Cadbury is a British confectionery company founded in 1824 that is now owned by Mondelez International. It operates globally and is headquartered in Uxbridge, London. Cadbury is famous for chocolate products like Dairy Milk, Creme Egg, and Roses. It has faced some health controversies over the years from issues like worms found in chocolate and switched to improved packaging as a result. Cadbury has a rich history and is one of the largest confectionery companies in the world.

2. Cadbury
-Tastes like this feels
Submitted By:
Submitted To :
Information Abstract:
Cadbury,formerly Cadbury's, is a British multinational confectionery company
wholly owned by Mondelez International (originally Kraft Foods) since 2010. It is
the second-largest confectionery brand in the world after Wrigley's. Cadbury is
internationally headquartered in Uxbridge, West London, and operates in more
than 50 countries worldwide.
1. Introduction :-
Cadbury, formerly Cadbury's, is a British multinational confectionary company wholly owned
by Mondelez International (originally Kraft Foods) since 2010. It is the second-largest confectionery brand in
the world after Wrigley's. Cadbury is internationally headquartered in Uxbridge, West London, and operates in
more than 50 countries worldwide. It is famous for its Dairy Milk chocolate, the Creme
Egg and Roses selection box, and many other confectionery products. One of the best-known British brands, in
2013 The Daily Telegraph named Cadbury among Britain's most successfulexports.
Cadbury was established in Birmingham, England in 1824, by John Cadbury who sold tea, coffee and
drinking chocolate. Cadbury developed the business with his brother Benjamin, followed by his sons Richard
and George. George developed the Bournville estate, a model village designed to give the company's workers
improved living conditions. Dairy Milk chocolate, introduced in 1905, used a higher proportion of milk within
the recipe compared with rival products. By 1914, the chocolate was the company's best-selling product.
2. Brief Description :-

3. One of the world’s best-selling brands, with more than $3 billion in net revenues in 2016. It has a rich and
delicious history spanning nearly 200 years. Cadbury manufactured its milk chocolate in 1897.Today
Cadbury is the largest confectionary company in the world. It’s main mission is to Increase the width of
chocolate consumption with low price point pack.and also to Maintain image leadership through a superior
marketing mix. Cadbury is the First one to include pictures instead text on chocolate boxes. And coming to itts
controversies it has a main controversy of the salmonella bacteria in it’s products. Another controversy is that
of melamine contamination suspicion of contamination with melamine in three Beijing factories.hydrogenation
of oils and finding of pork traces in malasia are some of the controversies the company faced. The latest one is
finding worms in silk chocolate. After this controversy they came back strongy by changing in packing-new
double packing(aluminium packing and poly flow packing). Advertising expances went up by 15% but really
helped in getting back their reputation.
3. History :-
i. 1800–1900: Early history
In 1824, John Cadbury, a Quaker, began selling tea, coffee and drinking chocolate in Bull Street
in Birmingham, England. From 1831 he moved into the production of a variety of cocoa and drinking
chocolates, made in a factory in Bridge Street and sold mainly to the wealthy because of the excessive cost of
production. In 1847, John Cadbury became a partner with his brother Benjamin and the company became
known as "Cadbury Brothers". In 1847, Cadbury's competitor Fry's of Bristol produced the first chocolate
bar (which would be mass produced as Fry's Chocolate Cream in 1866). Cadbury introduced his brand of the
chocolate bar in 1849, and that same year, Cadbury and Fry's chocolate bars were displayed publicly at a
trade fair in Bingley Hall, Birmingham. The Cadbury brothers opened an office in London, and in 1854 they
received the Royal Warrant as manufacturers of chocolate and cocoa to Queen Victoria. The company went
into decline in the late 1850s.
ii. 1900–1969:
In 1905, Cadbury launched its Dairy Milk bar, a production of exceptional quality with a higher proportion
of milk than previous chocolate bars. Developed by George Cadbury Jr, it was the first time a British company
had been able to mass-produce milk chocolate. From the beginning, it had the distinctive purple wrapper. It
was a great sales success, and became the company's bestselling product by 1914. The stronger Bournville
Cocoa line was introduced in 1906. Cadbury Dairy Milk and Bournville Cocoa were to provide the basis for
the company's rapid pre-war expansion. In 1910, Cadbury sales overtook those of Fry for the first time
iii. Schweppes merger (1969):
Cadbury merged with drinks company Schweppes to form Cadbury Schweppes in 1969. Head of
Schweppes, Lord Watkinson, became chairman, and Adrian Cadbury became deputy chairman and managing
director. The benefits of the merger were to prove elusive.
The merger put an end to Cadbury's close links to its Quaker founding family and its perceived social ethos
by instilling a capitalist venture philosophy in management.
iv. 2007–2010:
In October 2007, Cadbury announced the closure of the Somerdale Factory, in Keynsham, Somerset,
formerly part of Fry's. Between 500 and 700 jobs were affected by this change. Production transferred to other
plants in England and Poland.
In 2008 Monkhill Confectionery, the Own Label trading division of Cadbury Trebor Bassett was sold
to Tangerine Confectionery for £58 million cash. This sale included factories at Pontefract, Cleckheaton and
York and a distribution centre near Chesterfield, and the transfer of around 800 employees.

4. In mid-2009 Cadbury replaced some of the cocoa butter in their non-UK chocolate products with palm oil.
Despite stating this was a response to consumer demand to improve taste and texture, there was no "new
improved recipe" claim placed on New Zealand labels. Consumer backlash was significant from
environmentalists and chocolate lovers in both Australia and New Zealand, with consumers objecting to both
the taste from the cheaper formulation, and the use of palm oil given its role in the destruction of rainforests.
By August 2009, the company announced that it was reverting to the use of cocoa butter in New Zealand and
Australia, although palm oil is still listed as an ingredient in Cadbury's flavoured sugar syrup based fillings
(where it referred to as 'vegetable oil'). In addition, Cadbury stated they would source cocoa beans through Fair
Trade channels. In January 2010 prospective buyer Kraft pledged to honour Cadbury's commitment.
4. Operations :
i. Head office
Cadbury has its head office at Cadbury House in the Uxbridge Business Park in Uxbridge, London Borough of
Hillingdon, England. The company occupies 84,000 square feet (7,800 m2
) of leased space inside Building 3 of the
business park, which it shares with Mondelez's UK division.]
After acquiring Cadbury, Kraft confirmed that the
company would remain at Cadbury House.
Cadbury relocated to Uxbridge from its previous head office at 25 Berkeley Square in Mayfair, City of
Westminster in 2007 as a cost-saving measure. In 1992, the company leased the space for £55 per 1 square foot
(0.093 m2
); by 2002 this had reached £68.75 per square foot.
ii. Productionsites
Bournville employs almost 1,000 people. In 2014, Mondelez announced a £75 million investment in the site.
Bournville is home to Mondelez's Global Centre of Excellence for Chocolate research and development, so every
new chocolate product created by the company anywhere in the world starts life at the Birmingham plant.
5. Markets :
i. United Kingdom:
The confectionery business in the UK is called Cadbury (formerly Cadbury Trebor Bassett) and, as of August
2004, had eight factories and 3,000 staff in the UK. Mondelez also sells biscuits bearing the Cadbury brand, such
as Cadbury Fingers. Cadbury also owns Trebor Bassett,Fry's and Maynards.
ii. Ireland:
Cadbury Ireland Limited is based in Coolock in Dublin, where the headquarters of Cadbury Ireland are located,
and Tallaght. The third is in Rathmore, County Kerry. Products made by Cadbury in Ireland include Cadbury Dairy
Milk Range, Cadbury Twirl, Cadbury Cadbury Snacks Range Flake and Boost (formerly Moro). Cadbury used to
produce the Time Out bar in Ireland for the European market however this production was moved to Poland.
iii. United States:
Cadbury Adams produces candy, gum, breath mints and cough drops. It is headquartered in Parsippany, New
Jersey. The company was formed after the then Cadbury Schweppes purchased the Adams brand from Pfizer in
December 2002 for US$4.2 billion.
American Chicle was purchased by Warner-Lambert in 1962; Warner-Lambert renamed the unit Adams in 1997
and merged with Pfizer in 2000.

5. iv. Australia:
Cadbury's products were first imported into Australia as early as 1853 when 3 cases of Cadbury's cocoa and
chocolate were advertised for sale in Adelaide. Cadbury’s first overseas order in 1881 was made for the Australian
market. In 1919, as part of its plans to expand internationally, the company decided to build a factory in Australia. In
1920 Claremont, Tasmania was chosen for the location because of its close proximity to the city of Hobart, good
source of inexpensive hydro-electricity and plentiful supply of high-quality fresh milk. The first products from the
factory were sold in 1922.
v. India:
In 1948, Cadbury India began its operations in India by importing chocolates. On 19 July 1948, Cadbury was
incorporated in India. It now has manufacturing facilities in Thane, Induri (Pune)
and Malanpur (Gwalior), Hyderabad, Bangalore and Baddi (Himachal Pradesh) and sales offices in New
Delhi, Mumbai, Kolkata and Chennai. The corporate head office is in Mumbai. The head office is presently situated
at Pedder Road, Mumbai, under the name of "Cadbury House".
6. Advertising :-
The Cadbury signature logo is derived from the signature of William Cadbury. It was adopted as the worldwide
logo in the 1970s.Cadbury famously trademarked the colour purple for chocolates with registrations in 1995 and
2004. However, the validity of these trademarks is the matter of an ongoing legal dispute following objections
by Nestlé.
7. Executive Pay :-
In 2008, Todd Stitzer, Cadbury's CEO, was paid a £2,665,000 bonus. Combined with his annual salary of
£985,000 and other payments of £448,000 this gives a total remuneration of over £4 million.
8. Accounting :-
In July 2007, Cadbury Schweppes announced that it would be outsourcing its transactional accounting and order
capture functions to Shared Business Services (SBS) centres run by a company called Genpact (a business’s services
provider) in India, China, and Romania. This was to affect all business units and be associated with US and UK
functions being transferred to India by the end of 2007, with all units transferred by mid-2009. Depending on the
success of this move, other accounting Human Resources functions may follow. This development is likely to lead
to the loss of several hundred jobs worldwide, but also to several hundred jobs being created, at lo wer salaries
commensurate with wages paid in developing countries.
9. Products :-
Major chocolate brands produced by Cadbury include the bars Dairy
Milk, Crunchie, Caramel, Wispa, Boost, Picnic, Flake, Curly Wurly, Chomp, and Fudge; chocolate Buttons; the
boxed chocolate brand Milk Tray; and the twist-wrapped chocolates Heroes.
As well as Cadbury's chocolate, the company also owns Maynards and Halls, and is associated with several types
of confectionery including former Trebor and Bassett's brands or products such as Liquorice Allsorts, Jelly
Babies, Flumps, Mints, Black Jack chews, Trident gum, and Softmints. Global sales of Cadbury products amounted
to £491M in the 52 weeks to 16 August 2014.
Notable product introductions include:

6.  1866: Cocoa Essence
 1875: Easter Eggs
 1897: Milk Chocolate and Fingers
 1905: Dairy Milk
 1908: Bournville
 1914: Fry's Turkish Delight
 1915: Milk Tray
 1920: Flake
 1923: Creme Egg (launched as Fry's)
 1926: Cadbury Dairy Milk Fruit & Nut
 1929: Crunchie (launched as Fry's)
 1938: Roses
 1948: Fudge
 1958: Picnic
 1960: Dairy Milk Buttons
 1968: Aztec
 1970: Curly Wurly
 1974: Snack
 1976: Double Decker
 1976: Starbar
 1981: Wispa (relaunched 2007)
 1985: Boost
 1987: Twirl
 1992: Time Out
 1995: Wispa Gold (relaunched 2009 and 2011)
 1996: Fuse (promotional relaunched 2015)
 2001: Brunch Bar, Dream and Flake
 2009: Dairy Milk Silk[123]
 2010: Dairy Milk Bliss
 2011: Big Race Oreo
 2012: Marvellous Creations and Crispello
 2014: Pebbles
 2014: Bubbly
 2016: Cadbury Silk Oreo
10. Health And Safety Controversies :-
i. 2003 Worms in Dairy milk:
In 2003, just a month before Diwali few instances of worms in its Dairy Milk Bars were reported in Maharashtra. In eight
outlets across Maharashtra worms were found. In October 2003, customers in Mumbai complained about finding worms in
Cadbury Dairy Milk Bars.

7. ii. Problems Faced by Cadbury:
When these worms were found in some of the dairy milk bars, Maharashtra Food and Drugs Administration responded
quickly to this case and it seized the stocks of chocolate bars which were manufactured in Cadbury’s Pune Plant.Cadbury in
defense issued a statement where it mentioned that problem of worms was not at the manufacturing stage, but the problem
arose due to poor storage facility by the retailers. FDA denied the statement made by Cadbury. FDA Commissioner Uttam
Khobragade came up with a statement saying, “It was presumed that worms got into it at the storage level, but then what about
the packing – packaging was not proper or airtight, either ways it’s a manufacturing defect with unhygienic conditions or
improper packaging.”
Then there were many allegations and counter allegations between Cadbury and FDA. Due to this event reputation of
Cadbury was hampered. Cadbury sales went down by 30% which they had expected to increase by 15% due to negative
publicity.For the first time, Cadbury’s Advertisements went off air for one and a half months after the Diwali due to this
controversy
iii. Recovery Strategy:
a. Project Vishwas:
Cadbury was losing on its sales and also reputation was being hampered. So, recovering from this type of situation was a
challenge for Cadbury. In the month of October only Cadbury launched Public Relations (PR) campaign ‘Vishwas’ which was
an education initiative covering 190,000 retailers in key states. Project Vishwas, a three-pronged program that addressed the
trade, consumers, media and employees. The project incorporated the following measures:
i.For Trade:
A retail monitoring and education program was launched in which quality checks at over 50,000 retail outlets and educated
190,000 wholesalers and retailers was done regarding storage requirements. A press ad regarding ‘Facts about Cadbury’ was
also published by Cadbury nationally in 55 trade publications which were about channel members taking remedial measures in
the company. Posters and leaflets on the issue were also distributed to retailers, encouraging them to share them with
consumers.Cadbury also linked the trade with response cell through a toll-free number and an email id to let them contact the
company directly.
ii.For Media:
The point-of-view of a company was explained to media, media was also given updates about actions initiated by the
company, and encouraged to share them with consumers. The company instituted a media desk and diligently answered every
media query, friendly or not. The company’s managing director urged media to assure consumers that Cadbury was safe to eat,
but that consumers exercise the usual care in purchasing a chocolate that they exercise in purchasing a food item. Furthermore,
it also promised to implement packaging changes within two months to ensure against poor storage. Cadbury’s MD and key
spokespersonshad one-to-one sessionswith 31 media editors as part of an ‘Outreach’ program initiated in November 2003.
iii.For Employees:
Employees were also briefed about actions taken through meetings with senior managers and email updates from the MD.
iv.Public:
a.Change in Packaging:
January 2004, the company launched a new double packaging that was able to wrap even the smallest 13 gm chocolate in an
aluminum foil, heat-sealed for complete protection fromall sides and further encased in a poly flow pack. The over-engineered

8. pack, the first of its kind in India, cost a lot to a company, but fulfilled the company’s promise to consumers and media. By
investing up to Rs 15 crore (Rs 150 million) on imported machinery, Cadbury’s revamped the packaging of Dairy Milk. The
metallic poly-flow was costlier by 10-15 per cent, but Cadbury didn’t hike the pack price.
The new packaging was launched in a media conference. In a conference comparison kits were distributed. These kits were
useful in comparing old packs and new packs. A video with packaging and factory shots for television coverage was also
launched.
b.Ad Campaign:
Just after changing packaging Cadbury roped in Amitabh Bachchan as a brand ambassador. From the month January to
March 2004, Cadbury came up with a strong Ad campaign which helped them to get back the consumer confidence. During
this period Advertising expenses went up by 15% but it really helped Cadbury to get back its reputation.
iv. Situation after recovery:
After that Incident Cadbury now takes great care of all the products they have. Cadbury is currently leading the market in
chocolates segment. Market share of the Cadbury Dairy Milk is around 35% in India. Cadbury has not faced any controversy
related to products after that incident.
v. Recovery:
Three years back, Cadbury's found itself in the eye of a storm, when a few instances of worms in its Dairy Milk bars were
reported in Maharashtra. In less than two weeks, the company launched a PR campaign for the trade. And three months later,
came an ad campaign featuring Big B and a revamped poly-flow packaging.
Marketing and communications experts brought together by AICAR and the Subhash Ghoshal Foundation say that Cadbury
moved quickly to bear the cost of damage.In October 2003, just a month before Diwali, customers in Mumbai complained
about finding worms in Cadbury Dairy Milkchocolates. Quick to respond, the Maharashtra Food and Drug Administration
seized the chocolate stocks manufactured at Cadbury's Pune plant.In defense, Cadbury issued a statement that the infestation
was not possible at the manufacturing stage and poor storage at the retailers was the most likely cause of the reported case of
worms.But the FDA didn't buy that. FDA commisioner, Uttam Khobragade told CNBC-TV18, "It was presumed that worms
got into it at the storage level, but then what about the packing - packaging was not proper or airtight, either ways it's a
manufacturing defect with unhygienic conditions or improper packaging."That was followed by allegations and counter-
allegations between Cadbury and FDA. The heat of negative publicity melted Cadbury's sales by 30 per cent, at a time when it
sees a festive spike of 15 per cent.For the first time, Cadbury's advertising went off air for a month and a half after Diwali,
following the controversy. Consumers seemed to ignore their chocolate cravings.As a brand under fire, in October itself,
Cadbury's launched project 'Vishwas' - a education initiative covering 190,000 retailers in key states. But what the company did
in January 2004 is what really helped de-worm the brand.By investing up to Rs 15 crore (Rs 150 million) on imported
machinery, Cadbury's revamped the packaging of Dairy Milk. The metallic poly-flow, was costlier by 10-15 per cent, but
Cadbury didn't hike the pack price.Bharat Puri, managing director, Cadbury's India says, "While we're talking about a few bars
of the 30 million we sell every month - we believe that to be a responsible company, consumers need to have complete faith in
products.So even if it calls for substantialinvestment and change, one must not let the consumers confidence erode."
"They are seeing it as a lapse, not a breach of trust - this difference is key. What Cadbury's set out to deliver, it goofed up
once but it seemed to be very sincere in its intent to get things right."Even so, other experts felt Cadbury's was itself to blame
for the worm crisis.Mahnaz Curmally, PR counsel, explains, "Cadbury's had known for a long time that packaging needed
change, so in a sense, they waited for something to happen before they made that change and perhaps in hinds ight, they could

9. have made that change voluntarily."Cadbury's could be case study of a sweet recovery from a crisis. It continues to lead the
Indian chocolate market with over 70 per cent marketshare. However, the experts feel that today's constantly chang ing
environment should keep the company on guard.
vi. 2006 salmonella scare
On 19 January 2006, Cadbury Schweppes detected a rare strain of the Salmonella bacteria, affecting seven of its products. It
has been said that it was caused by a leaking pipe. The leak occurred at its Marlbrook plant, in Herefordshire, which produces
chocolate crumb mixture; the mixture is then transported to factories at Bournville (formerly Somerdale) to be turned into mi lk
chocolate. It was not until around six months after the leak was detected that Cadbury Schweppes officially notified the Food
Standards Agency, which recalled more than a million chocolate bars.In December 2006, the company announced that the cost
of dealing with the contamination reached £30 million.
vii. Salmonella outbreak costs Cadbury £20m
The salmonella scare that forced Cadbury Schweppes to recall more than 1 million of its chocolate bars will cost
the world's biggest confectionery group £20m this year and has also seen its sales tumble.Todd Stitzer, chief
executive, said Cadbury's British chocolate sales fell by as much as 14% over the past four weeks, although the
sweltering summer weather was partly behind the decline.The group is still assessing the full impact of the scare, but
Mr Stitzer is confident sales will recover. Last night Cadbury resumed its high-profile advertising slot during
Coronation Street, which it had suspended during the recall.The market was relieved that costs of the outbreak were
no higher and Cadbury's shares jumped more than 3% to 537.5p, helped along by a bigger than expected increase in
interim profits.
Earnings rose an underlying 14% to £402m before tax, on sales 4% higher at £3.2bn. The figures were ahead of
forecasts and Mr Stitzer said he expected full-year sales growth to be towards the top end of the 3%-5% target range.
The Health Protection Agency has said that contamination from a leaking pipe at a Cadbury factory was the most
likely cause of the salmonella, which infected up to 37 people. The group has been criticised for taking six months
to report the problem but Mr Stitzer defended its actions, saying: "We had a protocol which we followed and we
very sincerely did not believe there was any harm to human health. We are truly sorry to have disappointed
consumers."Manufacturing and quality control processes have been changed to ensure there will be no repetition,
Cadbury said. Although some customers are said to be considering legal action, the group has as yet received no
claims for compensation.The contamination came during Cadbury's slowest period, the second quarter, which
accounts for only about 15% of UK chocolate sales. The final quarter accounts for 40%. The UK confectionery
market as a whole fell 7% in July, hit by the hot weather, and Cadbury's market share fell from 36.4% to 35.3% as
rivals, particularly Mars, took advantage of its recall.Mr Stitzer stressed that the affected lines, most of which have
now returned to the shelves, accounted for less than 3% of British sales and only about half a percent of group
sales.Other parts of the UK business did well, with its organic chocolate brand, Green & Black's, enjoying a 25%
surge in sales and increased market share. It is now being manufactured in France as well as Italy to keep up with
consumer demand.
Cadbury plans a big increase in marketing in the second half, including the launch of new products including
Cadbury Highlights, a chocolate bar with no added sugar, and a dark chocolate Flake. It will also be spending £5m
on advertising to "rebuild confidence and momentum, and to reunite customers with the Cadbury brand". The cost of
this is included in the £20m, some £7m of which has been charged in the first half.Worldwide confectionery sales

10. rose by 3.4% but would have been ahead by 5% had it not been for the product recall and the impact of inventory
clearances earlier in the year. Sales of its leading chocolate brand, Cadbury Dairy Milk, grew by 7%.Gum was the
group's fastest growing category with revenues ahead by 11%. Its biggest gumbrand, Trident, grew 31%, which the
group called simply outstanding. Sales were helped by the US launch of Stride, a Longer lasting gum. Drink sales
were 4.3% ahead, driven by strong growth in Dr Pepper and Sunkist. Mr Stitzer said that despite a relatively slo w
start to the year, sales growth rose from 2% to 5.5% in the second quarter.Although there will be some improvement
in margins for the year, it expects to miss targets of a 0.5%-0.75% increase because of higher oil and sugar prices. It
said commodity costs had risen by up to £150m in the past three years and higher sugar prices were likely to cost it
£25m next year.
In April 2007, Birmingham City Council announced that it will be persecuting Cadbury Schweppes in relation to three
alleged offences of breaching food safety legislation. At that time, the Health Protection Agency identified 31 people who had
been infected with Salmonella Montevideo. One of the alleged victims had to be kept on a hospital isolation ward for five day s
after eating a Cadbury's caramel bar. An investigation that was carried by Herefordshire Council led to a further six charges
being brought. The company pleaded guilty to all nine charges, and was fined one million pounds at Birmingham Crown
Court-the sentencing of both cases was brought together. Analysts have said the fine is not material to the group, with
mitigating factors limiting the fine being that the company quickly admitted its guilt and said it had been mistaken that the
infection did not pose a threat to health.
viii. 2007 recalls
On 10 February 2007, Cadbury recalled a range of products due to a labelling error. The products were produced in a
factory handling nuts, potential allergens, but this was not made clear on the packaging. As a precaution, all items were
recalled.On 14 September 2007, Cadbury Schweppes investigated a manufacturing error over allergy warning, recalling for the
second time in two years thousands of chocolate bars. A printing mistake at Somerdale Factory resulted in the omission of tree
nut allergy labels from 250g Dairy Milk Double Chocolate bars.
ix. 2008 melamine contamination in China
On 29 September 2008, Cadbury withdrew all of its 11 chocolate products made in its three Beijing factories, on suspicion
of contamination with melamine. The recall affected the mainland China markets, Taiwan, Hong Kong and Australia. Products
recalled included Dark Chocolate, a number of products in the 'Dairy Milk' range and Chocolate Eclairs.
x. 2009 hydrogenation
Cadbury continues to use hydrogenated oils in many of its signature products. Although trans fats are present, the nutrition
labels round the values down to zero.
xi. 2014 pork traces in Malaysia:
Cadbury recalled two chocolate products after it was tested positive for traces of pork DNA, namely Cadbury Dairy Milk
Hazelnut and Cadbury Dairy Milk Roast Almond. The traces were found during a periodic check for non-halal ingredients in
food products by the Ministry of Health in Malaysia which on 24 May 2014 said two of three samples of the company's
products may contain pork traces.
On 2 June 2014, Malaysia's Department of Islamic Development (JAKIM) declared that the sample did not contain pig
DNA, as claimed in earlier reports. This statement was made after new tests were conducted.JAKIM reportedly said in a
statement that they tested 11 samples of Cadbury Dairy Milk Hazelnut, Cadbury Dairy Milk Roast Almond and other products
from the company's factory but none of them tested positive for pork. The investigation followed reports that unscheduled
checks had shown that two chocolates produced by Mondelez International Inc., the parent company of Cadbury, violated

11. Islamic law and led to a boycott of all its products in the country.
xii. 2017 Easter controversy:
In 2017 the Church of England condemned the company and the National Trust for rebranding their annual 'Easter Egg
Trails' to 'Cadbury Egg Hunts'. Prime Minister Theresa May called the rebranding 'absolutely ridiculous', however Cadbury
dismissed the criticism, a spokesperson saying "It is clear to see that within our communications we visibly state the word
Easter. It is included a number of times across promotional materials." An ensuing controversy followed in Australia, where
Cadbury was accused of removing the word 'Easter' from the packaging of its Easter eggs. Cadbury Australia rebutted that
Easter was mentioned on the back of pack, and that its eggs were obviously Easter eggs.There are few British organisations
quite as establishment as the National Trust, a conservation charity that works to preserve historic properties and spaces up and
down the country -from Winston Churchill’s stately home at Chartwell in Kent to the striking basalt columns of the Giant’s
Causeway in Northern Ireland. It was therefore a sign of the times that this week the Trust found itself caught up in a heated
controversy over its annual plans for an Easter egg hunt. It has held the event -during which children up and down the country
scour National Trust sites for chocolate eggs- in conjunction with confectioner Cadbury for the past 10 years.While the
organisation’s website was dotted with references to Easter, the event itself had been called the 'Cadbury Great British Egg
Hunt', a point which was swiftly noted by sections of the press, which accused it of airbrushing Easter. The Trust had banish ed
the word Easter from its egg hunt, the Daily Mail declared. A senior figure of the Church of England condemned the
development, pointing to the history of John Cadbury, the 19th century businessman who started the company in Birmingham.
Dr. John Sentamu, the Archbishop of York, declared there had been a clear connection between Mr. Cadbury’s religion and his
business,and decried the dropping of the word 'Easter' from the title as 'spitting on the grave of Cadbury'.
Prime Minister Theresa May took things a step further and, on a trade visit to Saudi Arabia, took time to comment on the
controversy. “I’m not just a vicar’s daughter - I’m a member of the National Trust as well. I think the stance they have taken is
absolutely ridiculous,” she told the news channel ITV. The National Trust dismissed the controversy as nonsense, while Esther
McConnell, a direct descendant of Mr. Cadbury, pointed out that as a Quaker he would not have celebrated Easter.Ms. May’s
comments were swiftly picked apart online. Some observers contrasted the speed with which she was willing to chastise
Cadbury and the National Trust with her refusal to condemn the inflammatory comments of former Conservative leader
Michael Howard, who suggested that the government would be willing to use military force to protect its interests in Gibraltar.
However, many focussed on the irony of her comments coming at a time when there are concerns that Britain is willing to
overlook human rights violations and wider concerns about the political climate in countries it hoped to partner with as it
extracts itself from Europe.The Guardian’s ever astute cartoonist showed Ms. May stepping out of her plane in Saudi Arabia,
pushing a wheelbarrow full of warheads and espousing her fury as a vicar’s daughter and a member of the National
Trust.However, the statement released by the Archbishop suggested it might be appropriate for everyone to buy The Real
Easter Egg, chocolate eggs that market themselves as the only egg sold in the U.K. that include a story book, involve a
donation to charity and are made of fair trade chocolate. This has all the hallmarks of a publicity stunt by the Church of
England,said a spokesperson for the National Secular Society. It would not be surprising for a company to choose not to use t he
word Easter in an attempt to reach the widest market possible and be as inclusive as possible. For the Archbishop of York and
the Church’s burgeoning PR department to be seeking to promote a particular brand of Easter egg is descending to a new level
of indignity in attention seeking manoeuvres.