Change is a fact of life and as such we ought to look at its benefits whilst guarding against its dangers. Throughout history great civilisations have come and gone and it is certain that the West will not endure as the world’s economic stronghold forever. But that doesn’t necessarily mean that the lives of people who live in once great nations are blighted. The stress levels are lower than ours in Greece, Egypt and probably even Rome even if quality of life is arguably no higher.

Britain led the world into the Industrial Age and was at the vanguard of capitalism. Little wonder then that our great economic institutions are vulnerable to takeover, our industrial cycle is coming to an end.

The real issue is not how bad or good it is for British companies to fall into foreign hands. The real issue is how to ensure that this change is a positive force for good.

It is true that in the early days of a takeover there are often job losses. That is likely to be the case at Cadbury and the future holds little consolation for those who are now facing redundancy. But as investment comes in and the new owners seek to grow the company, possibly with greater focus and drive than the outgoing management, new jobs and opportunities will be created. Inward investment creates opportunity, not only in the company that has been bought out but in the economy at large. As we struggle to emerge from recession our entrepreneurs will reap the benefit of this investment, allowing them to create even more jobs and opportunities.

Change is always difficult. But there is nothing inherently bad in foreign companies taking over British ones. What really matters is how we respond to it.

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Cadbury is no stranger to ethical responsibility. The company was founded in 1824 by John Cadbury, a Quaker who chose to sell tea and cocoa in order to wean people off alcohol. The company moved in 1879 to Bournville, a rural site outside Birmingham in order to be in a cleaner, healthier location. The company paid high wages, established good working conditions, pioneered pension schemes and a staff health service.

Nearly two centuries later the company remains at the forefront of corporate social responsibility, with Dairy Milk becoming the first mass produced Fairtrade chocolate bar in July.

The question of course is whether shareholders in Cadbury will regard the company’s history and reputation as a greater incentive than the cash being offered by Kraft, who are bidding for their shares. But perhaps more importantly, the fact that Cadbury’s are using their ethical credentials as a weapon in a takeover battle will encourage other companies to recognise the importance of their own corporate responsibility.

Increasingly people want to work for companies that make a difference in the wider world. Cadbury has long been recognised as an ethical company. Adopting a stance that encourages other companies to improve their own ethical standards may well be the most socially responsible thing they have done yet.

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