Employee Code of Conduct
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The document discusses Cadbury, a leading global confectionery company. It outlines Cadbury's portfolio of chocolate, gum and candy brands. The document also provides a SWOT analysis of Cadbury and discusses its strategic transformation focusing on performance, culture and becoming the world's biggest and best confectionery company. It then summarizes Cadbury's employee policies, diversity initiatives and whistleblowing policy.
Employee Code of Conduct
- 1. EMPLOYEES CODE OF CONDUCT By: Sreemoy Das
- 2. THE BUSINESS LINE …. American daily newspaper founded in 1851|published in New York City. Largest metropolitan newspaper in the United States. The New York Times Company, which publishes 18 other newspapers, International Herald Tribune , The Boston Globe. Revenues US$3.2 billion (2007) The Times has won 101 Pulitzer Prizes, the most of any news organization. Its website is one of the most popular, receiving over 14 million visitors in August 2008.
- 3. More than 10,00,000 loyal subscribers The New York Times print edition reaches 10.3 million readers each weekday and 14.2 million on Sunday Online Business(rank#10) has grown .Major Competition with News Corp and Time Warner Online Venture for optimizing search – About.com Internet Revenue as % of Total Company Revenue Over US$500M in Acquisitions since 2005 - 12% 10% 10% 8% 8% 6% 6% 4% 4% 2% 0% 2004 2005 2006 2007 Source: Nielsen Online January 2008
- 4. SWOT Strengths Diversified media company in the business of newspapers, internet and radio broadcasting Educated, Affluent and influential audience Credibility and high quality content Powerful and trusted brand image Development of new digital products Weakness Complexity to manage Diverse set of business Opportunities Scope TV broadcasting Threats Competitors: Daily News, Gannett and News Corp Balancing Advertisement and cost cutting
- 6. New York Times: Performance Analysis •50% Market Share •3rd Largest Circulation (1.03 million copies) •Primary source of Revenue: Advertising •Revenue (2008): US $2.9 billion (-7.7%) •Decrease in Advertising Revenue: 13.1% •Print Advertising: -16.7% •Online Advertising: 8.7% •Increase in Circulation: 2.3% •Net Loss: US $57.8 million •9.5% Job Cuts Announced and Implemented
- 7. Strategic Decisions by Top Management •Closed City & Suburban in January 2009 •Announced creation of quadrant ONE, an online sales organization for national advertisers, together with rivals Gannett & Hearst Corp and Tribune Company •Announced plans to sell Broadcast Media Group. Sold for $575 million in May 2007 •Acquired About.com for $410 million in March 2005 •Acquired minority interest in Boston Red Sox
- 8. KPI •Circulations: Effected by circulation and readership levels. The company has increased the circulation rates by 6% to override economic slowdown •Ad Sales: Declining ad revenues has forced company to reduce operating expenses by 4.7% •High Quality Content: The company has won 115 Pulitzer awards for its quality produced work. •New York Times alone has bagged 98 Pulitzers The company has started developing non-news assets such as travel and style
- 9. MAJOR POLICIES Pursuing the NEWS Personal relations with sources Obeying the law in pursuit of the news Accepting hospitality from sources Dealing with the competition Obligation to the Times Speaking for the Times Participation in Public Life Voting campaigns and public issues Community Services Dealing with outside contributors Book, Movies, Reprints and copy rights Appearing on broadcast media Rules for specialized departments
- 10. WHISTLE BLOWING POLICIES Reporting of Violations Operating unit president/chief executive officer Call the Immediate Supervisor or Legal Department Call Direct Hotline Number Email Anti-retaliation law for the whistle blower prohibits discrimination, harassment or retaliation against any employee who provides information or assists in investigation Violations and Penalties : False report - Termination from Job Supervisor who endorses, fails to prevent or report a violation.
- 12. • Leading global confectionery company • Portfolio of chocolate, gum and candy brands • Brands include Dairy Milk, Trident and Halls • Present in 60 countries • Some of the competitors are Nestle, Lindt and Mars. • Tagline ‘Creating Brands People Love’
- 13. SWOT Strengths: Weakness: •Strong Leadership position in •Lack of new launches in confectionery markets chocolates segment •Global Presence-9.2% share of the global confectionary market •Good Product Mix •Strong brands like Dairy Milk, Éclairs Opportunities: Threats: •New markets :Enough Countries and •Social changes :Growing Health markets yet to be penetrated Concerns •Green & Black chocolate range •Stiff competition opportunity •Retailer Pressure
- 14. Strategic Transformation and Culture • Transformation into a full fledged confectionery company • Simplified category-led business model to strengthen in- market execution and growth opportunities • Vision : Be the worlds BIGGEST and BEST confectionary company • Objective: To deliver superior share owner returns • Culture : Performance Driven Values Led • Purpose :Creating Brands People Love
- 15. Performance of Cadbury • Revenue growth 7% • Operating margin 11.9% • EPS growth 16%
- 16. Cadbury-Employee Policies • Success relies on the people. • The 'people' practices are guided by key values, which are to be open and honest, to act with complete integrity and to provide quality in products and services.
- 17. Cadbury-Employee Policies • Promotes diversity & opportunity • Encourages consultation & dialogue • Provides leading-edge rewards & recognition for leading-edge performance • Encourages and invests in employee development and training • Provides a healthy and safe working environment
- 18. Whistle Blowing Policy • ‘Speaking Up’- Helpline • Designed to control unethical procedures, conflicts of interest and fraud. • Cadbury staff are always encouraged to use the helpline if they have concerns about possible compliance problems occurring anywhere within the company.
- 19. Whistle Blowing • Cadbury Nigeria-rare example of good corporate governance unlike Enron and Arthur Anderson • Overstatement in company’s current and previous years’ accounts • With that discovery, the board ordered the managing director, Mr. Bunmi Oni, to proceed on leave and invited a firm of independent auditors to go through the accounts • Moreover, the board promptly informed stock market regulators of the development and took newspaper advertisements to inform its stakeholders and the public of the over-stated accounts and the action it is taking on the issue