At Unilever, International Women’s Day offers a chance to reflect on something fundamental to our success. Of the 3.5 billion products used every day, many are chosen and purchased by women. And, across our business, talented women are at the forefront of our success.
This International Women’s Day, we’re shining a light on the important role that mentoring and career sponsorship play in developing careers and driving performance.
We spoke to three of our successful female leaders, representing both the manufacturing and commercial sides of our business, about how they’ve mentored and supported colleagues, to build confidence, support career development and create opportunity.
Turning challenge into opportunity
At our Port Sunlight factory, leaders often face complex operational challenges.
For Harriette Safavi, stepping into her role as Sulphonation Plant Leader and Site Process Safety Lead meant taking responsibility for one of the site’s core production areas, overseeing both day-to-day manufacturing performance and safety standards. The role required her to build her technical expertise and her leadership.
“Whenever I sought support to build my competency, particularly around process safety, I received really clear guidance,” Harriette says. “That support gave me the confidence to take ownership across a much wider scope of work.”
Factory Director, Madeleine McLeod emphasises the importance of staying engaged. “Operational leadership requires rigour and proactivity,” she says. “My role is to create space for leaders to grow while ensuring the right depth of thinking and decision making.”
Harriette notes that one of her most significant areas of growth has been adopting a forward- looking mindset. “I’ve learned to stay three steps ahead. That means managing immediate risks while ensuring future improvements.”
For Agnieszka Wieteska Pym, mentorship began during a particularly challenging period for the business.
Agnieszka explains. “Madeleine helped me see the opportunity in working through challenges. She backed me to lead work on making the operation more efficient and supported me in front of senior stakeholders.”
That support had a lasting impact. “It built my confidence to take ownership and push for meaningful change,” she says. “Through Madeleine’s example, I have become more curious and more persistent. I genuinely believe there is almost always a way forward if you ask the right questions.”
Today, both leaders apply the same principles in their own teams: clarity, curiosity and proactive decision making.
Learning across generations
Within Unilever’s supply chain, mentorship is a two-way exchange of experience and perspective.
“Yes, I am the mentor,” says Jen Jones, Factory Director in Burton, “but I gain just as much.”
Jen describes Natalie Gilmour, who has now taken up a role in another Unilever factory, as a trusted sounding board. “She brings a fresh perspective and helps me focus on what truly matters. That kind of partnership strengthens how I approach complex challenges.”
For Natalie, the relationship has strengthened her confidence in her own leadership style.
“It helped me stop second-guessing myself,” she says. “I realised leadership is not one size fits all. I have become more willing to take risks and more confident in my decisions.”
Reflecting on what mentorship means in practice, Jen adds, “Investing time, belief and guidance encourages growth on both sides. Understanding how the next generation thinks about resilience and ambition has made me a stronger leader.”
Natalie agrees. “The more you give, the more you grow. Being open to learning and brave enough to share has shaped how I now support my own teams.”
Backing authenticity in leadership
Georgina has been a consistent supporter of Claire’s career, inviting her networking events and acting as a mentor when Claire was considering career moves.
Throughout her career, Claire says she has often struggled with confidence, which sometimes held her back from applying for new roles or taking on new opportunities. When the Foods Director role became available, Georgina took the time to explain what she was looking for and reassured Claire that she had the skills needed.
“She also made me reframe my thinking on the need to really define my personal leadership style and gave me the confidence to turn up to the interview as my authentic self” Claire says.
Claire describes stepping into the role as “a massive learning curve. “My biggest learning from Georgina is the power of authentic leadership and the need sometimes to be vulnerable and ask for help from those around,” she reflects.
From Georgina’s perspective, Claire’s potential was clear early on.
“Claire made a bold impression on me from our first meeting. Not only did she light up the room with her infectious personality, she also had fantastic experience, but was seeking guidance on how to navigate Unilever.”
Reflecting on how it has shaped her today, Claire says:
“My purpose is to create moments that shift mindsets and Georgina has supported me to do this in my own way for the Foods business.
Our mentoring relationship changed the way I approached my new role. It also changed the way I work with the team. Now I’m focused on bringing out the best in people, setting direction and then empowering the team to deliver it.”
Collective progress
On International Women’s Day 2026, these examples act as reminders that mentorship isn’t just a nice‑to‑have; it’s a powerful way for women, and indeed men, to support each other’s progress and create a workplace in which everyone can thrive.