DanielsFundEthicsInitiative
UniversityofNewMexico
http://danielsethics.mgt.unm.edu
TheHersheyCompanyandWestAfrican
CocoaCommunities
INTRODUCTION
Withover$6billiondollarsinsaleseveryyear,theHersheyCompanyisoneoftheworld’slargest
producersofchocolateandcandyproducts.Hershey’sproductsaresoldinmorethan70countries
andincludeHershey’sKissesandHershey’sMilkChocolateBarsaswellasbrandssuchasReese’s,
Whoppers,AlmondJoy,andTwizzlers.
AlthoughHersheystrivestobeamodelcompanyandhasseveralphilanthropic,social,and
environmentalprograms,thecompanyhasstruggledwithethicalissuesrelatedtothelaborissues
associatedwithWestAfricancocoacommunities,includingchildlabor.Hersheyhasdeveloped
severalinitiativestoimprovethelivesofWestAfricancocoaworkersandisinvolvedwitha
numberoforganizationsthatareinvolvedincocoacommunities.However,criticsarguethat
Hersheyisnotdoingenoughtostoplaborexploitationoncocoaplantations.Thiscaseexamines
someoftheissuesrelatedtotheHersheyChocolateCompanyandWestAfricancocoacommunities.
HERSHEY’SHISTORY
TheHersheyChocolateCompanywasfoundedin1894bycandy‐manufacturerMiltonHershey.
Originallyinthebusinessofmakingcaramel,Hersheybeganproducingchocolatein1893afterhe
purchasedchocolate‐makingequipment.Hershey’schocolatebusinessstartedoffasasideproject,
awaytocreatesweetchocolatecoatingsforhiscaramels;however,thecompanysoonbegan
producingbakingchocolateandcocoaandthensellingtheextraproducttootherconfectioners.
ThesuccessfulsaleofHershey’sexcessproductswasenoughtomakethechocolatedepartmentits
ownseparateentity.
Despiteitsimmediatesuccess,MiltonHersheystillcravedmorechocolate,especiallymilk
chocolate.Atthetime,milkchocolatewasperceivedasatreatonlythewealthycouldaffordto
enjoy.Hersheysetouttofindalessexpensivewaytoproducemilkchocolatewhilestillmaintaining
itsquality.Therefore,in1896,HersheyboughtamilkprocessingplantinDerryTownship,
Pennsylvaniaandbeganworkingdayandnightuntil1899whenhecreatedtheperfectmilk
chocolaterecipe—arecipethatcouldbemanufacturedcheaplyandefficientlywhilemaintaininga
highlevelofquality.Thecompanysoonopenedafactoryandbeganintroducingnewchocolate
treats;themostpopularofthesewastheHershey’sKiss,asmalldollop‐shapedchocolatecandy
wrappedinfoil.
TheKisswasonlythebeginning;Hershey’ssooncameoutwithMr.GoodbarandtheKrackelbar,
bothofwhichremainpopulartoday.In1923Hershey’sbegancollaboratingwithanotherfamous
ThismaterialwasdevelopedbyHarperBaird,NicoleGuevara,andAleksanderKarpechenkounderthedirectionofO.C.FerrellandLinda
Ferrell.ItisprovidedfortheDanielsFundEthicsInitiativeattheUniversityofNewMexicoandisintendedforclassroomdiscussionrather
thantoillustrateeffectiveorineffectivehandlingofadministrative,ethical,orlegaldecisionsbymanagement.Usersofthismaterialare
prohibitedfromclaimingthismaterialastheirown,emailingittoothers,orplacingitontheInternet.PleasecallO.C.Ferrellat505‐277‐
3468formoreinformation.(2012)
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confectioner,Reese.H.B.ReesewasaformeremployeeattheHersheyCompanywhostartedhis
owncandycompanythatfocusedonasingleproduct,thepeanutbuttercup.Duetohistieswiththe
HersheyCompany,thechocolatecoatingfortheReese’speanutbuttercupswassuppliedby
Hershey.
Throughoutthemid‐20thcentury,theHersheyChocolateCompanycontinuedtoexpand.The
company’sentrepreneurialspiritcontinuedafterMiltonHershey’sdeathin1945.Thecompany
acquiredseveralothercompanies,includingReese’s,andwasrenamedtheHersheyFoods
Corporationin1968.From1969to2004,thecompanygrewfrom$334millionto$4.4billioninnet
sales.ThecompanychangeditsnametotheHersheyCompanyin2005.
Today,theHersheyCompanyisNorthAmerica’slargestproducerofchocolateandcandies.Itplans
toexpandintootherproductssuchascookies,beverages,andhealthfoods.Thecompanysellsover
80brandsofproductsinapproximately70countriesandgeneratesannualsalesof$6.08billion.
ETHICS,VALUES,ANDSOCIALRESPONSIBILITYATHERSHEY
Hershey’scommitmentstoitsstakeholdersthroughethicalbehaviorareoutlinedintheCodeof
EthicalBusinessConduct.Thecodecoversissuesfromconflictsofinterestandantitrusttofair
trade,sustainablesupplychainmanagement,andworkplacediversity.Thecompanyencourages
ethicsreportingthroughavarietyofchannels,includingmanagement,HR,executives,andthird‐
partyreporting.Allemployeesgothroughethicstrainingandcertifytheiradherencetothecode
everyyear.Hershey’sEthicalBusinessPracticesCommitteeprovidesoversightandguidanceinall
ethicalissuesatthecompany.
HERSHEY’SVALUES
Hershey’sfourcorevaluesarecenteredontheideaof“OneHershey”:




OpentoPossibilities:“Weareopentopossibilitiesbyembracingdiversity,seekingnew
approachesandstrivingforcontinuousimprovement.”
GrowingTogether:“Wearegrowingtogetherbysharingknowledgeandunwrapping
humanpotentialinanenvironmentofmutualrespect.”
MakingaDifference:“Wearemakingadifferencebyleadingwithintegrityand
determinationtohaveapositiveimpactoneverythingwedo.”
OneHershey:“WeareOneHershey,winningtogetherwhileacceptingindividual
responsibilityforourresults.”
HERSHEY’SSOCIALRESPONSIBILITYSTRATEGY
Hershey’scorporatesocialresponsibility(CSR)strategycentersonengagementwithits
stakeholdersandcontinuallyimprovingitsCSRperformance.Thecompanyalsoincorporatesits
valuesintoitsprogramsandinitiatives.Thecompanybelievesthat“TheHersheyCompany’s
commitmenttocorporatesocialresponsibilityisadirectreflectionofourfounder'slife‐affirming
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spirit.”Hersheyusesitsvaluechaintocategorizeitssocialresponsibilityactivitiesintofourgroups:
Marketplace,Environment,Workplace,andCommunity.
MARKETPLACE
Hersheystrivestoconductbusinessfairlyandethicallybyfocusingontheintegrityofitssupply,
consumerwell‐being,andalignmentwithcustomers.
ForHershey,theintegrityofsupplyincludesnotonlytheingredientsbutalsothepeopleand
processesusedtogrow,process,andacquirethoseingredients(theentiresupplychain).Cocoaisof
particularconcerntoHershey,anditisinvolvedinanumberofcocoa‐sectorinitiativesand
partnershipstomakeprogressinsustainablecocoafarmingandfairlabor.Theseissuesare
exploredingreaterdetaillaterinthiscase.
Thecompanysponsorsseveralconsumerhealthinitiativesandprograms,includingModeration
Nation,anationalconsumereducationinitiativethatpromotesbalancedlifestyles,whichis
sponsoredbytheHersheyCenterforHealth&Nutrition(HCHN)andtheAmericanDietetic
Association(ADA).ThecompanyalsohostsHershey’sTrackandFieldGamesacrosstheU.S.to
encouragechildrenages9‐14toengageinsportsandahealthylifestyle.
ENVIRONMENT
MaintainingtheenvironmentisimportanttoHershey,anditistakingmanystepstoreduceits
impactontheenvironment,includingsustainableproductdesigns,sustainablesourcing,and
efficientbusinessoperations.Somespecificprogramsincludethefollowing:

Sustainablepalmoilsourcing:PalmoilcomesfromtheAfricanoilpalmtreeandisusedina
widevarietyofproducts,includeHershey’schocolate.However,theproductionofpalmoil
ishighlycontroversialbecauseofitsimpactonecosystems.Tocombatconcerns,Hershey
becameamemberoftheRoundtableofSustainablePalmOil(RSPO)andpurchasesitspalm
oilonlyfromsuppliersthatarealsoRSPOmembers.

Sustainablepaper:In2011Hersheybegantopurchasepaperforitsofficefromsuppliers
thatusesustainableforestrypracticesandareForestStewardshipCouncilorSustainable
ForestryInitiativecertified.

Recyclablepackaging:80percentofHershey’spackagingisrecyclable,includingsyrup
bottles,foil,paperwrappers,andboxes.RecyclinghelpedHersheytoreduceitspackaging
wasteby1.4millionpoundsin2010.

Zero‐waste‐to‐landfillfacility:In2011,theReese’splantbecameazero‐waste‐to‐landfill
facility,meaningthatnoneoftheplant’sroutinemanufacturingwastewenttoalandfill.
Reese’srecyclesmorethanover91percentofthewasteitgeneratedfromplantoperations
in2010.Thewastethatisnotrecycledgoestoanenergyincineratorandusedasasourceof
fuel.
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WORKPLACE
Hersheywantstoprovidevaluetoitsemployeesandmakethecompanyadesirableplacetowork
byfocusingonsafety,wellness,openness,andinclusion.Thecompanyhasstrongdiversitypolicies
andfocusesoncontinuoussafetyimprovementsinitsmanufacturingfacilities.However,Hershey
hasrecentlystruggledwithworkplaceissues.In2011,over400foreignstudentsworkingfor
HersheywentonstrikeafterExcel,oneofthecompany’ssub‐contractors,misleadandunderpaid
them.OSHAlaterfinedthesub‐contractor$283,000forhealthandsafetyviolations.
COMMUNITY
Hershey’sbiggestphilanthropiccontributionisthroughitsMiltonHersheySchool.MiltonHershey
andhiswife,Catherine,startedtheschoolin1909tohelporphanboysreceiveaneducationwhile
livinginanurturingenvironmentthatincludedmealsandclothes.Theschoolwasacausedearto
thecouple’sheartbecausetheywereunabletohavechildrenoftheirown.Afterhiswife’sdeath,
MiltonHersheycreatedtheHersheyTrustFund,towhichhedonatedmostofhismoney,tobeused
forthesupportoftheschool.Tothisday,thefundremainsthecompany’sbiggestshareholderand
largestbeneficiary.
AlthoughtheschoolisHershey’sbiggestphilanthropiccontribution,thecompanyalsodonatesto
andsupportsover1,400organizationsincludingtheAmericanRedCross,HabitatforHumanity,
JuniorAchievement,DressforSuccess,andtheChildren’sMiracleNetwork.Thecompanyhasalso
designedawaytogettheiremployeesinvolvedinthecommunity.Hersheydesignedaprogram
called“DollarsforDoers”inwhichemployeeswhoparticipatein50hoursofcommunityservice
overoneyeararerewarded$250,bythecompany,todonatetoanorganizationoftheirchoice.
LABORISSUESINTHECOCOAINDUSTRY
AlthoughtheHersheyCompanystrivestoengageinethicalandresponsiblebehavior,therealities
ofthecocoaindustrypresentseveralethicalchallengesrelatedtothefairandsafetreatmentof
workers,especiallychildren.Chocolateisoneoftheworld’smostpopularconfections,butfew
peopleconsiderthesourcesofthechocolatetheyconsume.
Theprocessofmakingchocolatespansseveralcountriesandcompaniesevenbeforethe
ingredientsarriveatthemanufacturingplant.Itstartswiththecocoabean,whichisfoundwithin
theTheodromaCacao,alsoknownasthecocoapod(fruit).Theharvestprocessislaborintensive
andstartswhentheseeds(cocoabeans)areextractedbysplittingthepodwithamachete.Each
podcancontainanywherefrom20to50beans,andaround400beansareneededtoproduceone
poundofchocolate.Afterthebeanshavebeenextracted,theyarelaidouttodryinthesunfor
severaldaysinordertoacquiretheflavorneededforchocolate.Thebeansarethenpackedinto
bagsandsentoutforshipment.
Chocolatemanufacturersrarelybuydirectlyfromcocoabeancompanies.Theactualprocessof
procuringcocoabeansandothercocoaproductsisconductedthroughoneofthetwoworld
exchanges,eithertheNYSEEuronextortheIntercontinentalExchange.
5
Thecocoaabeansuppllychainisexxtensiveandelaborate;atttimestheco
ocoabeancaangothrough
hup
to12diffferentstagesbeforegettin
ngtothecho
ocolatemanu
ufacturers,an
ndthepricep
perpoundoff
cocoabeaanschangessignificantly
ythroughoutthesupplycchain.Bythetimethebeaansreachthee
chocolateemanufacturrers,theyareeamixofbeaansfromhun
ndredsofcoccoaplantatio
ons.Anexam
mple
oftheexttendedchoco
olatesupplyp
processcanb
beseeninFiigure1.
Figure1:TheExtend
dedCocoaSupplyChain
n
Source:“Actiivity5:TheExporttingProcess,”Transportation&DisstributionIndustry
ryTrainingBoard,
d,
http://www.tdtvictoria.org.au
u/rightmove/pdf//Activity5.pdf(acccessedMay24,20 12).
htheprocessofmanufactturingchocollaterequiressmanystepsbeforeitcan
nbegin,mosttof
Although
themajorrethicalandlegalissuesarerelatedttothesourceeofthecocoaabean.Cocoaaplantationssare
foundinaareaswithraainy,hot,tropicalclimateesandhighaamountsofveegetation.Th
heglobalcoccoa
marketisscurrentlysu
uppliedbym
mostlypoorn
nations,with 70percentffromAfrica((IvoryCoast,
Ghana,Niigeria,Cameroon),especiallytheIvorryCoast,whiichsupplies4
40percento
oftheentire
6
globalmarket,followedby19percentfromAsiaandOceania(Indonesia,PapuaNewGuinea,
Malaysia),and11percentfromtheAmericas(Ecuador,Brazil,Colombia).
WiththemajorityoftheglobalcocoasupplycomingfromAfrica,theneedforworkerson
plantationsneverdwindles,whichhasbroughtaboutthethrivingbusinessofchildlabor,slavery,
andhumantraffickingacrossAfricanborders.Manycocoafarmsdonotownthecocoaplantation
andpaythelandowner50‐66percentofeachyear’scrop.Tokeepcostslow,farmersoftenuse
theirownfamilymembersasasourceoflabor.
Childrenwhoworkoncocoaplantationsareusuallysomewherebetween12and15yearsoldbut
someareasyoungas5yearsold.Hazardousconditionsincludeapplyingpesticides,workingwith
sharpobjectslikeknivesandmachetes,workingwithoutsafetyequipment,andenvironmentsfull
ofsnakes,insects,andotherdangerousanimals.Althoughgovernmentsandcorporationsareaware
ofthisproblem,noaccurateinformation,asidefromestimates,existsregardingthetruenumberof
childrenworkingoncocoaplantations.Thedifficultyofobtainingaccuratedatacanbeattributedto
theimmensequantityofcocoaplantationsacrossAfrica,totalingwellover1,000,000small
plantations(averagesize2‐4hectares),withbetween600,000and800,000plantationslocated
throughouttheIvoryCoast.
Nonetheless,itisestimatedthattwo‐thirdsofAfricanfarmsusechildlabor.Researchconductedby
theInternationalLaborOrganization(ILO)statedthatin2007therewere284,000childrenwho
workedinhazardousconditionsrelatedtococoaintheIvoryCoast.Furthermore,accordingto
surveysconductedbybothTulaneUniversityandtheGovernmentoftheIvoryCoast,anestimated
819,921childrenintheIvoryCoastaloneareworkinginsomeareaofthecocoabusiness.
AccordingtoanILOinvestigationin2002,anestimated12,000childlaborersintheIvoryCoasthad
norelativesanywhereneartheplantations,whichsuggeststhattheymayhavebeentrafficked.
Inadditiontochildlabor,manycocoaplantationsengageinexploitationofotherworkers.While
somenon‐familyworkersarepaid,othersmaybeenslavedorworkinabusiveconditions.They
mayhavebeentraffickedfromneighboringcountriesortrickedintoowinglargeamountsofmoney
totheiremployers.Theworkersareoftenthreatenedwithphysicalpunishmentordeathifthey
attempttoleavetheplantation.
Thenumberofvictimsoflaborexploitationmayhaveincreasedsignificantlyduetotheriseinthe
globalproductionofcocoabeansfrom4.02milliontonsin2004to4.30milliontonsin2008.
Althoughtheincreaseindemandisonly6.6percent,thechangeinvolumeisquitesignificant,and
thenumberofworkersneededtoaccommodatethischangecannotbedownplayed.
GLOBALEFFORTSTOIMPROVELABORCONDITIONS
Theissuesofchildlabor,humantrafficking,andforcedlaborinWestAfricahavedrawnthe
attentionofmanyorganizationsaswellasthecompanieswhoprocureproductsfromthatregion.
Theyhaveimplementedmanydifferentinitiatives,laws,andotherprecautionarymeasuresin
ordertoreducetheuseofchildrenforcocoafarmingintermsofmanuallabor.InAfricaindividuals
undertheageof14arenotallowedbylawtoworkwithinthebusinesssector,whichdoesnot
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includefamilyfarms.Thislawseemstobeeffective,butinreality,itdoesalmostnothingwhen
consideringthelargeamountsoffamilycocoafarmsandtheeaseofhidingnon‐familylaborers.
Tohelpchangelaborpracticeswithoutrelyingongovernmentalorlegalsupport,several
organizationsareworkingtoencouragetheethicalsourcingofcocoa.Mostoftheseorganizations
focusonthefairtreatmentandeducationofcocoaproducersandraisingvoluntarysupportfrom
companies.Thefollowingaresomeoftheglobalorganizationsandprogramsthatareworkingto
combatthelaborproblemwithinthecocoaindustry:





WorldCocoaFoundation(WCF):Anorganizationdevotedtoimprovingcocoafarmers’lives
throughsustainableandresponsiblecocoafarmingpractices.
SustainableTreeCropsProgram(STCP):Farmerslearntoimprovetheircocoacropyields
andearnmoremoneythroughnine‐monthfieldtrainingcourses.
Harkin‐EngelProtocol:Aninitiativeenactedin2001tocommitthechocolateindustryto
fightingtheworstcasesofchild‐labor.Theagreementwassignedbyeightchocolate
manufacturers,includingTheHersheyCompany.
InternationalCocoaInitiative(ICI):Anindependentfoundationestablishedin2002under
theHarkin‐EngelProtocoltoaddresstheworstformsofchildlaborandadultforcedlabor
oncocoafarmsinWestAfrica.Theorganizationworkstoinformandeducatecommunities
onchildlaborandhowtocreatecommunity‐basedsolutions.
InternationalLaborOrganization(ILO):Anorganizationworkingtocombatthevarious
childlaborrelatedproblemswithinWestAfrica.ThedifferentprogramsinitiatedbytheILO
havefocusedoncreatingsustainablewaysofremovingchildrenfromchildlaborinthe
cocoabusiness,improvingcommunityinitiativestofightchildlabor,andincreasingoverall
incomefortheadultsectortopreventtheneedforchildlabor.
Inaddition,thefairtrademovementencouragestradersofchocolateandotherproductstomove
beyondethicalsourcing.Theintentofthefairtrademovementistoraiseawarenessaboutworking
conditions,culture,andidentityofproducers.Tradersmustmeetseveralstandards,including
payingasustainablepricetoproducersthatreflectsthecostsofproductionandlivingaswellas
payingapremiumthatproducerscanusetoinvestinbusinessandsocialprograms,makeadvance
paymentswhenrequested,andsignlong‐termcontractstoencourageplanning.Productsmade
usingfairtradepracticesareusuallycertifiedandsoldtoconsumersatahigherprice.Whilethe
demandforfairtradeproductsisgrowing,themarketiscurrentlysmall.
HERSHEY’SEFFORTSTOIMPROVELABORCONDITIONS
Hersheyhasmadeseveralcommitmentstohelpreducelaborissuesinitsownsupplychainandin
thechocolateindustry.HersheyisinvolvedinWestAfricaandtheorganizationsthatfightchild
laborinWestAfricancocoafarming.ThecompanyisamemberoftheWCF,ICI,andisoneofthe
eightcorporationsthatsignedtheHarkin‐EngelProtocol.Involvementintheseprogramsand
organizationsrequiresHersheytocommittocertainstandardsandcontributetofightingchild
labor.
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TheHersheyCompanyisdedicatedtosustainablyandethicallysupplyingthecocoaneededforits
productsaswellaseducatingitssuppliers.Oneprogramthatintegratesthesetwoconceptsis
Hershey’s“CocoaLink–ConnectingCocoaCommunities”program.CocoaLinkusemobile
technologytosharepracticalinformationwithruralcocoafarmers.Farmersreceivefreetextor
voicemessagesthatcovertopicssuchasimprovingfarmingpractices,farmsafety,childlabor,
health,cropdiseaseprevention,post‐harvestproductionandcropmarketing.Farmerscanalso
shareinformationandreceiveanswerstospecificcocoa‐farmingquestions.Hersheyalsoplansto
introducetheHersheyLearntoGrowfarmprograminGhana,whichwillprovidelocalfarmerswith
informationonbestpracticesinsustainablecocoafarming.
Hersheyalsoproducessomeofitsproductsusingethicalandsustainablecocoa.HersheyBliss,one
ofthecompany’sspecialtychocolates,ismadewith100percentRainforestAllianceCertifiedcocoa.
Thismeansthatthecocoaisgrownusingfarmingmethodsthataresafe,sustainable,andrespect
rightsoftheworkers.
By2017HersheyhopestoexpanditscocoacommunityprogramsbyinvestinginWestAfricaand
workingcloselywithagriculturalexpertsandthegovernment.Hersheyalsoannouncedthatover
thenextfiveyears,itwillinvest$10millioninWestAfricainordertoreducechildlabor,improve
thecocoafarmingcommunity,anddirectlybenefit750,000Africancocoafarmers.
CRITICISMOFHERSHEY’SEFFORTS
SomecriticsarguethatHersheyisnotdoingenoughtocombatlaborexploitationandimprove
communitiesinWestAfrica.Overthepastfewyears,Mars,Kraft,Nestle,Cargill,andother
competitorshaveworkedtoadoptfairtradecertificationand/orreleaseinformationregarding
theirsuppliers.Despitemanyrequestsforpublicdisclosureofitscocoasuppliers,Hersheystill
declinestonamethem.ItiswellknownthatHersheyacquiresmostofitscocoafromWestAfrica,
butthespecificsourcesaremoredifficulttoidentify.
Accordingtoareporttitled“TimetoRaisetheBar:TheRealCorporateSocialResponsibilityforthe
HersheyCompany,”
“Hersheyhasnopoliciesinplacetopurchasecocoathathasbeenproducedwithout
theuseoflaborexploitation,andthecompanyhasconsistentlyrefusedtoprovide
publicinformationaboutitscocoasources.Additionally,Hersheyhasmadenomove
toshifttothird‐partycertificationforthecocoathatitsourcesfromWestAfrica.No
informationisavailablefromHersheyabouthowthemoneyithasinvestedin
variousprogramsinWestAfricahasactuallyimpactedreductionsinforced,
trafficked,andchildlaboramongthesuppliersofitscocoa.Finally,Hershey’sefforts
tofurthercutcostsinitscocoaproductionhasledtoareductioningoodjobsinthe
UnitedStates.”
Thereport,compiledbyGlobalExchange,GreenAmerica,theInternationalLaborRightsForum,
andOasisUSAaccusesHersheyofnotembracingfairtradepracticesdespitehavingaU.S.market
shareofover40percent.ItalsoaccusesHersheyofgreenwashing,orcreatingafalseimpression
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regardingitseco‐friendlybehavior,bydonatingtovariousprogramswithoutactuallychangingits
policiestoensurethattheircocoaisethicallyproduced.
CONCLUSION
Thelaborissuesinthechocolateindustryarecomplexandareconnectedtothepovertywithin
WestAfrica.Theexploitationofcocoacommunitiesisintertwinedwiththemeagerincomesforthe
majorityofthepopulation,alackofeducationandopportunity,governmentalcorruption,andother
conditionsintheregion.Improvingtheoverallwell‐beingofWestAfricaisanimportantpartofany
attempttoeffectivelyfighttheproblemsassociatedwithlaborcocoaplantations.
TheHersheyCompanyrecognizestheneedtoimprovelaborconditionsinthesupplychainandhas
developedseveralinitiativestohelpcreatepositivechangeinthecocoaindustry.However,despite
thecompany’slargefinancialcontributions,thecompanyhasnotadmitteditsshareofthe
responsibilityfortheconditionsonitssuppliers’cocoaplantationsandhasnotimplementedany
anti‐exploitationpolicies.
Intheend,laborexploitationinthechocolateindustrycannotbesolvedbyonecompanyalone.
Therearemanypossiblesolutions,anditwilltakemanyyearsandalargeamountofinvestment
fromthechocolateindustrybeforeconditionschange.However,bymakingsmallchangestoWest
Africancocoacommunities,thequalityoflifeforthousandsofcocoaworkerswillslowlyimprove.
QUESTIONS
1. ShouldHersheybeheldethicallyresponsibleforchildlaborconditionsintheWestAfrican
cocoacommunities?
2. HowcanHersheybalanceitsethicalcultureandconcernforlaborconditionsinWestAfrica
inrelatingtovariousstakeholders?
3. IfitisnotpossibleforHersheytogaincontrolofitssupplychainforarequiredrawmaterial
(cocoabeans)initsfinalproduct,whatareitsalternatives?
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