These were the words of a reader on hearing the news that Mondelez International – ‘delicious world’ – have announced job losses (est. 350 according to UNITE). A document called “High Performing Bournville is this for me?”, has described a £75 million programme of investment in the factory to replace ageing equipment.

cadbury factory

Jon Griffin recently noted in the Post that, until now, “the management style appeared to attempt to reflect the paternalistic approach which had owed so much to the Cadbury family and the Quaker heritage”.

Some Cadbury-Mondelez employees, writing in ‘careers community’  Glassdoor, qualify this. One entry:

“The greatest challenge is now to ensure your face fits within the team, as if it doesn’t then ruthless behaviours are practiced to make you feel uncomfortable to the point of moving on. It’s really disheartening to see and feel this as decisions, however unpopular, should always be communicated by ensuring the employee/individual is afforded integrity. This is now lacking when under Cadbury it was always evident”.

The takeover of Cadbury, as Griffin said, was wanted by nobody, apart from the bosses at Kraft and a few institutional shareholders. He concludes that, with an expired moratorium on manufacturing job losses, and even accepting the analysis that Bournville needs to change its ways, there is still more to any workplace than job security.

Glassdoor: “treat your employees with the dignity and respect they deserve”.