Starting the 3rd year of an exciting and challenging journey as Senior Vice-President Leadership & Organisation Development and Global Head of Diversity and Inclusion in Unilever. Yes, it is a long title, but a role that allows me to learn, grow and contribute with impact . It gets me jumping out of bed every morning eager to take on the day. If I was to describe what my team and I do, I will need to summarise it in 3 key things: Discover talented people, Nurture them so that they can liberate their potential and Inspire them so they can achieve more. In leading this team, I am learning and growing enormously. I feel a sense of pride and joy as I get to live my purpose “to lead and inspire people to deliver large scale transformational change” every single day!

SVP Leadership and Organisation Development and Global Head of Diversity and Inclusion @ My team and I have the privilege of leading the Employer Brand Strategy and have significantly enhanced the Employer of Choice status of Unilever. I am enjoying the opportunity to improve Organisation effectiveness I am also spearheading the establishment of a prestigious world class leadership centre in Singapore and lead the academies for professional development As Global Diversity Leader I have stepped up the focus and leadership accountability and have brought in a number of innovations to enhance our inclusive culture e.g. winning balance, Maternity and Paternity support From January 2013 to Present (3 years) London, United KingdomExecutive Director HUL and VP HR South Asia @ -Co-created the strategic roadmap for the Business. Led the Talent and Organization Strategy that enabled the Business to deliver its 2015 audacious vision. -Embed Performance Culture as a way of life in the cluster. This includes aligning of goals, inspiring the organization about 2015 vision through continuous engagement and communication, objective differentiation and enabling line leadership to lead the performance agenda. Improved organization productivity levels by 33 % in 2 years. -Transformed Employee Relations (ER) from a fire fighting function to a proactive employee centric function. We have 40 units and 96 unions who we negotiate with. In the past, we would lose appro x 50000 mandays per year on account of ER issues. We reduced it to less than 100 mandays on account of ER. In addition, 40 Long Term Settlements have been negotiated and signed in the last 36 months securing Euro 1.65 billion of turnover -Have led the HR Transformation journey to an outsourced model in India and in sourced in the other countries. Accenture now handles transactions related to over 5000 employees with full business adoption. This is the largest deal in Unilever as well as in our geography. -On building Leadership, we are acknowledged as "best in class" in the Unilever world and in South Asia region with robust talent pipelines and very high talent retention levels. We are the largest talent exporter to Unilever. -In a fiercely competitive talent market scenario, we have further strengthened our Employer Brand.In all 4 countries in South Asia we are no 1 Employer of choice and consistently so -Our biggest differentiator is that we hold leadership accountable for building talent capacity. I have championed a more inclusive, open, accessible culture which has enhanced Employee Engagement levels. South Asia is the highest scoring cluster on Engagement within Unilever and are ahead of external benchmarks From June 2007 to December 2012 (5 years 7 months) Mumbai Area, IndiaGeneral Manager HPC and Foods and Head of Management Development @ -Partnered the HPC and Foods business on all HR aspects. -HPC and Foods historically operated as 2 different Businesses in two different cities. The new CEO had visualized the need for one office to integrate the two businesses. -Reporting directly to the CEO, I led the transition of the Foods business (about 1000 families impacted) to Mumbai from Bangalore. It was rated as a "best in class" transition as each and every person felt taken "care of'. We ensured that all those who desired to move experienced delightful relocation and others were reskilled and outplaced into other organizations in plum roles. -Eventually, this journey of "one team" culminated in the creation of our new office which embodies the spirit of a progressive and inclusive HUL -Worked on enhancing marketing capability in the Business. Created a "repeatable" model for building capability that is now used across the company. -As Head of Management Development, drove greater consistency and standardisation of practices. Pushed for greater transparency of our talent processes. People had clarity on how they were assessed and their career paths. From August 2006 to May 2007 (10 months) Mumbai Area, India

Diploma in Personnel Management, Human Resources, Gold medalist @ XLRI Jamshedpur From 1990 to 1992 Leena Nair is skilled in: Strategic Planning, Change Management, Leadership, Management, Employee Engagement, Human Resources, Business Strategy, Performance Management, Strategy, Talent Management, Employee Relations, Team Management, Organizational Development, FMCG