The group operates in an extremely competitive sector. The speed of business, tied to the rhythm of innovation of products, is much faster at Louis Vuitton. Swissinfo: What makes LVMH different from Nestlé from a human resources point of view?Ĭ.G.: It's a different culture. My challenge is to find the right balance between bringing change to a group that employs 65,000 people and respecting its legacy. I also have to build up synergies within the group, bring together its companies, at the same time as respecting their creativity and autonomy. Swissinfo: So what is your function exactly?Ĭ.G.: My job is to come up with a human resources policy that will allow us to attract, keep and develop talent. In the luxury business, human capital is what makes the difference more than anywhere else. The fact that the human resources sector is also considered vital to the company's strategy and close to the president also caught my interest. What attracted me to LVMH was the quality of the people I met when I was recruited. In Vevey, I set up a mechanism within the group to identify new talents, simplify management development, ensure a smooth transition in key positions and help make the company more result-oriented.

Swissinfo : What made you switch from Nestlé to Louis Vuitton ?Ĭhantal Gaemperle: The opportunity to take on a new and difficult challenge since I consider that I accomplished everything I set out to do at Nestlé. The world's biggest luxury firm employs 1,000 people in Switzerland and 65,000 around the world – a human capital in Gaemperle's hands since March. Some of its brands are instantly recognisable – Dior or Dom Pérignon to name just two. LVMH – or Louis Vuitton Moët Hennessy – is a group with a global reach. She tells swissinfo about what drives her to take on new challenges when she could sit back and bask in her earlier success with big companies such as Philip Morris and Nestlé. This content was published on J10:18 J10:18

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