Case Study-Cadbury in Egypt
Cadbury Schweppes is a company that makes responsibility for realization of the company’s vision and strategy that of the top management. Championing CSR requires leadership both internally within their own organisation and externally where their history and heritage, combined with their strong market position, means that they are well placed to offer that leadership.
The Board Corporate and Social Responsibility Committee address all key aspects of CSR. It has been chaired since its inception by Baroness Wilcox, one of the non-executive directors.
CSR issues also regularly feature on the agenda of the Chief Executive’s Committee (CEC) and the Board. Senior steering and working groups oversee and review progress. At a Group level, these groups are:
♥ Food Issues Strategy Group and Food Issues Strategy into Action Group
♥ Environment Health & Safety Steering Group
♥ Human Rights & Ethical Trading Working Group
♥ Diversity & Inclusiveness Leadership Team
♥ The Cadbury Schweppes Foundation (which reviews corporate giving)
♥ Compliance Steering Group
When, at the end of 2002, Cadbury Schweppes embarked on a series of changes to transform its business, its share price fell to a five-year low within a few months. The company had to adjust to the appointment of a new CEO, a $4.2 billion acquisition involving a 25% increase in headcount and sweeping cultural changes to meet ambitious financial targets.
The HR team, led by chief HR officer Bob Stack, devised a new, globally led but regionally managed business structure that aimed to align employees behind the organisation's goals.
Employee commitment was key, with Cadbury Schweppes staff required to undergo a drastic change. To communicate this, HR devised 'Working Better Together' - a programme that identified five key areas for change and linked them in a holistic way so employees could better understand them.
The biggest challenge was to evolve historic pockets of excellence into a global culture. Key to
The Board Corporate and Social Responsibility Committee address all key aspects of CSR. It has been chaired since its inception by Baroness Wilcox, one of the non-executive directors.
CSR issues also regularly feature on the agenda of the Chief Executive’s Committee (CEC) and the Board. Senior steering and working groups oversee and review progress. At a Group level, these groups are:
♥ Food Issues Strategy Group and Food Issues Strategy into Action Group
♥ Environment Health & Safety Steering Group
♥ Human Rights & Ethical Trading Working Group
♥ Diversity & Inclusiveness Leadership Team
♥ The Cadbury Schweppes Foundation (which reviews corporate giving)
♥ Compliance Steering Group
When, at the end of 2002, Cadbury Schweppes embarked on a series of changes to transform its business, its share price fell to a five-year low within a few months. The company had to adjust to the appointment of a new CEO, a $4.2 billion acquisition involving a 25% increase in headcount and sweeping cultural changes to meet ambitious financial targets.
The HR team, led by chief HR officer Bob Stack, devised a new, globally led but regionally managed business structure that aimed to align employees behind the organisation's goals.
Employee commitment was key, with Cadbury Schweppes staff required to undergo a drastic change. To communicate this, HR devised 'Working Better Together' - a programme that identified five key areas for change and linked them in a holistic way so employees could better understand them.
The biggest challenge was to evolve historic pockets of excellence into a global culture. Key to