Unilever’s decision to separate its global ice cream business marks a turning point for the British-Dutch consumer goods giant, ending a long chapter defined by household brands like Magnum, Ben & Jerry’s, and Wall’s. For Caribbean markets, including Jamaica and Trinidad where Unilever’s ice cream presence has been part of local summers for decades, the announcement signals more than just a corporate restructuring – it reveals how major multinationals are rethinking their portfolios in an era where margins matter as much as market share.

Unilever’s ice cream roots run deep. The company became the world’s largest ice cream maker through a series of acquisitions starting with Wall’s in the UK in 1922, then later adding iconic names like Ben & Jerry’s in 2000 for $326 million, and Magnum’s global expansion through the 1990s and 2000s. Ice cream was once seen as a reliable cash cow, buoyed by strong branding and premiumisation strategies that turned chocolate-coated sticks into €3 indulgences.

But the market has shifted. Ice cream remains a seasonal business, with strong summer peaks but low winter sales in Europe and North America. It is also capital-intensive, requiring cold chain infrastructure from factory to freezer, unlike Unilever’s personal care and home care products that sit easily on any shelf. While indulgence has driven growth in emerging markets, competitive pressures from local brands and private labels have squeezed margins.

Globally, the decision to separate ice cream was driven by financial discipline. Unilever’s management, under pressure from shareholders after years of underperformance, has been streamlining its business model. CEO Hein Schumacher, appointed in 2023, has prioritised sharper strategic focus and operational efficiency. Ice cream, with its complex supply chain and different retail dynamics, increasingly looked like an outlier in a portfolio that is otherwise shifting towards high-margin beauty, personal care, and health products.

In markets like the Caribbean, this separation could create both uncertainty and opportunity. Ice cream production, distribution, and marketing are deeply integrated into local Unilever operations. A new standalone ice cream entity, if it replicates moves seen in Europe or Asia, could seek local partnerships, contract manufacturing, or even divestments to agile regional players better able to manage distribution economics. This is not theoretical: in 2018, Nestlé sold its US ice cream business to Froneri, a joint venture with R&R Ice Cream, in a move that allowed it to keep brand rights while outsourcing operations to a specialist. Similar models may emerge for Unilever’s brands in smaller markets.

in 2018, Nestlé sold its US ice cream business to Froneri, a joint venture with R&R Ice Cream, in a move that allowed it to keep brand rights while outsourcing operations to a specialist. Similar models may emerge for Unilever’s brands in smaller markets.

Daniela Bucaro Chairman Unilever Caribbean Limited

For Unilever, the separation clears the path to focus on growth categories where it can maintain pricing power. It aligns with the broader FMCG trend of portfolio concentration. PepsiCo shed Tropicana and Naked juice brands in 2021 to focus on snacks and beverages with stronger profitability. Johnson & Johnson spun off its consumer health division into Kenvue in 2023. The logic is simple: investors reward companies that know what they want to be.

What remains to be seen is how the new ice cream entity, projected to be a €7 billion business, will navigate independent life. Without Unilever’s scale, brand investment may tighten, or it could become a more aggressive player, free from the bureaucracy of a sprawling multinational. Private equity interest is a possibility, though managing seasonality and complex cold chain operations will require operational expertise as much as financial engineering.

In the Caribbean, consumers are unlikely to see immediate changes. Magnum, Cornetto, and Ben & Jerry’s will still be on shelves. But behind the scenes, distribution contracts, manufacturing strategies, and regional employment structures may evolve. For Unilever, it is one more step towards becoming a leaner consumer goods giant, one that believes future growth lies not in ice cream freezers but in personal care aisles and health cabinets.

The separation is expected to be completed by the end of 2025. For now, Unilever’s corporate kitchen is busy carving out its sweetest business. The challenge ahead will be ensuring both companies can thrive – one scooping profits from beauty and wellness, the other proving that, even as a standalone, ice cream remains a timeless indulgence the world will never give up.

 Uber & Airbnb Business Models

Uber
• Democratizes taxi services by removing medallions and enabling app-based ride hailing, surge pricing, and real-time tracking
• In Jamaica—particularly Kingston and Montego Bay—Uber operates alongside traditional taxis. While available, its adoption faces resistance from established associations like JUTA and Maxi Tours

Airbnb
• Transformed lodging from hotels to unique, community-based stays, leveraging platform scale, ratings, and dynamic pricing .
• In Jamaica, it fuels opportunities for locals to monetize spare rooms or guesthouses, while raising concerns over inconsistent quality, safety, and pricing

Rationale for an Uber–Airbnb Strategic Alliance

1. Seamless Integrated Travel Package
• Users booking accommodation via Airbnb could seamlessly arrange Uber airport pickups, or access local tours via Uber’s network.
• Mirrors past partnerships (e.g., Uber–Hilton “Local Scene”) to link mobility and lodging

2. Enhanced Network Effects
• Uber expands reach into more regions when integrated with Airbnb’s guest base; Airbnb gains appeal through complementary mobility options .

3. Data & Recommendations
• Shared insights on guest habits and mobility needs can optimize dynamic pricing, itinerary suggestions, and cross-selling of experiences

4. Diversification of Services
• Development of bundled offerings—e.g., “stay + rides + experiences”—increases engagement and mitigates reliance on single revenue streams .

Impacts on Jamaican Transportation & Hospitality

Transportation Sector
• Traditional operators (JUTA, Maxi Tours, JCAL) may lose diversified tourist traffic to Uber unless they evolve through:
o Adopting app-based dispatch systems,
o Offering consistent pricing,
o Ensuring service quality and credentials (e.g., lowered street flagging).
• A partnership could pressure local services to modernize or form alliances with Uber for continued relevance.

Hospitality Sector
• Small-scale accommodations (e.g., guesthouses, boutiques) could benefit from mobility integration, differentiating themselves from large resorts.
• However, all-inclusive resorts might resist relinquishing control over transportation, potentially lobbying against integrated offerings.

Local Entrepreneurs
• Gains: entrepreneurs offering stays and tours could access Uber integration, reaching more guests.
• Risks: platform dominance may overshadow local competitors, making standing out more difficult.

Tourist Experience
• Better on-island exploration: less reliance on private drivers or group tours, improving affordability and convenience.
• Potential downsides: if Uber–Airbnb prices premiumize, local chauffeur/tour incomes could decline.

Policy & Regulation Considerations

1. Justice in Public Service Licensing
o Should Uber drivers be required to secure professional licenses like red plate taxis?
o Regulating Uber’s “partner model” to protect labour rights without overburdening drivers

2. Quality & Safety Standards
o For Airbnb: establish regulations around safety checks, insurance, and transparent fees to build trust .
o For Uber: enforce background checks, vehicle inspections, and fare transparency to guard consumer interest.

3. Protecting Local Economies
o Government tax relief, subsidies, or capacity-building for local taxi unions to digitize operations.
o For Airbnb hosts: consider differential GCT treatment or micro-tourism licensing to support smaller operators.

4. Balanced Tourism Strategy
o Jamaican government should balance “bubble tourism” from resorts with broader community access.
o Dedicate spaces/services for locals, incentivize local mobility adoption in tourism zones.

5. Collision vs Collaboration
o Encourage partnerships between Uber/Airbnb and JUTA/Maxi Tours to incorporate local operators into the platform, avoiding exclusionary practices.

Mozilla: Future Business Model Evolution

Uber:
• Could launch “Uber Tours” or “Uber Experiences” in partnership with Airbnb hosts, expanding its Uber Freight and Eats diversification .
Airbnb:
• Could integrate mobility into booking—“Book and ride”—or add value via curated transport options around stays.
Local providers:
• Opportunity to “Uber-ify” via partnerships—digital-first dispatch, quality certification, branded chauffeur services linked to listings.

Entrepreneurs in the micro, small and medium-sized enterprise (MSME) sector are being encouraged to create business continuity plans to boost their resilience to a major storm or hurricane.

The advice came from Acting Director General at the Office of Disaster Preparedness and Emergency Management (ODPEM), Richard Thompson, who was a panelist at the United Nations Development Programme (UNDP) Hurricane Ready & Resilient forum on Tuesday (June 10).

The event, held at the UNDP’s Multi Country Office in Kingston, engaged MSMEs on the topic of hurricane loss and damage.

Mr. Thompson pointed out that MSMEs account for approximately 97 per cent of businesses in the country and provide nearly 80 per cent of employment for the Jamaican workforce, making them an extremely important part of the economy.

At the same time, MSMEs are disproportionately vulnerable to hurricane impacts because of their informality, size, limited resources and inadequate access to financing, insurance and disaster preparedness, making business continuity planning even more essential.

“So, in terms of business continuity planning, it’s really a strategy that focuses on or ensures that the businesses are able to operate or to continue during or after any kind of disruptive event,” the ODPEM Acting Director General explained.

He outlined that effective business continuity planning should concentrate on the procedures necessary for maintaining business function, protecting business assets, safeguarding overall employment procedures, and ensuring that there is effective communication with customers.

This is important in minimising business downtime and improves the ability to restore normal function in the shortest possible time.

“It’s really a deliberate process to ensure that the businesses are anticipating, they are mitigating against issues, they are resolving issues regarding the effects of disasters that will impact the business,” he pointed out.

Mr. Thompson noted that one critical aspect of business continuity is ensuring that businesses plan their recovery process.

As such, owners and operators should make sure that all important documents, plans and business concepts are stored securely in the event of a natural disaster.

“One other thing as well that businesses have to pay critical attention to is what is called single point of failure. One of the things that we have noticed for a very long time and it was highlighted during [Hurricane] Beryl, is that energy generation, especially around electricity, is the critical point of failure for a lot of businesses,” he pointed out.

The ODPEM Director said it is, therefore, important that businesses, especially those that rely heavily on electricity, have a back-up plan for power generation.

Another crucial element that is often overlooked by small entrepreneurs, he noted, is ensuring that businesses are registered so they can receive benefits from the State.

“A lot of small farmers are not registered. So, because they are not registered, it becomes difficult after a disaster for them to get grants coming out of RADA (Rural Agricultural Development Authority) and the Ministry of Agriculture, Fisheries and Mining” Mr. Thompson said.

In her remarks, Permanent Secretary in the Ministry of Local Government and Community Development, Marsha Henry-Martin, emphasised the importance of providing support for MSMEs to navigate disasters.

She pointed out that it is also important to understand the individual realities and unique characteristics of each business, their locations and their vulnerabilities.

“As a Local Government Ministry, with responsibility for local communities, one of our mantras is that we’re not leaving anybody behind… every community matters, every district matters… every individual matters. Their quality of life must always be at the forefront, and whatever it is that they do to sustain themselves is what we should nurture,” the Permanent Secretary said.

She noted that the Ministry must ensure that the Comprehensive Disaster Risk Management Policy, which is being finalised, sufficiently considers MSMEs and their sustainability.

By: Donique Weston, JIA

Photo; Donna De la Hay

Unilever Caribbean Limited [UCL] is pleased to announce the appointment of Ms. Ginelle Lambie as the Managing Director effective May 14, 2025. Ms. Lambie joined UCL in April 2023 in the role of National Finance Manager. On January 1, 2024 she was appointed as an Executive Director and the Acting Managing Director. Ginelle holds a Bachelor in Business Administration, a Master of Science in Accountancy and is a Certified Public Accountant. She brings over 20 years of experience in FMCG, Manufacturing, Telecom, Media & Entertainment and Banking in the United States and Trinidad. She has over 11 years’ experience in Business Analysis and Financial Reporting in FMCG companies.

Unilever Caribbean Limited [UCL] is pleased to announce the appointment of Mr. Amit Rampersad as the National Finance Manager effective May 14, 2025. Mr. Rampersad has been with Unilever for over 11 years and was appointed the Acting National Finance Manager on January 1, 2024. Mr. Rampersad is a Fellow of the Association of Chartered Certified Accountants [FCCA] and a member of the Institute of Chartered Accountants of Trinidad and Tobago [ICATT]. He has over 17 years of Financial Accounting experience, having worked in various sectors, including Media, Manufacturing, and the Public Sector.

The Board of Directors of VM Investments Limited (VMIL) is pleased to announce the appointments of Mrs Maria Evelyn-Robinson and Mr Frederick Williams as Directors of VMIL. • Mrs Maria Evelyn-Robinson was appointed effective February 12, 2025. • Mr Frederick Williams was appointed effective March 24, 2025. The Board welcomes Mrs Evelyn-Robinson and Mr Williams and is confident that their expertise, leadership, and professional experience will be valuable assets to VMIL as the organisation continues to execute its strategic objectives and strengthen its governance framework.

Everything Fresh Limited wishes to advise that Mr. Errol Grant has been appointed the Group Chief Financial Officer for the company effective May 12, 2025.

Guardian Holdings Limited (“GHL”) advises that at the Company’s Annual General Meeting held on 12th May, 2025, Ms. Colette Delaney was elected a director of the Company. Ms. Delaney brings over 40 years of distinguished leadership experience across the United Kingdom, the United States, Canada and the Caribbean in retail, commercial, and corporate banking as well as insurance, which will play a pivotal role in advancing the Company’s strategic goals.

Scotia Group Jamaica Limited (SGJ) advise of the appointment of Dayne Bucknor as Director, Client Experience and Advocacy, Scotia Group Jamaica Limited, effective May 1, 2025. Mr. Bucknor has over 17 years’ experience in the banking Industry and is adept at leading outstanding and diverse teams. He joined Scotiabank in 2006 and his most recent position was Director, Strategic and Business Analytics, Caribbean North & Central. In that role he provided strategic direction and support on several initiatives across the region. As Director, Client Experience and Advocacy for Scotia Group Jamaica, Mr. Bucknor will have responsibility for the development and implementation of comprehensive client-focused strategies to achieve and maintain industry leadership in client experience in the Caribbean North and Central region. Mr. Bucknor is a St. George’s College alumnus and holds a Bachelor of Science degree in Electrical Engineering and a Masters in International Business from Florida International University.

Barita Investments Limited (“Barita) has advised of the following Senior Management changes:

Miss Fayola Wray has been appointed to the position of Vice President, Finance, effective April 14, 2025.
Mrs. Sara Ying Henriques has been promoted to the position of Senior Vice President, Operations, effective May 1, 2024. Mrs. Ying Henriques previously held the post of Vice President, Operations.
Mr. Richardo Williams has been promoted to the position of Vice President, Asset Management & Research, effective April 1, 2024. Mr. Williams previously held the post of Head of Financial Risk.
Mrs. Anmarie Walker-Cato has been promoted to the position of Senior Vice President, Finance, effective February 1, 2024. Mrs. Walker-Cato previously held the post of Vice President, Finance.

In a bold step toward shaping a more sustainable and resilient Caribbean energy landscape, the Caribbean Electric Utility Services Corporation (CARILEC) and Green Solutions International SKN Incorporated (GSI) have signed a strategic Memorandum of Understanding (MOU) that will set the stage for a comprehensive programme of training, knowledge exchange, and technical capacity building across the region.

This partnership brings together CARILEC’s powerful network of over 100 members—including electric utilities, independent power producers, regulators, academic institutions, and energy service providers —with GSI’s recognised expertise in renewable energy, grid modernisation, and sustainable transportation. The MOU reflects a shared commitment to fostering a future-ready Caribbean energy workforce equipped to lead the region’s clean energy transformation.

A Collaborative Approach to Advancing Caribbean Energy Skills
Beginning in 2025, CARILEC and GSI will collaborate under the new agreement to deliver high-quality, certified training programmes in key technical areas, including Grid Operational Management, Solar Photovoltaics (PV), and Electric Vehicle (EV) Repair, Maintenance, and Charging Infrastructure. These programmes will be offered in blended formats—virtual and in-person—and tailored to the specific needs of utility professionals, engineers, regulators, and energy entrepreneurs across the region. The training will emphasise real-world application and hands-on learning, combining theoretical modules with practical sessions, webinars, and direct exposure to advanced clean energy tools and technologies.

Beyond technical instruction, the partnership will enable the development of professional certifications and ongoing learning opportunities, helping to raise the overall competency and recognition of regional talent. CARILEC and GSI will also host knowledge-sharing events—including forums, workshops, and industry networking sessions—to foster cross-border collaboration and the continuous exchange of expertise throughout the sector. By integrating global best practices and international standards, the initiative aims to ensure that Caribbean energy stakeholders remain well-positioned within a rapidly evolving global energy landscape.

A Win-Win Partnership: Empowering Energy Professionals Across the Region
“This MOU with GSI speaks to more than just a functional collaboration—it reflects the transformation of CARILEC into an association of electric energy solution providers,” explained Dr. Cletus Bertin, Executive Director of CARILEC. “It supports our strategic goal of broadening representation across the energy sector, including individual practitioners such as solar PV installers, EV technicians, and energy efficiency auditors. GSI is a critical partner in this shift, and we commend them for their innovative and groundbreaking work in capacity building across the region.”

“The most immediate impact for our member utilities will be access to a wider pool of trained and qualified professionals who can support the changing energy service model,” Dr. Bertin added.

“Participants will operate within a collaborative, service-oriented ecosystem, supporting prosumers and households as utilities transform how they deliver energy. This partnership also supports the development of career pathways, job opportunities, and regional networking. And for successful GSI graduates, automatic eligibility for CARILEC’s individual membership offers valuable access to business development through our conferences, publications, and technical forums. It’s a clear win-win for both organisations and the broader Caribbean energy community.”

This MOU responds directly to the calls for enhanced regional cooperation articulated in recent Caribbean Community (CARICOM) energy discussions and climate adaptation strategies. The Caribbean’s vulnerability to climate change, coupled with increasing electricity demand and volatile fossil fuel prices, has made the need for modern, secure, and clean energy infrastructure more urgent than ever. The collaboration also supports CARILEC’s commitment to enhancing the effectiveness of electric utilities and service providers across the region through training and knowledge sharing, ultimately facilitating the development of world-class electric energy services for the people of the Caribbean.

Transforming the Caribbean’s Energy Future through Local Expertise
“This partnership with CARILEC represents more than just technical collaboration—it’s a signal that the Caribbean is serious about its energy future,” said Dr. Wayne Archibald, Executive Director of GSI.

“For too long, our energy landscape has depended on imported expertise. GSI was founded with a mission to reverse that dynamic by investing in local capacity, home-grown knowledge, and scalable innovation. With this MOU, we’re creating a region-wide platform to equip professionals with the tools, certifications, and confidence to lead the clean energy transition from within. We’re not just training people to install solar panels or maintain EVs—we’re preparing them to build and manage the region’s smart, decentralised, and sustainable grid of the future.”

Dr. Archibald added: “As the Caribbean seeks to establish itself as a global model for small-island energy innovation, partnerships like this are laying the groundwork for long-term leadership in sustainable infrastructure. With a growing pool of certified professionals and stronger institutional linkages, the region is positioning itself not only to meet internal demand but also to export talent, ideas, and solutions to other developing economies facing similar energy and climate challenges.”

As both organisations continue to drive regional transformation, the CARILEC-GSI partnership sets a compelling example of how collaboration and innovation can create tangible pathways to energy resilience, economic growth, and environmental stewardship in the Caribbean.