Ben & Jerry’s Pushes Back Against Unilever Over Brand Autonomy
Ben & Jerry’s is once again embroiled in a dispute with its corporate parent, Unilever, as tensions escalate over the ice cream brand’s longstanding independence and social mission. At the heart of the latest clash is Ben & Jerry’s claim that Unilever is threatening the brand’s ability to operate according to the progressive values embedded in its charter.
This internal conflict dates back to Unilever’s 2000 acquisition of Ben & Jerry’s, when a unique provision allowed the company to continue operating with an independent board focused on social responsibility. However, this governing structure has increasingly come under strain as Unilever seeks stronger control over global operations and brand messaging, particularly following Ben & Jerry’s decision in 2021 to stop selling products in Israeli-occupied Palestinian territories—a move that drew global scrutiny.
In response, Unilever sold its Ben & Jerry’s operations in Israel to a local licensee, triggering legal action from Ben & Jerry’s independent board that argued the sale violated its social mission and governance agreement. Though the case was dismissed in 2022, deeper rifts remain.
The latest flashpoint centers around what Ben & Jerry’s board chair Anuradha Mittal describes as increasing efforts by Unilever to bypass or override the board’s decisions, undermining its contractual right to uphold the brand’s mission-driven focus. Tensions intensified in 2024 when Unilever froze hiring for Ben & Jerry’s and limited the board’s access to critical financial information.
For FMCG stakeholders, the standoff highlights the risks and complexities of managing ethically driven brands within large multinational portfolios. As consumer demand for purpose-led products rises, balancing corporate growth strategies with brand authenticity becomes an increasingly delicate task. This case underscores why clear governance structures are essential when acquiring mission-oriented brands.
With its sales reaching approximately $1 billion annually and a loyal consumer base, Ben & Jerry’s represents both a valuable asset and a branding challenge for Unilever. For FMCG leaders, the unfolding legal and ethical dispute signals a need to reevaluate how legacy brands with socially conscious roots are integrated and managed post-acquisition—particularly when customer trust and corporate reputation are closely tied to activism and transparency.