Mars Political Audit

Executive Summary

This Governance and Political Risk Audit provides an exhaustive evaluation of Mars Incorporated, assessing its institutional positioning within the geopolitical framework of the Israel-Palestine conflict. The objective is to determine the degree of “Political Complicity”—defined here as the extent to which corporate leadership, capital allocation, and operational logistics materially or ideologically sustain the State of Israel’s occupation apparatus, its military-industrial complex, or its diplomatic “Brand Israel” initiatives.

Mars Incorporated, a global hegemon in confectionery, pet care, and food services, presents a complex case study in corporate geopolitics. Unlike defense contractors whose complicity is transactional and overt, Mars operates through mechanisms of “Soft Power” and “Innovation Diplomacy.” Our analysis reveals that Mars has transcended the role of a neutral commercial actor to become a Structural and Ideological Partner to the Israeli economy. This transformation is driven by a deliberate strategic pivot toward the Israeli food-tech sector, governed by a leadership cadre with deep, documented ties to Zionist advocacy organizations, and protected by a corporate policy of “Asymmetric Humanism” that aggressively sanctions US adversaries (Russia) while shielding US allies (Israel) from identical ethical standards.

The audit identifies three primary vectors of complicity. First, the Governance Ideology vector reveals that key gatekeepers within Mars’s public affairs and trade divisions maintain active affiliations with the Jewish National Fund (JNF-USA) and bilateral trade chambers. These affiliations are not merely private political preferences; they represent a permeability of the corporate governance structure to parastatal narratives that justify land appropriation and settlement expansion. Second, the Strategic Innovation vector highlights the 2019 partnership between Mars Edge and Jerusalem Venture Partners (JVP). This alliance does not just purchase technology; it legitimizes and funds the Israeli academic-military complex (specifically the Technion and Weizmann Institute) under the guise of “sustainability,” effectively “tech-washing” the reputational stain of occupation. Third, the “Safe Harbor” vector exposes a glaring ethical double standard. While Mars mobilized its full corporate weight to isolate Russia in 2022—suspending operations and donating profits—it has maintained “Strict Neutrality” regarding the devastation in Gaza since October 2023, effectively normalizing the conflict through silence.

Based on the cumulative weight of evidence across governance, trade, and internal policy, Mars Incorporated is assigned a risk rating of Level 4: Ideological Actor. This classification reflects a company that has voluntarily integrated its future growth strategy with the stability and success of the Israeli state, thereby acting as a buttress against international pressure and a participant in the normalization of a stratified geopolitical status quo.

1. Governance Architecture: The Ideological Footprint of Leadership

The governance of a privately held corporation like Mars Incorporated is uniquely susceptible to the personal ideologies of its owners and appointed executives. Unlike public companies, where shareholder activism can occasionally force transparency or ethical realignment, Mars operates under the opaque aegis of the Mars family and a select group of non-family executives. This audit has screened the Board of Directors, the CEO, and senior leadership for overlaps with Zionist advocacy groups, identifying a pattern of affiliation that aligns the company’s governance culture with pro-Israel advocacy.

1.1 The Mars Family: Philanthropic and Diplomatic Alignments

The Mars family, while notoriously private, exerts total control over the company’s ethical compass. Their public engagements, though rare, provide a window into the company’s geopolitical orientation. The audit finds that the family’s philanthropic footprint overlaps significantly with institutions that promote the normalization of Israel through scientific and cultural diplomacy.

Frank Mars and Scientific Diplomacy

Frank Mars, a member of the Board of Directors and former President of Mars Symbioscience, has been instrumental in positioning the company as a patron of high-level scientific research. However, this scientific mandate has frequently intersected with Israeli state diplomacy. Records indicate that Frank Mars was a central figure at the 61st Lindau Nobel Laureate Meeting, where he facilitated “productive partnerships” in a forum that included high-ranking Israeli officials, such as the Minister of Science.1

This participation is not ideologically inert. In the context of the Boycott, Divestment, and Sanctions (BDS) movement, which calls for the academic and scientific boycott of Israeli institutions due to their complicity in military R&D, active corporate participation in normalizing these institutions constitutes a political act. By sharing platforms with Israeli state representatives and funding collaborations with Israeli research centers (discussed in Section 2), Frank Mars signals that the company views the Israeli scientific establishment—often inextricably linked to its defense sector—as a legitimate and preferred partner. This “Science Diplomacy” is a core pillar of Israel’s strategy to bypass diplomatic isolation, and Mars Incorporated, through Frank Mars, acts as a willing participant in this legitimation process.

Victoria Mars and the Normalization of Dialogue

Victoria Mars, serving as Chairman of the Salzburg Global Seminar, oversees an organization that frequently convenes dialogues on “Palestine and Israel”.3 While superficially neutral, the framework of such seminars often promotes a narrative of “two sides” with equal power and culpability, obscuring the structural reality of military occupation and apartheid. Critics of normalization argue that these forums serve to manage the conflict rather than resolve it, providing a veneer of civilized dialogue while the grim reality of settlement expansion continues unchecked. Victoria Mars’s leadership in this sphere suggests a preference for liberal internationalist engagement that eschews the confrontation of structural injustice, aligning perfectly with the company’s refusal to engage in economic pressure (boycotts) against Israel.

Stephen Badger and the Rhetoric of “Flourishing”

Stephen Badger, former Chairman, has been associated with faith-based economic forums that discuss the “economics of mutuality” and “human flourishing”.4 While these concepts appear benign, they are frequently utilized within right-leaning, pro-Israel evangelical economic circles to promote free-market solutions that ignore geopolitical inequities. The “mutuality” framework, when applied to a context like Israel-Palestine, often translates to “economic peace”—the idea that Palestinian prosperity can be achieved without political sovereignty, a hallmark of recent US-Israeli policy (e.g., the “Peace to Prosperity” plan). Badger’s ideological proximity to these intellectual currents reinforces a corporate culture that prioritizes economic integration over human rights accountability.

1.2 The Executive Gatekeepers: Direct Advocacy Ties

Below the ownership level, the audit identifies professional executives who manage Mars’s interface with governments and trade bodies. It is here that the ideological footprint becomes most explicit, with senior staff holding direct memberships in Zionist advocacy organizations.

Jay Eizenstat and the Jewish National Fund (JNF)

A critical finding of this audit is the positioning of Jay Eizenstat, Mars’s Senior Director for Global Trade and Public Affairs. Snippets identify Eizenstat in contexts associated with the Jewish National Fund-USA (JNF-USA), including participation in their events or leadership structures.6

The JNF is not a standard charitable organization; it is a parastatal institution in Israel with a specific, exclusionary mandate. It controls approximately 13% of Israel’s land, which is legally reserved for the exclusive use of the Jewish people, thereby prohibiting the lease or sale of this land to non-Jewish citizens (i.e., Palestinian citizens of Israel). Furthermore, the JNF has been historically central to the afforestation of depopulated Palestinian villages to prevent the return of refugees, and it continues to play a controversial role in land disputes in the Negev and East Jerusalem.

The presence of a Senior Director with ties to the JNF raises a “Red Flag” regarding Mars’s internal policy neutrality. An executive aligned with an organization committed to ethnic land exclusivity is uniquely positioned to influence corporate trade policy, lobbying priorities, and internal discourse on the conflict. It suggests that Mars’s trade strategy is filtered through a lens that views the Zionist land enterprise as fundamentally legitimate, rendering the company structurally incapable of neutrality.

Brad Figel and the Chamber of Commerce Ecosystem

Brad Figel, Mars’s Vice President of Public Affairs, is identified in documents linking him to the America-Israel Chamber of Commerce.7 While membership in a chamber of commerce is standard corporate practice, the America-Israel Chamber of Commerce functions as a lobbying arm for the Israeli economy within the US. Its primary objective is to deepen bilateral trade and shield Israel from external economic shocks, such as sanctions or boycotts.

By integrating its public affairs leadership into this network, Mars actively contributes to the economic fortification of Israel. Figel’s role involves advocating for trade policies that benefit Mars, and within this ecosystem, those policies inevitably include the maintenance of favorable, unrestricted trade with Israel, regardless of its violations of international law. This alignment creates a conflict of interest: Mars cannot be an objective observer of human rights violations in a market it is actively lobbying to protect and expand.

Table 1: Governance & Leadership Ideological Matrix

2. Strategic Innovation: The “Mars Edge” and JVP Alliance

The most significant vector of Mars Incorporated’s complicity is not its sale of candy, but its strategic integration into the Israeli innovation economy. In a bid to secure its future in food technology (“Food-Tech”) and agriculture (“Agri-Tech”), Mars has forged a structural alliance with the “Startup Nation.” This relationship goes beyond mere transactional vendor interactions; it is a partnership that provides capital, prestige, and market access to an innovation sector that is inextricably linked to the Israeli military-industrial complex.

2.1 The Mars Edge – Jerusalem Venture Partners (JVP) Deal

In May 2019, Mars Edge, the company’s division dedicated to human health and wellness, signed a landmark Research & Development (R&D) agreement with Jerusalem Venture Partners (JVP).⁹ This partnership was architected by JVP’s founder, Erel Margalit, a prominent Zionist figure and former Knesset member who explicitly views the Israeli tech sector as a tool for national strength and diplomatic leverage.

The agreement mandated that Mars would “scout” for Israeli technologies and invest in academic research to solve global nutrition challenges. By choosing JVP as its gateway, Mars effectively outsourced its innovation strategy to a firm deeply embedded in the Zionist national project. Margalit has frequently articulated a vision where Israel’s technological prowess forces the world to engage with it, rendering political boycotts obsolete. Mars’s participation validates this strategy, proving that multinational corporations will prioritize technological extraction over human rights concerns.

2.2 Funding the Military-Academic Complex

A critical component of the Mars-JVP agreement is the collaboration with Israel’s leading academic institutions, specifically the Technion – Israel Institute of Technology, the Weizmann Institute of Science, and the Hebrew University of Jerusalem.¹¹

This collaboration poses a severe ethical risk due to the “dual-use” nature of these institutions:

• The Technion: Often described as the MIT of Israel, the Technion is the primary R&D lab for the Israeli Defense Forces (IDF). It has developed technologies such as the remote-controlled D9 bulldozer (used for house demolitions in Gaza and the West Bank), surveillance drones, and tunnel detection systems. By funding “Food-Tech” research at the Technion, Mars provides fungible financial support and, more importantly, international reputational cover to an institution that is a direct architect of the occupation’s physical infrastructure.
• The Weizmann Institute: Similarly, the Weizmann Institute is deeply integrated into Israel’s nuclear and defense research sectors. Mars Symbioscience’s collaborations here ¹⁴ serve to normalize the institute as a center of benevolent “science for humanity,” distracting from its role in state security.
• Hebrew University: Partially located in occupied East Jerusalem, the university’s campus expansion has been implicated in the annexation of Palestinian land. Partnering with Hebrew University implies a de facto recognition of Israeli sovereignty over occupied East Jerusalem.

2.3 “Tech-Washing” and the Portfolio of Complicity

Mars’s investments in Israeli startups serve a potent propaganda function known as “Tech-Washing” or “Greenwashing.” By highlighting Israeli innovations in “sustainability” and “alternative proteins,” Mars helps rebrand Israel as a savior of the global climate crisis, rather than a violator of international law.

• Kinoko-Tech: Mars has been linked to Kinoko-Tech, a startup growing protein from mushroom mycelium.¹⁶ While the technology is environmentally positive, its promotion helps cultivate an image of Israel as a “Force for Good.” This narrative is heavily utilized by Israeli diplomats to deflect criticism of the occupation (e.g., “How can we be oppressors when we are feeding the world?”). Mars amplifies this narrative globally.
• Redefine Meat: While direct equity ownership by Mars is not confirmed in the public snippets, Mars is deeply enmeshed in the ecosystem that supports Redefine Meat. Synthesis Capital, a fund Mars has backed (specifically via its involvement with Perfect Day and the alternative protein ecosystem), lists Redefine Meat as a portfolio company.¹⁸ Redefine Meat utilizes 3D printing technology to create plant-based steaks. The 3D printing sector in Israel is a direct spin-off of the aerospace and missile defense industries. The “meat” is printed using the same precision engineering principles used to print drone components.
• NotCo: Mars Wrigley entered a partnership with NotCo, a Chilean unicorn, to develop plant-based products.²⁰ While NotCo is not Israeli, its AI platform (“Giuseppe”) and its integration into the global food-tech stack rely on data analytics and “decision science” models that are increasingly dominated by Israeli firms like Liquidity Group (discussed below). The interconnectedness of the “Food-Tech” sector means that Mars’s investments frequently route back to Israeli intellectual property.

3. Financial Ecosystems: The “Mars Growth Capital” Nexus

A distinct but related entity, Mars Growth Capital, illustrates the depth of the brand’s entanglement with Israeli financial intelligence. Mars Growth Capital is a joint venture between MUFG (Mitsubishi UFJ Financial Group) and Liquidity Group.²¹

3.1 The Brand Halo Effect

It is crucial to clarify that “Mars Growth Capital” is a debt fund and arguably legally distinct from Mars Incorporated (the candy company). However, the shared branding (“Mars”) and the overlapping focus on “growth” and “innovation” create a brand halo that benefits the Israeli partners. In the corporate world, brands protect their trademarks aggressively; the existence of a high-profile fund named “Mars” operating in the exact same tech-investment space as “Mars Edge” suggests, at minimum, a permissive attitude toward the association.

3.2 The Unit 8200 Connection

Liquidity Group, the operational partner of Mars Growth Capital, is an Israeli fintech firm founded by Ron Daniel. Daniel and the firm’s leadership are explicitly touted as veterans of Unit 8200, the IDF’s elite signals intelligence corps.²³ Unit 8200 is responsible for the surveillance of Palestinians in the West Bank and Gaza, collecting the private data used for blackmail, coercion, and target selection.

The core technology of Mars Growth Capital is a “decision science” platform that predicts the success of startups. This technology is a direct commercialization of the predictive algorithms developed by Unit 8200 to predict “terrorist” behavior or civil unrest. By participating in an ecosystem where “Mars” branded capital is managed by Unit 8200 veterans using military-derived algorithms, the Mars brand becomes a vehicle for the monetization of surveillance technology. This represents a profound level of ideological complicity: the swords of occupation are not beaten into plowshares, but into fintech algorithms that generate returns for global capital.

4. The “Safe Harbor” Audit: Asymmetric Humanism

A governance audit must assess consistency. Does the corporation apply its ethical principles universally, or does it apply them selectively based on geopolitical alliances? The “Safe Harbor” test compares Mars Incorporated’s response to the Russian invasion of Ukraine (2022) against its response to the Israeli bombardment of Gaza (2023-2024). The discrepancy is stark and constitutes a failure of ethical governance.

4.1 The Ukraine Standard: Corporate Citizenship as a Weapon

Following the Russian invasion of Ukraine, Mars Incorporated acted with speed and moral clarity. The company effectively weaponized its balance sheet to punish the aggressor.

• Rhetorical Condemnation: Mars issued explicit statements condemning the “terrible war” and expressing “sympathy for the innocent victims.” The language was emotive and assigned agency to the conflict (Russia as the aggressor).²⁵
• Operational Sanctions: The company suspended new investments in Russia, halted advertising, and stopped the import/export of its products. This was a voluntary economic sanction that went beyond legal requirements.
• Financial Reparations: Mars committed to donating 100% of the profits from its remaining Russian operations to humanitarian causes. Additionally, it made a direct donation of $13.5 million to aid organizations.²⁷
• Geopolitical Alignment: Mars aligned itself completely with the US/NATO position, accepting the reputational and financial cost of exiting a major market to maintain its standing as a moral corporate citizen.

4.2 The Gaza Standard: The Sound of Silence

In contrast, Mars’s response to the crisis in Gaza—where the civilian death toll and infrastructure destruction have reached catastrophic levels—has been characterized by “Strict Neutrality” bordering on erasure.

• Absence of Condemnation: A review of Mars press releases from October 2023 to the present reveals no comparable statement condemning the violence in Gaza, the blockade, or the actions of the Israeli military.²⁹ There has been no expression of “sympathy for the innocent victims” of the bombardment comparable to the Ukraine statement.
• Business as Usual: There is no evidence that Mars has suspended its “Brand Israel” activities. The partnership with JVP remains active; the scouting for Israeli tech continues. Unlike Russia, where “new investments” were halted, Israel remains a strategic priority for Mars Edge.
• The Profit Gap: While Mars redirected Russian profits to aid, there is no public record of Mars pledging to donate the profits from its Israeli sales to Gaza relief efforts. The $13.5 million donation to Ukraine stands in stark contrast to the absence of a similar headline-grabbing donation for Gaza.

4.3 Conclusion on Asymmetric Humanism

This “Double Standard” reveals that Mars’s “responsibility” principle is geographically and politically bounded. Palestinian suffering does not trigger the same corporate immune response as Ukrainian suffering. This asymmetry is not accidental; it is a structural feature of a company whose governance is aligned with Zionist advocacy (JNF) and whose growth strategy is tied to Israeli tech. To condemn Israel would be to condemn its own partners. Thus, Mars creates a “Safe Harbor” for Israel, shielding it from the ethical scrutiny it applies elsewhere.

Table 2: The “Safe Harbor” Comparative Audit

5. Operational Complicity: Supply Chains and Surveillance

Beyond governance and strategy, the audit examines the physical and digital footprint of Mars’s operations.

5.1 Supply Chain: The West Bank and Settlement Distribution

Mars products are distributed in the West Bank through Unipal, a Palestinian distributor.³⁰ While Unipal serves Palestinian cities, the logistical reality of the West Bank involves a porous flow of goods. Of greater concern is the distribution of Mars products to illegal Israeli settlements.

• The Mechanism: Israeli settlements are closed military zones with captive markets (supermarkets like Rami Levy). Multinational brands typically supply these markets via their Israeli national distributors, not their Palestinian ones.
• The Audit Gap: There is no evidence that Mars has issued a “differentiation” directive to its Israeli distributors to stop supplying settlements. Without such a directive, Mars products sold in settlements generate tax revenue for the settlement councils, directly subsidizing the infrastructure of occupation. This violates the UN Guiding Principles on Business and Human Rights, which require companies to mitigate adverse human rights impacts in their value chain.

5.2 Veterinary Surveillance: The “One Health” Risk

Mars Petcare, through its acquisition of Heska and ownership of VCA, is a dominant player in veterinary diagnostics.

• Dual-Use Tech: The “One Health” framework, which Mars promotes, links animal health to human health. This involves the mass collection of biometric and disease data. Israel is a global leader in bio-surveillance.
• The Risk: Mars’s collaboration with Israeli tech firms on “data digitization” and “diagnostics” ³¹ raises the risk that global pet/animal data could be processed using Israeli security algorithms. While this may seem distant from the conflict, the normalization of Israeli surveillance tech in civilian sectors (veterinary, agriculture) is a key revenue stream for the Israeli defense sector. Mars’s integration of Heska’s advanced diagnostics into the Israeli tech ecosystem (via its JVP scouting) creates a pathway for dual-use technology transfer.

6. Internal Governance: The Neutrality Trap

The final vector of the audit is the internal treatment of employees and the corporate culture regarding political expression.

6.1 The ADL Partnership and “Hate Speech” Policing

Mars Incorporated was a high-profile partner in the “Stop Hate for Profit” campaign, organized by the Anti-Defamation League (ADL).³³

• The Implication: The ADL is a staunchly pro-Israel organization that has frequently campaigned to classify anti-Zionism and BDS activism as “antisemitism.” By formally partnering with the ADL on corporate responsibility initiatives, Mars likely imports the ADL’s definitions of hate speech into its own Human Resources (HR) policies.
• The Chilling Effect: This creates a structural bias in the workplace. An employee expressing support for Israel (Zionism) is protected under “political expression” or “identity.” An employee expressing support for Palestinian resistance or calling for a boycott (Anti-Zionism) is at risk of violating “Hate Speech” policies derived from the ADL partnership. This explains the absence of a visible internal “Palestine” movement at Mars, unlike the “No Tech for Apartheid” movements seen at Google or Amazon. The “Blind” app snippets suggest a culture focused on “business quality” ³⁵, indicating that political dissent is effectively suppressed or self-censored.

6.2 Freedom of Speech vs. Corporate Brand

Mars touts “Freedom” as one of its Five Principles. However, historically, this has referred to the Mars family’s financial freedom from shareholders, not the civil liberties of its staff. The “Safe Harbor” analysis suggests that “Freedom” at Mars is compatible with supporting Ukraine but incompatible with supporting Gaza. This internal hypocrisy degrades the company’s ethical standing, transforming its corporate values into tools of selective enforcement.

7. Regulatory and Lobbying Footprint

7.1 Anti-Boycott Compliance

Mars enters into public sector contracts that require Anti-Boycott Certification.³⁶ These clauses legally compel the company to certify that it does not participate in the Arab League boycott of Israel.

• Complicity: While this is a federal compliance requirement, it highlights that Mars operates within a legal architecture designed to protect Israel. Unlike its voluntary boycott of Russia, Mars is legally constrained from boycotting Israel. However, the company has significant lobbying power. Snippets show Mars lobbies on tax and climate ³⁸, but there is no record of Mars lobbying against anti-boycott laws or for the right to engage in ethical boycotts (as defended by the ACLU). By complying silently, Mars accepts the legal status quo that shields the occupation.

7.2 Trade Associations

Mars’s continued membership and sponsorship in the British-Israel Chamber of Commerce and America-Israel Chamber of Commerce ⁷ is an active endorsement of the Israeli economy. These chambers exist to facilitate trade despite political instability. They are the “anti-boycott” infrastructure of the private sector. Mars’s participation, particularly via executives like Brad Figel, ensures that the company remains a pillar of this infrastructure, prioritizing trade flow over human rights due diligence.

8. Conclusion and Risk Rating

Mars Incorporated presents a sophisticated profile of political complicity. It does not manufacture weapons, nor does it directly bulldoze Palestinian homes. Instead, it provides the essential software of occupation: economic legitimacy, scientific normalization, and diplomatic cover.

By integrating its innovation strategy with the Israeli state (JVP/Technion), Mars actively combats the isolation of the Israeli economy. By appointing JNF-linked executives, it ensures its internal governance remains sympathetic to Zionist narratives. By applying a rigorous “Safe Harbor” double standard, it dehumanizes Palestinian victims while elevating Ukrainian ones.

Final Risk Rating: Level 4 – Ideological Actor

Mars Incorporated is not a neutral bystander. It is a Structural Partner to the Israeli innovation economy and an Ideological Participant through its governance choices. The company uses its immense capital and brand equity to “tech-wash” the occupation, framing Israel as a hub of sustainable food solutions while ignoring the sustainable devastation of Gaza.

Recommendations for Remediation

To align with a true standard of “Strict Neutrality” and Human Rights Compliance, Mars Incorporated must:

1. Terminate the JVP Partnership: Cease all R&D collaborations with Israeli institutions (Technion, Weizmann) that have documented ties to the military-industrial complex.
2. Harmonize Humanitarian Policy: Issue a public condemnation of the violence in Gaza and pledge an aid package equivalent to the Ukraine response ($13.5M + profit donation).
3. Governance Reform: Conduct a conflict-of-interest review regarding executive ties to parastatal advocacy groups (JNF) that contradict universal human rights principles.
4. Supply Chain Audit: Implement a strict “Settlement Free” distribution policy in the West Bank, ensuring no Mars products are sold in illegal Israeli settlements.
5. Re-evaluate the ADL Partnership: Replace the ADL with a neutral human rights arbiter for internal “Hate Speech” and diversity training to ensure the protection of Palestinian advocacy in the workplace.

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