Corporate Clash Over Activism

Ben & Jerry's co-founder Ben Cohen has accused the brand's parent company, Unilever, of obstructing the launch of an ice cream flavour intended to express solidarity with Palestine. In a statement made via social media on Tuesday, 28 October 2025, Cohen announced he would independently create the flavour, a watermelon-based sorbet, under his personal project, Ben's Best. This decision marks a significant escalation in the protracted dispute between the famously activist ice cream maker and the British consumer goods giant that has owned it since 2000.

The conflict highlights the inherent tensions when mission-driven brands are absorbed by large multinational corporations. Unilever, which operates extensively across East Africa, including a major hub in Kenya, now faces renewed scrutiny over its commitment to the unique corporate governance structure it agreed to when acquiring Ben & Jerry's. That 2000 deal, valued at $326 million, included an unusual provision to maintain an independent board of directors for Ben & Jerry's, tasked with preserving the company's social mission and brand integrity.

A History of Principled Stands

Founded in 1978 in a renovated Vermont gas station, Ben & Jerry's built its brand identity on a dual promise of high-quality ice cream and a commitment to progressive social and environmental causes. Over the decades, the company has launched products and campaigns supporting racial justice, LGBTQ+ rights, climate action, and campaign finance reform. This history of activism was a core part of the brand's appeal and a condition of its sale to Unilever.

However, the relationship has become increasingly fractious, particularly over the Israeli-Palestinian conflict. In July 2021, Ben & Jerry's announced it would stop selling its products in Israeli settlements in the occupied West Bank, stating that such sales were "inconsistent with our values." The move sparked significant controversy and legal challenges. Unilever responded by selling its Ben & Jerry's business interests in Israel to a local licensee, a decision that Ben & Jerry's sued to block, though the lawsuit was later settled.

The Watermelon and the Boardroom

Cohen's choice of a watermelon flavour is deeply symbolic. The fruit, which shares the red, green, black, and white colours of the Palestinian flag, has become a global emblem of solidarity, particularly on social media where direct displays of the flag can be restricted. Cohen stated he is creating the flavour to "call for permanent peace in Palestine and calls for repairing all the damage that was done there." He has invited the public to help name the flavour and suggest ingredients.

According to Cohen, the proposal for a Palestine-themed flavour was approved by Ben & Jerry's independent board but was ultimately blocked by Unilever and its spun-off ice cream division, The Magnum Ice Cream Company. A spokesperson for Magnum stated that while the board can make recommendations, "management has determined it is not the right time to invest in developing this product." Unilever has maintained that it seeks to work constructively with the Ben & Jerry's board to stay true to the "progressive, non-partisan social mission" agreed upon during the acquisition.

Implications for Corporate Social Responsibility

This public fallout comes amid a broader campaign by Cohen called "Free Ben & Jerry's," which seeks to persuade Unilever to sell the brand to socially-minded investors. The dispute has been compounded by the recent resignation of co-founder Jerry Greenfield in September 2025, who cited the parent company's undermining of the brand's social mission as his reason for leaving. Furthermore, Ben & Jerry's has ongoing legal action against Unilever, filed in November 2024, alleging the parent company has repeatedly silenced its attempts to speak out on the conflict in Gaza.

For the Kenyan public and the wider East African region, where Unilever is a major employer and provider of household goods, this conflict serves as a powerful case study in corporate ethics. It raises critical questions about the authenticity of corporate social responsibility pledges and the challenges of maintaining a brand's activist identity within a global conglomerate focused on shareholder returns. As consumers worldwide, including those in Kenya, become more conscious of the ethical stances of corporations, the resolution of this dispute could have far-reaching implications for how multinational companies navigate politically sensitive issues. FURTHER INVESTIGATION REQUIRED into specific regional impacts.