The case describes revelations that the production of cocoa in the côte d'ivoire involved child slave labor. These stories hit cadbury especially hard. Cadbury's culture had been deeply rooted in the religious traditions of the company's founders, and the organization had paid close attention to the welfare of its workers and its sourcing practices. The us congress was considering legislation that would allow chocolate grown on certified plantations to be labeled "slave labor free," painting the rest of the industry in a bad light. Chocolate producers had asked for time to rectify the situation, but the extension they negotiated was running out. Students are asked whether cadbury should join with the industry to lobby for more time? What else could cadbury do to ensure its supply chain was ethically managed?
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Furthermore, Cadbury's culture had been deeply rooted in the religious traditions of the company's founders, and the organization had paid
cadbury must join the industry to bring some improvement in the industry such as the roles that managers assume to provide direction and supervision to both employees and the organisation as a whole. Cadbury would be able to empower employees by giving the employees more authority and responsibility over the way they perform their work activities. To create a highly trained and motivated workforce managers must establish HRM procedures that are legal, fair and do not discriminate against organisational members. Cadbury can increase its efficiency by reducing the quantity of resources used to produce goods and services. It can also increase its quality by improving the skills and abilities of the workforce.