whims of the stock market, and the Kennardthat the companys employees are able to enjoy family family could focus on their long-term goals without fretting overtime together.daily pressures from the ASX. To Andy, it was most important to uphold the companys culture, identity and reputation. The Kennard family has a special reward for employees who have been with the company for ten years or more. Two holiday apartments on the Gold Coast are available to these individuals free of charge as a gesture of appreciation for their loyalty and hard work.The Kennard family could focus on their long-term goalswithout fretting over daily pressures from the ASX. To Andy, it was most important to uphold the companys culture, identity and reputation.'