Business 2.1

Mainfreight 100-Year Plan

A long-term vision to build a business that lasts for 100 years rather than focusing on short-term profit. It involves reinvesting profits, promoting from within, protecting Mainfreight’s values and creating inter-generational wealth and opportunity.

Impact on business: Encourages long-term investment, employee loyalty and sustainable growth, but may reduce short-term profit by prioritising reinvestment.

Impact on strategic objectives: Supports long-term profitability, growth, employee development and maintaining Mainfreight’s culture.

Mainfreight Three Pillars

Mainfreight’s three pillars are Culture, Family and Philosophy. Culture is ‘Special People, Special Company’, Family focuses on promoting from within, and Philosophy is the 100-Year Plan.

Impact on business: Creates a consistent culture and strong employee loyalty, helping Mainfreight maintain its identity as it grows globally.

Impact on strategic objectives: Supports employee retention, sustainable growth, strong customer relationships and long-term profitability.

Mainfreight Services

Mainfreight provides Transport, Warehousing, and Air & Ocean services. Transport moves freight by road and rail, Warehousing stores products, and Air & Ocean provides global freight forwarding.

Impact on business: A broad range of services allows Mainfreight to meet more customer needs and generate revenue from multiple areas.

Impact on strategic objectives: Supports growth, increased market share, customer satisfaction and long-term profitability.

Mainfreight Culture

‘Special People, Special Company’ represents Mainfreight’s culture of hard work, ingenuity, loyalty, commitment, honesty and caring for one another.

Impact on business: A strong culture can increase employee motivation, loyalty and service quality, but maintaining it becomes more difficult as the business expands globally.

Impact on strategic objectives: Supports employee retention, customer satisfaction, reputation and long-term growth.

Mainfreight Organisational Structure

Mainfreight is a publicly listed global company with a Board of Directors and management structures within each country or region, including roles such as Country CEO, Transport Manager, Warehouse Manager, Sales Manager and Air & Ocean Manager.

Impact on business: Clear management responsibilities allow a large global organisation to coordinate operations and remain accountable.

Impact on strategic objectives: Supports efficient global operations, controlled growth and achievement of long-term profitability.

Mainfreight Expectations and Reporting

Mainfreight uses a fast, digital and transparent accounting and reporting system. Branches set expectations based on past performance, create profit pledges and use weekly ‘weeklies’ to compare performance. Impact on business: Transparency increases accountability and allows poor performance to be identified and corrected quickly. Impact on strategic objectives: Supports profitability, productivity, performance improvement and long-term growth.

Mainfreight Reward System

Mainfreight rewards branch performance through annual awards and a bonus pool of 10% of branch net profit, which can increase to 15% for exceptional performance. Impact on business: Financial and non-financial rewards can motivate employees to improve branch performance and productivity, although bonuses increase costs. Impact on strategic objectives: Supports profitability, employee motivation, productivity and retention.

Organisational Structure

How a business organises its employees. Key concepts include span of control, chain of command and subordinates.

Hierarchical Structure

A structure with many layers of management, a long chain of command and narrow spans of control. Impact on business: Provides clear accountability and promotion opportunities but can increase management costs and slow communication.

Flat Structure

A structure with few management layers and wide spans of control. Impact on business: Faster communication, greater employee involvement and lower management costs, but fewer promotion opportunities and possible power struggles.

Matrix Structure

A structure combining traditional departments with temporary or permanent project teams across functional areas. Impact on business: Allows businesses to use specialist skills and improve teamwork, but employees may face conflicting instructions from two managers.

Leader

A person who creates vision, inspires and motivates people, encourages innovation and influences others to achieve organisational goals.

Manager

A person responsible for planning, organising and controlling work, setting targets and monitoring performance.

Management

Formal roles within an organisation responsible for carrying out managerial responsibilities.

Functions of Management

The four main functions are planning, organising, leading and controlling.

Planning

Deciding what the business wants to achieve, how it will achieve its goals and what resources will be required. Used for preparing the business for future opportunities and threats. Impact on business: Provides direction and reduces uncertainty, but poor planning can result in wasted resources and low morale. Impact on strategic objectives: Supports achievement of business goals, long-term growth and profitability.

Organising

Managing people, resources and tasks so work can be completed efficiently. Used to allocate responsibilities, equipment and resources. Impact on business: Improves efficiency and coordination, reducing wasted resources and potential lost profit. Impact on strategic objectives: Supports productivity, profitability and achievement of organisational goals.

Leading

Motivating employees, communicating goals, encouraging teamwork and helping employees perform effectively. Used to provide employees with direction and motivation. Impact on business: Motivated employees can improve productivity, teamwork and customer service, while poor leadership can reduce morale. Impact on strategic objectives: Supports employee retention, productivity, customer satisfaction and profitability.

Controlling

Checking performance against goals and making improvements when necessary. Used to ensure resources and actions are achieving expected results. Impact on business: Identifies problems early and allows corrective action, improving efficiency and reducing waste. Impact on strategic objectives: Supports profitability, productivity and achievement of business goals.

Autocratic Management Style

‘Tells’. The manager makes most decisions, dictates actions and closely supervises employees. Used when quick decisions, strong control or clear instructions are required, such as emergencies or with inexperienced workers. Impact on business: Provides fast decisions and clear direction but can reduce creativity, motivation and employee involvement. Impact on strategic objectives: Can support short-term productivity and efficiency but may harm employee retention and long-term culture.

Democratic Management Style

‘Sells’. The manager involves employees in decision-making and encourages ideas, teamwork and communication. Used when employee input and buy-in are important. Impact on business: Improves motivation, creativity and communication but can slow decision-making and create conflict. Impact on strategic objectives: Supports employee engagement, innovation, productivity and long-term organisational culture.

Laissez-Faire Management Style

‘Leaves Alone’. Managers provide objectives and resources while employees decide how to complete their work with minimal supervision. Used with experienced, skilled and self-motivated employees. Impact on business: Encourages independence, creativity and innovation but can cause confusion and reduced productivity if employees lack experience or motivation. Impact on strategic objectives: Can support innovation, employee development and productivity when the workforce is highly capable.

Differences Between Management Styles

Autocratic management involves high control, democratic management involves employee participation, and laissez-faire management provides employees with high autonomy. The most suitable style depends on the situation and workforce.

Autocratic Leadership – More Appropriate

Autocratic leadership is most appropriate when quick decisions, strong control and clear instructions are required, such as emergencies, tight deadlines or inexperienced workers. Impact on business: Improves speed, efficiency and consistency when immediate action is needed. Impact on strategic objectives: Can support short-term productivity, safety and achievement of urgent business goals.

Autocratic Leadership – Inappropriate

Autocratic leadership can be inappropriate when employees are experienced or creative because they have little involvement in decisions. Impact on business: Can reduce motivation, morale, communication and employee creativity. Impact on strategic objectives: May negatively affect employee retention, innovation and long-term organisational culture.

Democratic Leadership – More Appropriate

Democratic leadership is most appropriate when employee ideas, participation and buy-in are important. Impact on business: Increases motivation, teamwork and communication while allowing employees to contribute useful ideas. Impact on strategic objectives: Supports employee engagement, innovation, productivity and long-term business performance.

Democratic Leadership – Inappropriate

Democratic leadership can be inappropriate when decisions need to be made quickly or during emergencies. Impact on business: Consultation can slow decisions and create conflict between different opinions. Impact on strategic objectives: May reduce short-term efficiency and make it harder to respond quickly to threats.

Laissez-Faire Leadership – More Appropriate

Laissez-faire leadership is most appropriate when employees are highly skilled, experienced and self-motivated. Impact on business: Increases independence, creativity, innovation and employee empowerment. Impact on strategic objectives: Supports employee development, innovation, motivation and productivity.

Laissez-Faire Leadership – Inappropriate

Laissez-faire leadership can be inappropriate when employees are inexperienced or unmotivated because they receive limited guidance. Impact on business: Can reduce productivity, communication and coordination and create confusion over responsibilities. Impact on strategic objectives: May prevent business goals from being achieved efficiently.

Difference Between a Leader and Manager

A leader influences and inspires people towards organisational goals, while a manager has formal authority and focuses on organising and controlling work. A person can be both a leader and a manager.

Effective Leader Characteristics

Effective leaders use qualities such as vision, charisma and communication to influence employees and stakeholders towards organisational objectives. Impact on business: Effective leadership can improve motivation, relationships, teamwork and performance. Impact on strategic objectives: Supports employee engagement, customer relationships, reputation and achievement of business goals.

Rangatiratanga

Rangatiratanga means exercising leadership, authority, guardianship and ownership rights. In business it involves strategic development, managing resources, relationships, problem solving, risk management and adapting to opportunities and threats. Impact on business: Encourages responsible leadership, effective decision-making and protection of resources and relationships. Impact on strategic objectives: Supports sustainable development, stakeholder relationships, risk management and long-term success.

Tino Rangatiratanga

Tino rangatiratanga means self-determination, ownership and active control. In business it involves individuals or groups taking responsibility for decisions, KPIs, mistakes and impacts on society or the environment. Impact on business: Encourages accountability, responsibility and employee empowerment. Impact on strategic objectives: Supports employee development, responsible decision-making and sustainable business performance.

Rangatiratanga and Democratic Leadership

Democratic leadership has the strongest connection to rangatiratanga because it involves shared decision-making, empowerment, respect and collective responsibility. Impact on business: Builds stronger relationships, motivation and teamwork through employee participation. Impact on strategic objectives: Supports employee engagement, productivity, culture and long-term organisational success.

Rangatiratanga and Autocratic Leadership

Autocratic leadership has a weaker connection to rangatiratanga because it focuses on strong direction and limited employee participation. Impact on business: Provides clear control but may reduce employee empowerment and participation.

Rangatiratanga and Laissez-Faire Leadership

Laissez-faire leadership links to rangatiratanga through trust, independence and empowerment, although democratic leadership has the strongest connection. Impact on business: Can encourage responsibility and independence among capable employees.

Policies

Clear statements explaining how an organisation should operate and what standards should be followed. Used to guide decision-making and ensure consistent business operations. Impact on business: Creates consistency and transparency, reducing uncertainty and improving decision-making. Impact on strategic objectives: Supports consistent operations, organisational culture and achievement of business goals.

Procedures

Detailed instructions explaining how a policy or task should be carried out. Used to ensure employees complete daily activities consistently and correctly. Impact on business: Reduces mistakes, inefficiency and uncertainty while improving consistency. Impact on strategic objectives: Supports productivity, quality, safety and customer satisfaction.

Difference Between Policies and Procedures

Policies explain what the standard should be and why, while procedures explain how the standard will be achieved.

Policies and Procedures

Policies provide business-wide guidelines and procedures provide the methods for carrying out daily activities. They are often contained in an Operations Manual or Staff Handbook. Impact on business: Creates consistency, efficiency and accountability across the organisation. Impact on strategic objectives: Supports operational efficiency, quality, compliance and achievement of organisational goals.

Importance of Policies

Policies guide managers and employees to make consistent decisions that align with company values, tikanga and strategic objectives. Used to make programmed decisions quicker and more consistent. Impact on business: Reduces uncertainty and improves consistency and transparency. Impact on strategic objectives: Supports organisational culture, efficiency and achievement of business goals.

Programmed Decisions

Decisions made regularly with a pre-defined outcome. Used when policies or procedures already provide the appropriate response.

Impact on business: Allows quick and consistent decisions, saving time and resources.

Non-Programmed Decisions

Decisions where the outcome is not pre-determined and requires judgement and analysis. Impact on business: Takes more time and resources but allows managers to respond to unique or complex situations.

Benefits of Policies for Staff and Managers

Policies ensure employees are treated consistently and clearly communicate organisational expectations. Impact on business: Improves fairness, transparency and stakeholder trust while creating a consistent customer experience. Impact on strategic objectives: Supports employee satisfaction, customer satisfaction and organisational culture.

Importance of Procedures

Procedures explain how employees and managers should complete daily tasks correctly. Impact on business: Improves consistency, efficiency and accountability while reducing mistakes. Impact on strategic objectives: Supports productivity, quality, safety and customer satisfaction.

Benefits of Procedures

Procedures provide clear instructions that protect health and safety, reduce mistakes and waste, protect assets and support legal compliance. Impact on business: Reduces operational risk, costs and disruptions while improving quality and safety. Impact on strategic objectives: Supports productivity, compliance, customer satisfaction and profitability.

Tikanga

Tikanga refers to the values, guidelines, rules, priorities and ways of doing business that frame an organisation’s operations. Examples include policies, procedures, values statements, governance, strategic planning and relationships between people.

Mainfreight Policies and Procedures Overview

Mainfreight uses policies to create consistent standards and procedures to explain how daily freight operations should be completed. Used to ensure branches across different countries operate safely, consistently and efficiently. Impact on business: Reduces risk and inconsistency while improving efficiency, safety and customer service. Impact on strategic objectives: Supports global growth, operational efficiency, customer satisfaction and profitability.

Mainfreight Tikanga and Culture

Mainfreight’s tikanga is based on commitment to people, long-term thinking, accountability, teamwork and customer service. Used to guide behaviour and decision-making across Mainfreight branches. Impact on business: Creates a consistent culture and strengthens employee and customer relationships. Impact on strategic objectives: Supports employee retention, customer satisfaction, reputation and long-term growth.

Mainfreight Code of Ethics and Conduct Policy

A policy establishing standards of honesty, integrity, fairness, professionalism and legal compliance for Mainfreight employees and managers. Used to guide ethical behaviour when dealing with customers, suppliers, colleagues and other stakeholders. Impact on business: Protects Mainfreight’s reputation and reduces the risk of fraud, misconduct and legal issues. Impact on strategic objectives: Supports stakeholder trust, reputation, customer loyalty and sustainable profitability.

Mainfreight Health and Safety Policy

A policy designed to provide a safe workplace through hazard identification, incident reporting, training and safe operating practices. Used to protect employees, contractors and visitors working around trucks, forklifts, warehouses and freight. Impact on business: Reduces injuries, disruptions, legal costs and lost productivity. Impact on strategic objectives: Supports employee wellbeing, productivity, legal compliance and long-term profitability.

Mainfreight Health and Safety – Forklift Safety

Forklift safety includes training and licensing, high-visibility vests, pre-use safety inspections and speed limits. Used to reduce the risk of forklift accidents and injuries. Impact on business: Reduces workplace injuries, equipment damage and operational disruptions. Impact on strategic objectives: Supports employee wellbeing, productivity, safety and legal compliance.

Mainfreight Health and Safety – Hazard Identification

Hazard identification involves identifying risks such as trip hazards, controlling or removing them and reporting incidents and near misses. Used to identify and reduce workplace risks before serious incidents occur. Impact on business: Reduces accidents, injuries and operational disruption. Impact on strategic objectives: Supports employee wellbeing, safety, productivity and compliance.

Mainfreight Health and Safety – Employee Wellbeing

Mainfreight supports employee wellbeing through measures such as an Employee Assistance Programme and flu vaccinations. Used to support employees’ physical and mental wellbeing. Impact on business: Healthier employees can have higher attendance, morale and productivity. Impact on strategic objectives: Supports employee retention, wellbeing, productivity and organisational culture.

Mainfreight Sustainability Policy

A policy focused on reducing Mainfreight’s environmental impact through waste reduction, energy efficiency, lower emissions and environmentally friendly technology. Used to guide environmentally sustainable business decisions. Impact on business: Can reduce environmental harm and operating costs while improving reputation, although sustainable technology requires investment. Impact on strategic objectives: Supports sustainability, reputation, customer loyalty, long-term growth and profitability.

Mainfreight Promotion from Within Policy

Mainfreight develops existing employees so they can progress into leadership rather than frequently recruiting managers externally. Used to develop employees and maintain Mainfreight’s culture and organisational knowledge. Impact on business: Increases loyalty and reduces recruitment, training and onboarding costs, but requires investment in employee development. Impact on strategic objectives: Supports employee retention, career development, culture and long-term profitability.

Mainfreight Freight Handling Procedures

Procedures explaining how freight should be received, labelled, stored, loaded, unloaded and transported. Used to ensure freight is handled safely, accurately and efficiently. Impact on business: Reduces damaged goods, delays, complaints and financial losses. Impact on strategic objectives: Supports customer satisfaction, operational efficiency, reputation and profitability.

Mainfreight Vehicle Inspection Procedures

Procedures requiring drivers to check vehicles for issues such as tyre, brake, light, mirror and load-security problems. Used to identify mechanical and safety issues before vehicles operate. Impact on business: Reduces breakdowns, accidents, repairs and delivery disruptions. Impact on strategic objectives: Supports safety, reliable customer service, productivity and profitability.

Mainfreight Customer Complaint Procedures

A process for listening to customers, recording complaints, investigating problems, resolving issues and following up. Used to respond consistently to dissatisfied customers. Impact on business: Protects reputation and increases the chance of retaining customers and repeat business. Impact on strategic objectives: Supports customer satisfaction, customer retention, reputation and revenue growth.

Mainfreight Hazard and Incident Reporting Procedure

A step-by-step process for identifying and controlling hazards, formally reporting incidents and investigating their causes. Used to identify workplace risks and prevent them from causing serious harm. Impact on business: Provides management with safety information and allows corrective action to reduce workplace risks. Impact on strategic objectives: Supports employee wellbeing, safety, productivity and legal compliance.

Mainfreight Hazard and Incident Reporting – Advantage

The procedure gives management real-time information about hazards and near misses. Impact on business: Allows Mainfreight to identify dangerous patterns and take preventative action before serious injuries occur. Impact on strategic objectives: Supports employee wellbeing, safety, productivity and long-term operational efficiency.

Mainfreight Hazard and Incident Reporting – Disadvantage

The procedure relies on employees reporting hazards and incidents accurately and consistently. Impact on business: Time pressures may cause under-reporting, leaving some risks unidentified and increasing the chance of future incidents.

Overall Importance of Mainfreight Policies and Procedures

Policies guide what employees should do while procedures explain how tasks should be completed. Used to create consistent standards across Mainfreight’s global operations. Impact on business: Improves consistency, safety, efficiency and accountability while reducing risk and mistakes. Impact on strategic objectives: Supports growth, profitability, customer satisfaction, employee wellbeing and operational excellence.

Financial Information

Information that helps a business understand its financial performance, financial position, cash situation and ability to meet objectives.

Expenses

Monies paid by a business to suppliers in return for goods or services.

Profit

The money left after expenses have been deducted from revenue. Profit = Revenue − Expenses.

Cash Flow

The movement of money into and out of a business. Positive cash flow occurs when cash inflows exceed cash outflows.

Liabilities

Monies, goods or services owed by a business to outside organisations or individuals.

Profit and Loss Statement

A financial statement showing revenue, expenses and profit over a specific period.

Statement of Financial Position

A financial statement showing a business’s assets, liabilities and equity at a specific point in time.

Statement of Cash Flows

A financial statement showing where cash was received and where cash was spent during a period.

Budget

A financial plan showing expected revenue and expenses for a future period. Used to plan and control business spending and income.

Revenue

Monies received by a business from trading activities.

Income Statement

A financial statement showing revenue, expenses and profit over a period of time. Used to assess business performance.

Balance Sheet

A financial statement showing assets, liabilities and equity at a specific point in time. Used to assess financial position and financial health.

Cash Flow Statement

A financial statement showing cash inflows and outflows over a period. Used to assess liquidity and the business’s ability to meet financial obligations.

Capital Expenditure (Capex)

Spending on long-term assets such as property, warehouses, vehicles or IT systems. Used to increase or maintain the business’s long-term productive capacity. Impact on business: Can improve capacity and efficiency but requires significant upfront investment. Impact on strategic objectives: Supports growth, productivity and long-term profitability.

Utilisation

How efficiently business assets such as trucks and warehouses are being used. Impact on business: Higher utilisation spreads fixed costs across more output and improves efficiency. Impact on strategic objectives: Supports productivity, profitability and efficient growth.

Working Capital

The funds available for daily operations, calculated as current assets minus current liabilities. Used to assess whether a business can meet its short-term financial obligations. Impact on business: Sufficient working capital supports smooth daily operations, while insufficient working capital can create cash shortages.

Dividend

A payment of profits made to shareholders. Impact on business: Provides shareholders with a return but reduces the amount of profit available for reinvestment.

Mainfreight Annual Results – Overview

Mainfreight reported strong revenue growth but lower profit margins due to competitive pressure and higher property costs. Australia became its largest profit contributor while New Zealand and the Americas faced challenges. Impact on business: Revenue growth strengthens the business, but lower margins indicate pressure on profitability. Impact on strategic objectives: Supports growth but highlights the need to improve profitability and efficiency.

Mainfreight Annual Results – Performance Summary

Mainfreight’s revenue increased by 11% and net profit increased by 31%, partly due to a tax adjustment. Freight volumes increased across sectors, while margins were pressured by cost inflation and lower freight rates. Cash flow improved. Impact on business: Stronger revenue and cash flow provide resources for continued investment despite margin pressure. Impact on strategic objectives: Supports growth, network expansion and long-term profitability.

Mainfreight Annual Results – Regional Insights

Mainfreight experienced different regional results, with Australia performing strongly while New Zealand, the Americas and Asia faced profit pressures. Europe improved profitability. Impact on business: Regional differences allow Mainfreight to identify where investment should be increased, reduced or reconsidered. Impact on strategic objectives: Supports profitable growth, efficient resource allocation and international expansion.

Mainfreight Financial Management

Operating cash flow improved from $505 million to $584 million, while capital expenditure focused on property and warehousing infrastructure. Dividends were maintained and future investment remained cautious. Impact on business: Stronger cash flow provides funding for investment and financial stability, while cautious investment reduces financial risk. Impact on strategic objectives: Supports long-term growth, financial resilience and profitability.

Mainfreight Financial Outlook

Mainfreight expects uncertainty from US tariffs but sees opportunities from supply chain diversification and remains confident in long-term growth. Impact on business: External uncertainty may increase costs and reduce demand, but supply chain changes create opportunities for new freight services. Impact on strategic objectives: Supports continued international growth and long-term profitability if opportunities are successfully captured.

Production

The process of converting inputs such as materials, labour and energy into outputs in the form of goods or services.

Job Production

A production process where individual or one-off products are made specifically for a customer or particular requirement.

Batch Production

A production process where products are made in groups or batches.

Flow Production

A production process where products continuously move from one stage of production to the next.

Economies of Scale

The cost advantages gained when a business increases its scale of production, reducing average or unit costs. Impact on business: Lower unit costs can increase profit margins or allow the business to offer more competitive prices. Impact on strategic objectives: Supports profitability, competitiveness, growth and increased market share.

Types of Economies of Scale

The main types are purchasing, financial, managerial, technical and marketing economies of scale. Impact on business: Larger businesses can reduce average costs through bulk purchasing, cheaper finance, specialist management, technology and spreading marketing costs. Impact on strategic objectives: Supports profitability, competitiveness and growth.

Diseconomies of Scale

Areas where increasing the size of a business causes average costs to increase. Impact on business: Communication problems, slower decisions and employee demotivation can reduce efficiency and increase costs. Impact on strategic objectives: Can reduce profitability, productivity and the ability to achieve growth effectively.

Productivity

The amount of output produced from a given amount of input. Productivity = Output ÷ Input. Impact on business: Higher productivity means resources are used more efficiently and can reduce unit costs. Impact on strategic objectives: Supports profitability, competitiveness, productivity and growth.

Increasing Productivity

Businesses can increase productivity through training, employee motivation, improved technology and more efficient management. Used to produce more output from the same or fewer inputs. Impact on business: Reduces unit costs and increases efficiency, although training and technology can require investment. Impact on strategic objectives: Supports profitability, productivity and competitiveness.

Capacity Utilisation

The percentage of total production capacity currently being used. Capacity utilisation = Actual Output ÷ Maximum Output × 100. Impact on business: Higher utilisation spreads fixed costs over more output, while low utilisation means resources may be underused. Impact on strategic objectives: Supports productivity, profitability and efficient use of resources.

Corporate Social Responsibility (CSR)

CSR involves a business taking responsibility for its impacts on employees, customers, communities, the environment and other stakeholders while following legal and ethical standards. Impact on business: Can improve reputation, employee loyalty and customer relationships but may increase short-term costs. Impact on strategic objectives: Supports reputation, customer loyalty, employee retention, sustainability and long-term profitability.

CSR Costs to the Business

Short-term CSR costs can include employee programmes, volunteering, sponsorships, donations and developing CSR strategies. Impact on business: Increases short-term expenses and may reduce available funds for other activities.

CSR Long-Term Effects

CSR can improve reputation, attract customers, motivate employees, reduce staff turnover and build community goodwill, although excessive CSR spending can divert resources from other business activities. Impact on business: Potential long-term revenue and cost benefits, but poor resource allocation can reduce profitability. Impact on strategic objectives: Supports customer loyalty, employee retention, reputation, sustainability and long-term profitability.

Philanthropy

Philanthropy involves giving resources to social or community causes without expecting a direct business return. It differs from CSR because CSR can be profit-driven while philanthropy is focused on giving without direct corporate gain.

Corporate Philanthropy / Corporate Giving

The donation of business profits or resources to non-profit organisations or community causes. This can include money, facilities, services, advertising or employee volunteering.