Building Brands and Driving Change through Purpose – What Sets Unilever Marketing Apart

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Known not only for its sophisticated marketing strategies but also as a pioneer in purpose-driven business, Unilever continues to attract attention. As Unilever Japan seeks new marketing talent for its Beauty & Wellbeing division, we spoke with Irene Yan, Head of Marketing, and Shiori Basmaci, Head of HR. They shared insights into what makes working with global brands so rewarding and how a strong sense of “purpose” influences both the company and its people.

― To start, could you tell us about the teams you lead and your respective roles?

 

Irene Yan: I lead the marketing team within Unilever Japan’s Beauty & Wellbeing business unit, or B&W for short. Our marketing team scope covers product innovation, branding, communication, social digital marketing, as well as media planning. The team works very closely with cross functional team members locally, as well as connects regularly with our global team and other markets for strategy and best practice sharing.

Shiori Basmaci: As Head of Human Resources, I also serve as an HR Business Partner., .In this role, I leverage various data and analytics to identify what matters most for the company from an HR perspective. Working closely with business leaders, my mission is to understand organizational challenges and design better structures to support the company’s growth and culture.

― Irene, how do you view the role of marketers at Unilever and the mission of the marketing team here in Japan?

 

Irene: Our CEO, Fernando Fernandez, often says, “Brand comes first, everything else follows.” At Unilever, the brand is by far our most important asset. It’s not an overstatement to say that our business growth and social impact are made possible because of the strength of our brands. That’s why working in brand-building marketing is a core and vital part of our company.

 

In Japan, our marketing team takes the lead in the full cycle—from launching brands to developing new products and bringing them to market. In many global companies, headquarters usually handle the upstream brand development, while local teams focus on downstream local activities. But here in Japan, we’re involved in the entire process from start to finish, which makes it a highly rewarding environment.

 

Recently, we’ve also been placing great emphasis on marketing driven by social media and on leveraging cutting-edge technologies like AI to stay ahead.

— How does the marketing team in Japan collaborate with global headquarters?

 

Irene: The exchange of marketing insights is very much a two-way street. The Japanese beauty market is uniquely sophisticated, and from a global perspective, it serves as a valuable reference for inspiration of future consumer needs and trends.

 

For example, hair care routines in Japan are exceptionally refined compared to other countries, with a wider variety and higher frequency of product use. Because of this, when developing products overseas, Japan’s preferences for product textures and packaging design are a major influence. In skincare as well, Japan has long been a pioneer, and our headquarters actively incorporate innovations and trends coming from Japan.

 

At the same time, our Japan team also actively learn about marketing initiatives and best practices from around the world and apply those insights and relevant learnings to the Japanese market. Lately, knowledge and tools about AI has been a major enabler for the quick adoption of new approaches here.

 

Additionally, with talent like myself moving globally, we have a strong environment that harnesses diverse expertise to build powerful teams.

— What kind of impact do you expect from new members joining the marketing team in Japan?

 

Irene: While Unilever’s strength lies in being a global brand, moving forward, it’s crucial that we deepen our branding, communication, and product development rooted firmly in the Japanese market.

 

So, for those joining us, we expect them to fully leverage Unilever’s global foundation and resources, gain a deep understanding of Japanese consumers, and actively reflect those insights in brand strategies,product development as well as campaign plans.

 

Another key quality is a “challenger mindset.” We welcome fresh, flexible, and bold ideas that break away from traditional approaches. Unilever has an open culture where good ideas are actively supported. We want new team members to take full advantage of this environment and confidently embrace new challenges.

 

Shiori: What’s most important for a marketer is being curious. The pace of change in the consumer goods industry is faster than ever, so it’s critical to constantly ask what the next trend will be and how to truly move people with our ideas.

 

Embracing change and maintaining a continuous learning mindset are what tomorrow’s marketers need most.

 

 

— Unilever places great importance on purpose in its management philosophy. Shiori, as head of HR, how do you see the connection between employee engagement and a purpose-driven management style?

Shiori: Our workplace brings together a truly diverse group of people, each with different reasons for working and unique lifestyles. To unite such a varied team and move forward together, having a shared purpose is very important.

Take Unilever’s brands, for example. Each has a clear purpose. For LUX, it’s about “making women’s lives shine.” When employees resonate with these purposes, their sense of meaning and motivation deepens—and consumers can feel they are part of the same societal mission the brand is aiming for.

Unilever also values each employee’s individual purpose. Through an internal program called the Future Fit Plan, employees reflect on their personal goals and values and clarify what kind of growth they want to achieve in their current roles.

Social impact that individuals may not achieve alone becomes possible through collective effort within a company. When a person’s own purpose aligns with the company’s purpose, they find deeper meaning in their work, naturally leading to higher engagement. We aim to foster an environment that encourages this alignment.

— Purpose connects the individual, the brand, and the organization. Could you share your own personal purposes?

 

Shiori: My purpose is to be like warm spring sunshine—bringing warmth and positivity to those around me. I see myself as someone who “inhales love and exhales light.” I believe it’s essential to love yourself and trust your own potential, because that’s what allows you to truly shine and become a source of light for others.

 

Irene: For me, one purpose is to share Unilever’s purpose and values with consumers and build greater appreciation and love for our brands, each with its own unique purpose.

Another is to watch our team members grow. Recently, I’ve realized that I feel happiest and proudest when I see my team members grow—especially when less experienced members develop exceptionally, even beyond my expectations. Supporting their growth has become one of my core purposes.

— I can sense your warm corporate culture from what you’ve shared. You’re also actively promoting employee well-being. One example is the WAA (Work from Anywhere & Anytime) program. Could you explain the background and goals of this system?

 

Shiori: At Unilever, we have employees from a wide range of backgrounds, so it’s unrealistic to expect a one-size-fits-all work style. That’s why we’ve introduced programs like WAA, which allow flexibility beyond fixed hours and locations.

But WAA is more than just a flexible work arrangement. Through this program, we want to convey an important message to our employees: You are the main driver of your own career. We encourage people not to wait for instructions from managers or the company but to actively think about how they want to work and how they can make the most of their abilities.

At Unilever, we place strong emphasis on performance rather than process. Instead of asking everyone to work the same way, we believe it’s important for each person to be able to choose the style that enables them to deliver their best results. Ultimately, this approach has also contributed to improving well-being across the entire organization.

 

— What mindset and qualities do you look for in new team members?

 

Irene: There are a few, but the first and foremost is a results-oriented mindset. It’s crucial to always approach your work with the perspective of “What outcomes do I want to achieve?” and “How do I define success?”

 

Next is a quality to be able to care deeply. Having a caring attitude naturally leads to better consumer understanding. For example, someone who can deeply empathize with consumers’ reactions to initiatives will be able to uncover more core insights.

 

Shiori: I believe it all comes down to Unilever’s four guiding behaviors.

 

First is what Irene mentioned: “Care Deeply.” This isn’t just about being kind—it means genuinely committing to the future of the brand and company, and having the courage to speak up for what you believe in. That’s true care.

 

Second is “Focus on what counts.” Marketing requires executing diverse initiatives with limited resources, so it’s essential to identify what truly matters and concentrate your efforts there.

 

Third is “Staying three steps ahead.” This involves curiosity about the market and a drive for innovation, constantly evolving yourself with a forward-looking mindset.

 

And fourth is “Deliver with excellence.” Whatever the task, give it your best. I believe aiming for 120% effort is what leads to 100% results.

 

We want to work with people who resonate with these four guiding behaviors.

— Lastly, what message would you like to share with those considering joining Unilever Japan?

 

Irene: For anyone reading this interview, I hope you’ve gotten a sense of the core values and culture that define Unilever. From my perspective, Unilever is an open and flexible company full of opportunities. If our story resonates with you and you connect with our values, I’m confident you’ll find a place where you can truly thrive.

 

Shiori: I’ve been with Unilever since I joined as a new graduate, and what keeps me here is the feeling of continuous growth—looking back each year, I can see how much I’ve developed. Unilever offers countless opportunities for those willing to embrace them.

Plus, with our presence in over 190 countries, there are ample chances to gain global experience. If you’re seeking a career with a global perspective, this is the place to support that ambition.

— Thank you both for sharing such insightful and inspiring thoughts with us today! 

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