244 Junko Kubokawa, Ex- President, Croda Japan

Previously she was General Manager Nutrition and Health BASF
Japan, Deputy Region Head Asia Pacific and Sales Head Japan, BL
Home & Personal care, Ciba Inc.


She has a BA in Pharmaceutical Sciences from Tokyo University and
an MBA from INSEAD


Her leadership philosophy reveals a thoughtful, people-centered,
and culturally nuanced approach. As President of Croda Japan, her
leadership has been shaped by decades of experience in global
pharmaceutical and specialty chemicals firms, combined with
personal growth from early cross-cultural exposure and a
prestigious BA and MBA.


A defining trait of her leadership is her ability to balance
Western assertiveness with Japanese cultural sensitivity. Early
in her career, she learned to speak up in meetings, even when it
clashed with her upbringing in a non-confrontational,
hierarchical Japanese context. A Swiss boss challenged her to be
more vocal, and she gradually developed a calm yet firm
communication style that gained the trust of colleagues, even
when challenging senior staff.


She emphasizes walking the talk—being consistent in
behavior, showing up during crises, and demonstrating care for
her team’s wellbeing. Trust, she believes, is not built overnight
but earned through shared problem-solving, consistency, and a
leader’s visible presence in tough times. Rather than exerting
authority, she invites collaboration, especially valuing input
from her team to inform decisions.


She also brings a strong sense of inclusion and empathy into her
leadership. She openly discusses the importance of recognizing
people’s strengths, acknowledging vulnerability, and cultivating
a workplace culture where everyone feels heard. Small gestures
like writing birthday cards and casual lunch chats contribute to
her warm, approachable presence.


A trailblazer for women in leadership, she reflects on the
pressures many women feel to be perfect. She advises women to
release those unrealistic standards and accept help—at home and
at work. For men, she encourages active support and
understanding, noting that caregiving and work-life balance
issues are not gender-exclusive.


As a leader in Japan, she has had to bridge global and local
expectations. She promotes change subtly, through example and
steady reinforcement, rather than dramatic reforms. Her
leadership is situational, adaptive, and anchored in trust,
humility, and the belief that developing future leaders is a key
responsibility.


Her style is a model of modern leadership in a Japanese context:
authentic, inclusive, and quietly transformative.