Pittwater Life January 2024 Issue
LOCAL GUIDE: 193 THINGS TO DO 1991‘DEVELOPMENT ONSLAUGHT’ FEARS / BEACHES ACHIEVERS HOLIDAY CROSSWORD + PUZZLES / BARRENJOEY BOATSHED THE WAY WE WERE / HOT PROPERTY / SEEN... HEARD... ABSURD...
LOCAL GUIDE: 193 THINGS TO DO
1991‘DEVELOPMENT ONSLAUGHT’ FEARS / BEACHES ACHIEVERS
HOLIDAY CROSSWORD + PUZZLES / BARRENJOEY BOATSHED
THE WAY WE WERE / HOT PROPERTY / SEEN... HEARD... ABSURD...
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epeated at the following year’s<br />
AGM, it prepares the ground for<br />
a board spill.<br />
Another iconic Australian<br />
company to suffer a similar fate<br />
at its AGM was Qantas. Qantas<br />
copped a massive 83% vote<br />
against its remuneration report<br />
caused by their spat with the<br />
media and Federal government<br />
and the subsequent brand damage<br />
as former CEO Alan Joyce<br />
exited the company.<br />
Both Woolworths and Qantas<br />
also received criticism from a<br />
range of stakeholders for entering<br />
the ‘Voice’ debate as highprofile<br />
supporters of the ‘Yes’<br />
side. Of course, they weren’t<br />
alone and were joined in this endeavour<br />
by companies such as<br />
BHP, Rio and Wesfarmers who<br />
each contributed $2 million to<br />
the cause. It’s a tricky business<br />
for companies to pick sides in<br />
what is essentially a question of<br />
conscience with a binary win or<br />
lose outcome; you run the risk<br />
of upsetting a substantial portion<br />
of your customer base.<br />
Why spend millions on<br />
sponsorships, charities and<br />
causes? According to GivingLarge,<br />
a research provider<br />
in the area of corporate philanthropy<br />
(whose reports ironically<br />
are not free), the top 50 corporate<br />
philanthropists have for the<br />
first time topped $1.5 billion in<br />
donations.<br />
According to their report<br />
dated 30 November which<br />
also appeared in the AFR:<br />
“Woolworths says philanthropy<br />
is also a focus for directors.<br />
Woolworths recorded a near<br />
tripling of its giving program<br />
this year, to $122 million. ‘Our<br />
board takes a very keen interest<br />
in our philanthropic agenda<br />
as it is a key part of the wider<br />
group’s purpose, in which everyone<br />
at Woolworths Group has<br />
a part to play. Food relief activity<br />
is discussed regularly with<br />
the board,’ says Woolworths<br />
chief sustainability officer Alex<br />
Holt. Woolworths attributes the<br />
surge in giving mainly to the<br />
ability, for the first time, to accurately<br />
value the amount of<br />
food donated to its food rescue<br />
partners, such as OzHarvest,<br />
Foodbank and FareShare. The<br />
value of food donated accounted<br />
for $76 million of the increase,<br />
while the remainder came from<br />
a rise in financial contributions,<br />
Holt notes.”<br />
Elsewhere in the report there<br />
was insight into what moti-<br />
The Local Voice Since 1991<br />
vates some companies over<br />
and above the pure marketing<br />
effect: “The rise in corporate<br />
giving comes as surveys show<br />
younger employees increasingly<br />
want to work at companies<br />
whose values are aligned with<br />
theirs. [Our giving program] is...<br />
a retention tool.”<br />
So, it’s a feel-good factor for<br />
the staff and management. Putting<br />
some humanity over the<br />
top of the cold corporate bones,<br />
so to speak. The only problem,<br />
and it was a big problem for<br />
both Woolworths and Qantas,<br />
is that all the causes, philanthropic<br />
endeavours and corporate<br />
giving are worth nothing to<br />
your brand when you are vulnerable<br />
to claims that you have<br />
been diddling your suppliers,<br />
staff and customers for years.<br />
Eventually, the public does<br />
get around to seeing these feelgood<br />
efforts by big companies<br />
behaving badly for what they<br />
are worth and that’s very little<br />
unless you happen to be the<br />
direct beneficiary of the donation<br />
or cause.<br />
Unless they are very large,<br />
shareholders – ultimate owners<br />
of the business – have little or<br />
no access to management or<br />
directors of corporations. In<br />
the main they must resort to<br />
the angry email or voting at<br />
the annual general meeting. If<br />
last year was anything to go<br />
by the scorecard for corporate<br />
Australia this reporting season<br />
was bad, as Sumeyya Ilanbey<br />
noted in The SMH on 15 December:<br />
“Australian investors have<br />
made history this year, issuing<br />
a strike against the remuneration<br />
reports of 32 companies,<br />
the highest ever backlash. They<br />
didn’t believe the performance<br />
of companies they had invested<br />
in justified the exorbitant wages<br />
and bonuses of executives.”<br />
Brian Hrnjak B Bus CPA (FPS) is<br />
a Director of GHR Accounting<br />
Group Pty Ltd, Certified Practising<br />
Accountants. Office: Suite 12,<br />
Ground Floor, 20 Bungan Street<br />
Mona Vale NSW.<br />
Phone: 02 9979-4300.<br />
Web: ghr.com.au and altre.com.au<br />
Email: brian@ghr.com.au<br />
These comments are general<br />
advice only and are not intended as<br />
a substitute for professional advice.<br />
This article is not an offer or<br />
recommendation of any securities<br />
or other financial products offered<br />
by any company or person.<br />
JANUARY <strong>2024</strong> 59<br />
Business <strong>Life</strong>