Wertheimer assumed the management helm of Chanel in 2016 following the surprise ouster of Maureen Chiquet, who had been its global CEO since 2007. GovernmentвЂ™s Business, Energy and Industrial Strategy department.

Nair is also a non-executive member of British Telecom, a member of the Board of the Leverhulme Trust, and was a non-executive director on the U.K. It is understood NairвЂ™s appointment does not impact any of ChanelвЂ™s senior executives.ДЄmong the most visible is Bruno Pavlovsky, president of Chanel fashion and Chanel SAS, a veteran of the company based in Paris. In 2020 Unilever, parent of brands including Dove, PaulaвЂ™s Choice, Ben & JerryвЂ™s and Vaseline, posted revenues of 50.7 billion euros, and net profit to 6.1 billion euros. In 2013 she became senior vice president HR Leadership and Organizational Development and global head of diversity, and in 2016 took up her role as CHRO and member of the Unilever Leadership Executive.

By 2006 she had become general manager HR of Hindustan Lever. She joined the group in 1992 as a management trainee of Hindustan Lever in India. Nair was the first female, first Asian and youngest CHRO ever of Unilever, according to the company. Unilever has not yet revealed her successor. вЂњI am also especially grateful for her leadership over the last two years, and how our HR teams have helped Unilever manage through the many challenges of the COVID-19 pandemic with great care, compassion and professionalism,вЂќ Jope added. She has played a critical role in building our purpose-led, future-fit organization,вЂќ he said. вЂњLeena has been a pioneer throughout her career at Unilever, but no more so than in her role as CHRO, where she has been a driving force on our equity, diversity and inclusion agenda, on the transformation of our leadership development, and on our preparedness for the future of work. In a separate statement, UnileverвЂ™s CEO Alan Jope said Nair made an вЂњoutstanding contributionвЂќ to the global consumer giant over the last three decades. Given her international background and expertise in human resources, the trail-blazing Nair is also sure to help Chanel advance its diversity and inclusion ambitions, as she did spectacularly at Unilever.ДЄccording to Chanel, Nair has вЂњbuilt a global reputation for progressive and human centered leadership, delivering significant business impactвЂќ and went on to describe her as a вЂњhighly respected as a visionary leader, whose ability to champion a long-term, purpose-driven agenda is matched with a consistently strong record of business outcomes.вЂќ Quite often itвЂ™s the CEO thatвЂ™s the biggest supporter of the HR function.Backstage at Alexandre Vauthier Couture SpringВ 2022 IвЂ™ve found if you just make that contribution people will listen. ThereвЂ™s a thing that HR needs to do around freeing up its own time. My advice is to demonstrate that what the HR function is responsible for is just as external: people coming into the organisation and leaving, people doing things internally that add value externally. Other functions spend most of their time looking externally so you feel you donвЂ™t know what they do. You can be so busy doing the internal HR work you donвЂ™t raise your head. So it could be that a lot of HR people arenвЂ™t doing something that would benefit HR anyway. ThatвЂ™s the same in a commercial organisation, a charity or local authority. To do HR effectively you need an understanding of the external environment your organisation is operating in. IT was a sector that really believed people were the most important asset because the product was intellectual property. That was probably something IвЂ™d always had anyway.ДЄt Generics Group it was a very outward-facing HR role. ThatвЂ™s always a fine balance for HR people. One is the ability to lead change and not just facilitate it. What I was doing day to day was already much broader than my job title. When Scope needed a CEO I was leading a big change programme so that made me a strong candidate. It wasnвЂ™t really in my plan to become CEO. Then in the early-2000s I was doing so much charity work in my spare time I made the decision to move The key move was to the Generics Group where I became group HRD. I started with GEC as an employee relations officer. 'It wasnвЂ™t really in my plan to become CEO, but what I was doing was already much broader than my job title.

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