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ANSWER 1

RATAN TATA
Ratan Tata is presently the Chairman of Tata Sons, the holding company of the Tata
Group. Ratan Naval Tata is also the Chairman of the major Tata companies such as
Tata Steel, Tata Motors, Tata Power, Tata Consultancy Services, Tata Tea, Tata
Chemicals, Indian Hotels and Tata Teleservices. He has taken Tata Group to new
heights and under his leadership Group's revenues have grown manifold.

Ratan Tata became the Chairman of the Tata Group in 1981 after serving as Chairman
in charge of the Nelco division of the group. Tata is India's largest conglomerate and
includes the brands Tata Motors, Tata Steel, Tata Power, Indian Hotels, as well as other
brands labeled under the Tata name.

Ratan Tata was born on December 28, 1937 in Mumbai, India in one of the richest
families in the country. His great grandfather, Jamsedji Tata, was the founder of the
Tata group and passed the power and inheritance down to his family. Ratan Tata grew
up in a broken household, however, after his parents split in the mid-1940s and he and
his brother were raised by their grandmother, Lady Navajbai.

Tata was a good student and studied hard at the Campion School in Mumbai followed
by studies in architecture and structural engineering at Cornell University. He graduated
with his bachelors degree in 1962 and joined the Tata Group in December of that same
year. Tata's first job with the Group involved working with the Tata Steel division where
he worked with the blue-collar employees shoveling stone and working with the
furnaces.

Although this original job was physically difficult, it helped Ratan Tata gain a better
understanding and appreciation for the business and he gradually began taking on more
responsibility. In 1971, Tata became Director-in-Charge of the National Radio &
Electronics Company Limited (Nelco) in order to help its struggling finances. Ratan Tata
helped build a better consumer electronics division but the economic recession and
union strikes prevented his vision from taking hold.

Tata was eventually moved to Empress Mills in 1977, a struggling textile mill within the
Tata Group. Ratan Tata renewed the vision for the mill but the larger Tata Group was
not in agreement with his advice. Instead, the mill was shut down and liquidated in
1986, to Tata's disappointment, and he was moved to the Tata Industries, another
holding company.
With Tata Industries, Ratan Tata was able to transform the management and vision of
the division and bring in significantly larger dividends. This renewed financial success
helped bring the Tata Group to the New York Stock Exchange and gave the company
even more international power and prestige. Ratan Tata continued to acquire different
industries for the Tata Group, eventually purchasing the steel an aluminum producer,
Corus Group as well as Jaguar and Land Rover brands from the Ford Company.

Ratan Tata was honored with Padma Bhushan, one of the highest civilian awards in
2000. He was also conferred an honorary doctorate in business administration by Ohio
State University, an honorary doctorate in technology by the Asian Institute of
Technology, Bangkok, and an honorary doctorate in science by the University of
Warwick.

MAHATMA GANDHI
Mahatma Gandhi popularly known as Father of Nation played a stellar role in India's
freedom struggle. Born in a Bania family in Kathiawar, Gujarat, his real name was
Mohandas Karamchand Gandhi (M.K. Gandhi). The title Mahatma came to be
associated with his name much later. Before Gandhiji's arrival on the Indian political
scene, freedom struggle was limited only to the intelligentsia. Mahatma Gandhi's main
contribution lay in the fact that he bridged the gulf between the intelligentsia and the
masses and widened the concept of Swaraj to include almost every aspect of social and
moral regeneration. Paying tribute to Mahatma Gandhi on his death, famous scientist
Albert Einstein said, "Generations to come will scarce believe that such a man as this
walked the earth in flesh and blood".

Mohandas Karamchand Gandhi was born on October 2, 1869, at Porbandar, a small


town on the western coast of India, which was then one of the many tiny states in
Kathiawar. Gandhiji was born in middle class family of Vaishya caste. His father,
Karamchand Gandhi, was a Dewan or Prime Minister of Porbandar. His mother,
Putlibai, was a very religious lady and left a deep impression on Gandhiji's mind.
Gandhiji was a mediocre student and was excessively shy and timid.

Gandhiji was truthful in his conduct right from the childhood. There is a very famous
incident in this regard. A British school inspector once came to Gandhiji's school and set
a spelling test. Gandhiji spelled all the words correctly except kettle. The class teacher
noticed the mistake and gestured Gandhiji to copy the correct spelling from the boy
sitting next to him. Gandhiji refused to take the hint and was later scolded for his
"stupidity".

Gandhiji was married at the age of thirteen to Kasturbai. He was in high school at that
time. Later on in his life, Gandhiji denounced the custom of child marriage and termed it
as cruel. After matriculating from the high school, Gandhiji joined the Samaldas College
in Bhavnagar. After the death of Gandhiji's father in 1885, a family suggested that if
Gandhiji hoped to take his father's place in the state service he had better become a
barrister which he could do in England in three years. Gandhi welcomed the idea but his
mother was objected to the idea of going abroad. To win his mother's approval Gandhiji
took a solemn vow not to touch wine, women and meat and remained true to it
throughout his stay in England.

Gandhiji sailed for England on September 4, 1888. Initially he had difficulty in adjusting
to English customs and weather but soon he overcame it. Gandhiji completed his Law
degree in 1891 and returned to India. He decided to set up legal practice in Bombay but
couldn't establish himself. Gandhiji returned to Rajkot but here also he could not make
much headway. At this time Gandhiji received an offer from Dada Abdulla & Co. to
proceed to South Africa on their behalf to instruct their counsel in a lawsuit. Gandhiji
jumped at the idea and sailed for South Africa in April 1893.

It was in South Africa that Gandhiji's transformation from Mohandas to Mahatma took
place. Gandhiji landed at Durban and soon he realized the oppressive atmosphere of
racial snobbishness against Indians who were settled in South Africa in large numbers.
After about a week's stay in Durban Gandhiji left for Pretoria, the capital of the
Transvaal, in connection with a lawsuit. When the train reached Pietermaritzburg, the
capital of Natal, at about 9 p.m. a white passenger who boarded the train objected to
the presence of a "coloured" man in the compartment and Gandhji was ordered by a
railway official to shift to a third class. When he refused to do so, a constable pushed
him out and his luggage was taken away by the railway authorities. It was winter and
bitterly cold. This incident changed Gandhiji's life forever. He decided to fight for the
rights of Indians. Gandhiji organised the Indian community in South Africa and asked
them to forget all distinctions of religion and caste. He suggested the formation of an
association to look after the Indian settlers and offered his free time and services.

During his stay in South Africa, Gandhiji's life underwent a change and he developed
most of his political ideas. Gandhiji decided to dedicate himself completely to the
service of humanity. He realized that absolute continence or brahmacharya was
indispensable for the purpose as one could not live both after the flesh and the spirit. In
1906, Gandhiji took a vow of absolute continence. In the course of his struggle in South
Africa, Gandhiji, developed the concepts of Ahimsa (non-violence) and Satyagraha
(holding fast to truth or firmness in a righteous cause). Gandhiji's struggle bore fruit and
in 1914 in an agreement between Gandhiji and South African Government, the main
Indian demands were conceded.

Gandhiji returned to India in 1915 and on the advice of his political guru Gopal Krishna
Gokhale, spent the first year touring throughout the country to know the real India. After
an year of wandering, Gandhiji settled down on the bank of the river Sabarmati, on the
outskirts of Ahmedabad, where he founded an ashram called Satyagraha Ashram.
Gandhiji's first satyagraha in India was in Champaran, in Bihar, where he went in 1917
at the request of a poor peasants to inquire into the grievances of the much exploited
peasants of that district, who were compelled by British indigo planters to grow indigo
on 15 percent of their land and part with the whole crop for rent. Gandhiji's Satyagraha
forced British government to set up a inquiry into the condition of tenant farmers. The
report of the committee of which Gandhi was a member went in favour of the tenant
farmers. The success of his first experiment in satyagraha in India greatly enhanced
Gandhiji's reputation in the country.

In 1921, Gandhji gave the call for Non-cooperation movement against the ills of British
rule. Gandhiji's call roused the sleeping nation. Many Indians renounced their titles and
honours, lawyers gave up their practice, and students left colleges and schools. Non-
cooperation movement also brought women into the domain of freedom struggle for the
first time. Non-cooperation movement severely jolted the British government. But the
movement ended in an anti-climax in February 1922. An outbreak of mob violence in
Chauri Chaura so shocked and pained Gandhi that he refused to continue the campaign
and undertook a fast for five days to atone for a crime committed by others in a state of
mob hysteria.

Gandhiji was sentenced to six years imprisonment but was released in 1924 on medical
grounds. For the next five years Gandhi seemingly retired from active agitational politics
and devoted himself to the propagation of what he regarded as the basic national
needs, namely, Hindu-Muslim unity, removal of untouchability, equality of women,
popularization of hand-spinning and the reconstruction of village economy.

On March 12, 1930 Gandhiji started the historic Dandi March to break the law which
had deprived the poor man of his right to make his own salt. On April 6, 1930 Gandhiji
broke the Salt law at the sea beach at Dandi. This simple act was immediately followed
by a nation-wide defiance of the law. This movement galvanized the whole nation and
came to be known as "Civil Disobedience Movement". Within a few weeks about a
hundred thousand men and women were in jail, throwing mighty machinery of the
British Government out of gear. This forced the then Viceroy Lord Irwin to call Gandhiji
for talks. On March 5, 1931 Gandhi Irwin Pact was signed. Soon after signing the pact
Gandhiji went to England to attend the First Round Table Conference. Soon after his
return from England Gandhiji was arrested without trial.

After the outbreak of Second World War in 1939, Gandhiji again became active in the
political arena. British Government wanted India's help in the war and Congress in
return wanted a clear-cut promise of independence from British government. But British
government dithered in its response and on August 8, 1942 Gandhiji gave the call for
Quit India Movement. Soon the British Government arrested Gandhiji and other top
leaders of Congress. Disorders broke out immediately all over India and many violent
demonstrations took place. While Gandhiji was in jail his wife Kasturbai passed away.
Gandhiji too had a severe attack of Malaria. In view of his deteriorating health he was
released from the jail in May 1944.

Second World War ended in 1945 and Britain emerged victorious. In the general
elections held in Britain in 1945, Labour Party came to power, and Atlee became the
Prime Minister. He promised an early realization of self Government in India. A Cabinet
Mission arrived from England to discuss with Indian leaders the future shape of a free
and united India, but failed to bring the Congress and Muslims together. India attained
independence but Jinnah's intransigence resulted in the partition of the country.
Communal riots between Hindus and Muslims broke out in the country in the aftermath
of partition. Tales of atrocities on Hindus in Pakistan provoked Hindus in India and they
targeted Muslims. Gandhiji worked ceaselessly to promote unity between Hindus and
Muslims. This angered some Hindu fundamentalists and on January 30, 1948 Gandhiji
was shot dead by one such fundamentalist Nathu Ram Godse while he was going for
his evening prayers. The last words on the lips of Gandhiji were Hey Ram.

RATAN TATA V/S MAHATMA GANDHI

QUALITIES OF RATAN TATA QUALITIES OF MAHATMA GANDHI

Very dignified Truth


Ethical Integrity
Dependable Moral standards
Believes in keeping promises Self discipline
Loyal and believes in relationships Religious
Questioning the unquestionable Devoted to his parents
Risk takes not a speculator Vegetarian
Never drink alcohol, eat meat and indulge in
Exemplary leadership qualities gambling
Tremendous motivator Generous
Strategist Kind
Initiator Non violence
Aggressive Exemplary leader
ANSWER 2

MK Gandhi – INFJ Personality Type (Introversion, iNtuitive, Feeling, Judging)

MK Gandhi readily showed compassion and caring for others, but he shared his internal
intuitions only with those he trusted. Because he kept his most valued, important part
private, others found him difficult to know. Whenever he communicated, his internal
sense of "knowing," was often expressed, metaphorically and with complexity. He
especially valued authenticity and commitment in relationships.

- He provided future-oriented insights directed at serving human needs

- Followed through on commitments

- Worked with integrity and consistency

- Used periods of solitude and concentration to come up with creative ideas

- Organized complex interactions between people and tasks

- He was quietly supportive, encouraging, and affirming; sought harmony and


connections

- Sought purpose and meaning; aligned their actions to a humanistic goal

- Linked values, ideas, people, and action to make collaborative plan of action

- Saw human potential and opportunities for growth of self and others

- Provided long-term vision and future-focused, innovative ideas

He developed complex, creative pictures to understand the present and envision the
future. He organized his external live to support his personal values and focus on
recognizing and supporting the needs of others. Change stimulated him to develop and
apply his inner vision of possibilities to create positive benefits for people.

Bill Gates – ENTJ Personality Type (Extraversion, iNtuitive, Thinking, Judging)

Bill Gates loves, and is energized by stimulating interactions with people. He is an


extremely socializing person. He often challenges people's statements and behaviors,
expecting that others will defend them and that, as a result, mutual learning will take
place. He admires and seeks out people who are knowledgeable and who stand up to
him, say what they think and argue persuasively.

- He develops well-thought-out plans

- Provide structure to his organization

- Design strategies that work toward broad goals

- Take charge quickly and do what it takes

- He deal directly with problems caused by confusion and inefficiency

- He is challenging, independent, decisive problem solvers who prefer to be in


control of his situation

- Logically and efficiently organize, redesign, or streamline systems and


processes

- Take an objective, visionary, long-term and strategic approach

- Energetically take initiative to realize his goals; lead and expect others to follow

- He integrates and synthesizes information; simultaneously manage complex


projects

He is logical and decisive. He loves to analyze systems and devise better ways to
achieve goals.

He responds energetically to the need for change. He is quick to analyze what is going
on and what needs to be done to achieve goals. He then acts forcefully to implement his
ideas. He readily design systems and feel comfortable once he has developed a clear
plan.
ANSWER 3

PEPSI CO. INDIA

PepsiCo entered India in 1989 and has grown to become one of the country’s leading
food and beverage companies. One of the largest multinational investors in the country,
PepsiCo has established a business which aims to serve the long term dynamic needs
of consumers in India.

PepsiCo in India nourishes consumers with an extensive range of products from treats
to healthy eats. In India a number of iconic brands are from PepsiCo’s kitty. Some of the
brands from expansive list include Pepsi, Mountain Dew, 7Up, Mirinda, Aquafina,
Tropicana, Lay’s, Uncle Chips, Kurkure, Lehar, Quaker Oats, etc.
PepsiCo’s business is based on its sustainability vision of making tomorrow better than
today. PepsiCo’s commitment to living by this vision every day is visible in its
contribution to the country, consumers and farmers. To deliver on this commitment,
PepsiCo India focuses on the following 4 critical areas that have a business link and
where it has the maximum impact.

REPLENISHING WATER

PepsiCo is committed to minimising the impact of its business on the


environment and recognises that corporations can play a key role in using scarce
resources such as water with care and responsibility.

PepsiCo India's primary focus in its beverage and snacks plants has been on
conserving water at each stage of the manufacturing process. PepsiCo India
continues to replenish water and aims to achieve positive water balance by
2009 end, which means it is committed to saving and recharging more water than
it uses in its beverage plants.

PARTNERSHIP WITH FARMERS

PepsiCo's involvement in Indian agriculture stems from its vision of creating a


cost-effective, localised agri-base in India by leveraging farmers’ access to world
class agricultural practices. PepsiCo India worked with farmers and State
Governments to improve agri sustainability, crop diversification and raise farmer
incomes. PepsiCo helped transform the lives of thousands of farmers by helping
them refine their farming techniques and raise farm productivity, and customized
solutions to suit specific geographies and locations.

PepsiCo was a pioneer in the concept of contract farming under which the
company transfers agricultural best practices and technology and procures the
produce at a guaranteed price. To support the initiative, PepsiCo set up a 27-
acre research and demonstration farm in Punjab to conduct farm trials of new
varieties of tomato, potato and other crops.

The programme, which includes seed production, has successfully evaluated the
following crops:

• several varieties of basmati rice more than 200 varieties and hybrids of
chilli
• 25 varieties and hybrids of corn
• more than 60 varieties of peanut
• more than 100 varieties and hybrids of tomato.
Additionally, the development of new tomato varieties has helped increase total
annual production of tomato varieties from 28,000 tons to over 200,000 tons in
Punjab. Yields have more than tripled from 16 tons to 54 tons per hectare.

PepsiCo supported the Punjab Government on the citrus project which served
to improve the quality of life for thousands of farmers and also created a localised
supply base for citrus juice under Tropicana, the world's largest juice brand.
PepsiCo was also interested in exploring the export potential of the local
produce. The project, signed in 2002, served to deepen PepsiCo's involvement in
Punjab agriculture which started in 1989. It also marked a step forward in fulfilling
its commitment to improving the quality of life for thousands of farmers and
played an integral role in introducing a less water intensive alternative than other
crops such as paddy which farmers had previously grown.

WASTE TO WEALTH

PepsiCo-Exnora's solid waste management programme

PepsiCo India has strengthened its Solid Waste Management initiatives in


partnership with Exnora, an environmental NGO. This award winning, income
generating partnership currently impacts more than 2.5 lakh people in Tamil
Nadu, Andhra Pradesh and Haryana.

Effective and environmentally friendly disposal of municipal waste is a major


challenge for local Government bodies. In partnership with the Government,
NGOs and community members, PepsiCo India continues to implement waste
management projects in various districts in the country.

HEALTHY KIDS

PepsiCo India stays committed to the health and well-being of children. It


will continue to provide children with a, diverse, healthful and fun portfolio
while simultaneously tackling the 'calories out' side of the equation by
expanding its Get Active programme for kids.

Launched in 2006, Get Active is a partnership between PepsiCo India and


Swashrit Society, an NGO. The programme currently covers 1.6 lakh children
enrolled in 120 schools in Mumbai and Delhi.

Through the Get Active programme, PepsiCo's snack and beverage businesses
collaborate with the National Advisory Board - comprising medical practitioners,
nutritionists and public health policy experts - to work towards its vision of
improving the health and well-being of children. The Get Active programme
promotes active lifestyles and healthy nutritional habits among children in
schools.

OTHER COMMUNITY INITIATIVES

Supporting Communities

PepsiCo is committed to supporting community initiatives in various areas. It's


seaweed cultivation programme and livelihood resource centre in Chennai have
been integral in providing alternative vocations to community members while its
health initiatives in communities has ensured that villagers no longer have to
travel great distances to gain access to medicine. Its sanitation efforts have
provided school children with essential facilities that every school child should
have access to. In addition to numerous initiatives such as these, PepsiCo family
members have also come together to support initiatives that benefit integral yet
left out sections of our society such as the elderly and children with HIV.

Livelihood Resource Centre Initiative

PepsiCo initiated this unique rehabilitation programme to revive and re-establish


the livelihoods of the tsunami affected people in Nagapattinam district of Tamil
Nadu. PepsiCo India implemented a dual strategy of providing alternative
occupations and setting up micro enterprises for individuals and Self Help
Groups. Need based training programmes were developed to provide students
with life skills and business communication skills, exposure to industrial units and
interaction with guest lecturers.

Partnership with Indian Army – Project Healing Touch

Project Healing Touch began in the aftermath of the Kargil war and marked a
mutually beneficial partnership between former armed force members and
PepsiCo. Under the auspices of the project, Mission Vijay 2 helps rehabilitate
former service men by providing them with sustainable employment
opportunities.

In their new roles as distributors, sub-distributors, salesmen or trolley vending


distributors for PepsiCo, these servicemen enjoy stable and sustainable incomes.
Currently in its sixth year, the project employs 38 distributors in rural and urban
markets nationwide.

Health Camps
Health camps, conducted by PepsiCo India, serve to build awareness about
health and environmental protection in communities. The company conducts
numerous programmes for community members, including youth and children,
using traditional and modern means of communication to raise the general level
of health awareness and to highlight the importance of sanitation.

HIV/AIDS Workplace Programme

PepsiCo initiated its HIV/ AIDS workplace awareness and prevention programme
which covered employees across the country. The building blocks of the
programme are based on creating awareness, capacity building, encouraging
prevention and reducing the stigma associated with HIV/AIDS. In partnership
with the ILO, PepsiCo has designed awareness sessions to provide information
about the basics of HIV, promote use of condoms and educate employees about
other sexually transmitted infections.

PARNERSHIPS WITH NGO’S

TERI, ADI, EXNORA, CSMCRI, ILO, Youthreach India

CADBURY INDIA LTD.

Company Overview

Cadbury is a leading global confectionery company with an outstanding portfolio


of chocolate, gum and candy brands. We employ around 50,000 people and
have direct operations in over 60 countries, selling our products in almost every
country around the world.

In India, Cadbury began its operations in 1948 by importing chocolates. After 60


years of existence, it today has five company-owned manufacturing facilities at
Thane, Induri (Pune) and Malanpur (Gwalior), Bangalore and Baddi (Himachal
Pradesh) and 4 sales offices (New Delhi, Mumbai, Kolkata and Chennai). The
corporate office is in Mumbai.

Importance of CSR at Cadbury

“Corporate Responsibility is one of the things that makes Cadbury special. It’s
been integral to our business for nearly 200 years since the Cadbury family first
sought to be a ‘force for good in troubled times’. That sense of ambition remains
at Cadbury today.”

- Todd Stitzer

CEO Cadbury

Commitment to the Environment

 Migratory birds stop over at their Bangalore factory

 Pioneering cocoa cultivation in India

 Bangalore factory: the sun shines at night…


Acknowledged as 'Preserver of Environment‘

 Use of solar panels to light the streets outside the factory during the
night

 The emissions targeted by the Cadbury Guide to Low Carbon Dairy Farming
CO2, methane and nitrous oxide, which contribute 23 %, 25 % and 52 % of
emissions from the average dairy farm, respectively.

Growing Community Value

 Non-formal school set up by Cadbury for children of migrant workers in Baddi


(HP) in association with an NGO called SAHYOG

 Cadbury is in a tie-up with Bharti-Walmart to support education needs of


underprivileged children

 Sarvam Program

 Working in partnership with a local charity on a five-year project,


Cadbury is contributing to the redevelopment of two villages in the
coastal region of Pondicherry
 Cadbury India has partnered with Vatsalya Foundation, an NGO working with
underprivileged street children in Mumbai.

 Cadbury India supports the building of a Neo-natal ward

 Supported to build this ward at the Thane Municipal Hospital

 Gurikha Project

 Gurikha is a village adopted by Cadbury India

The Cadbury approach to CSR includes

 Sustainability is fully integrated into the Cadbury business strategy

 Clear roadmaps and goals established in the form of Sustainability


Commitments

 Creation of new significant, leading edge programmes in ‘Purple Goes Green’


and the ‘Cadbury Cocoa Partnership’

 Specific training in sustainable business practices for colleagues and key


suppliers

Cadbury’s CSR Vision and Strategy

 Cadbury is committed to growing responsibly. We believe responsible


business comes from listening and learning, and having in place a clear CSR
vision and strategy.

 Vision – ‘Working together to create brands people love.’

 We see CSR as a positive contributor to our competitive strategy.


Increasingly we think of it as more about doing responsible things profitably than
just doing the profitable things responsibly.

 CSR strategy – Five Pillars of CSR: marketing, food and consumer trends;
ethical sourcing and procurement; environment; quality, health and safety;
human rights and employment standards; and community investment.
DearCadbury.com

 Cadbury launched a corporate social responsibility Web site


called DearCadbury.com, which provides consumers information on ethical
sourcing, responsible consumption and the environment.

 The site features Cadbury’s 2007/08 Corporate Responsibility and Sustainability


report, which revealed that the company has reduced carbon emissions almost 4
% to date; Cadbury is aiming for a 10 % reduction by 2010. As part of Cadbury’s
“Purple Goes Green” program, the company committed to a 50 % absolute
reduction in carbon emissions by 2020.

 Cadbury also reported that it has met its 2007 goal of reducing water use by
10%.

Review of Cadbury’s CSR activities


 Cadbury uses benchmarking to give an external perspective on their
performance. Cadbury has been included in BITC’s (Business in the Community)
and DJSI (Dow Jones Sustainability Index) World’s top rankings (scored 93% in
the BITC Corporate Responsibility Index 2007, and 75% in the DJSI Index). They
are also included in both FTSE4Good and in the Carbon Disclosure Project
Climate Change Leadership Index.

 The Dow Jones Sustainability Index – in 2008 Cadbury received a score of 75%
the highest ever score for the company and against an industry average of 48%

 The Carbon Disclosure Project – in 2008 Cadbury performance was rated as


‘best in class’ and the company has been reporting since launch of the project in
2003

 FTSE4Good – Cadbury has been submitting data to the index since its launch
in 2001

What we can conclude…

 Cadbury publishes a CSR report every two years, highlighting all of its CSR
activities.

 Total involvement of top management shows how serious the company is about
its CSR activities

 The launch of dearcadbury.com signifies that Cadbury has dedicated a whole


new website to its CSR

 Dearcadbury.com is an interactive asset that reaches beyond responsible


investors and analysts. Dearcadbury.com is about sharing views and contributing
to the public debate on ethical sourcing, responsible consumption and the
environment

 This shows genuine efforts on the part of Cadbury to make CSR initiatives an
integral part of their day to day working

 The initiative ‘Purple goes Green’ sets stringent targets for the company to be
achieved by 2020 (aiming at Carbon cuts and water conservation).