Luani Alvarado

I am a passionate and purpose-driven leader with global experience and a future-focused outlook, dedicated to inspiring teams and organizations to achieve higher levels of performance and lasting impact.

As Chief People Officer of Kenvue, I played a key role in establishing the new company, starting with its Purpose, values and behaviors, along with the people strategy that would shape a culture of performance and engagement. Our goal has been to deliver superior growth and position Kenvue as a destination for top talent in the industry. Today, we pioneer modern and competitive talent practices that reflect our Purpose and values and enable us to attract, grow and retain the best talent in consumer health. In our very first year, we were recognized by Seramount as one of the 100 Best Companies in 2024, and also included in their Inclusion Index (US) and Global Inclusion Index across Brazil, Canada, China, India, Japan, Germany and the UK.

A Different Approach to HR

My career spans chemical, pharmaceutical, medical technology and consumer health industries. Prior to Kenvue, I held leadership roles at Johnson & Johnson, including Global Vice President of Human Resources for Consumer Health, Global Vice President for Medical Devices and Chief Talent Officer for the enterprise.

Across each role, I remained committed to leading with purpose, inspiring teams through change and ensuring the right talent was in place to make meaningful business impact.

First Steps in the Spinoff

We are intentional about reimagining the Kenvuer experience to empower people to be at their best. Distinguishing ourselves as the People Function emphasizes the unique value we deliver: unlocking organizational performance through people. Strategy cannot succeed without the right talent, capabilities and timing.

“Culture is not one size fits all—it takes intentionality, and everyone has a role to play. It’s not a top-down approach. Culture is like a plant—it requires time and attention. You have to carve out time to water, fertilize and tend to it, in order for it to flourish”

Our practices are designed with Kenvuers at the center. We emphasize a holistic, personalized approach enabled by data, technology and AI to connect each Kenvuer to meaningful work, foster belonging, support personal growth and reward business impact.

Examples include:

• Personal Health and Well-being: The Kenvue Wellbeing Portal provides access to resources that support physical, emotional and financial health. We’ve adopted a flexible ways of working framework—looking at flexibility from the prism of our purpose and values. While we are not a virtual company and very much need to work interdependently—we believe that being clear and empowering our teams is key. We do not dictate days in the office—we lead by results, we measure impact and engagement, and we strike a delicate balance of structured flexibility that allows for personalization and allows for “life” to happen.

• Personal Growth: Our “Growth at Kenvue” resources help employees reflect on aspirations, identify opportunities and create personalized learning plans. We also leverage an AI-powered goal-setting assistant that helps Kenvuers create meaningful goals aligned to our global OKRs to maximize business impact.

Making the Mission Part of Work

The separation offered us a unique opportunity to define our Purpose, values and behaviors for the new company.

Our first priority was culture. We used data and insights to identify what mattered most to employees and what would help us attract and retain talent. This led to the creation of our employee value proposition, The Kenvue Promise. Guided by the Promise, we shaped talent practices that help employees find a higher purpose and meaning in their work, feel a deep sense of belonging, feel that the work they do and the people they get to work with allow them to grow and be recognized and rewarded for their impact.

Culture is not one size fits all—it takes intentionality, and everyone has a role to play. It’s not a top-down approach. Culture is like a plant—it requires time and attention. You have to carve out time to water, fertilize and tend to it, in order for it to flourish.

Our Healthy Lives Mission is built on three pillars: nurture Healthy People, enrich a Healthy Planet and maintain Healthy Practice. Through everyday care in action, we aim to build lasting positive change for people, communities and the planet we call home.

These pillars are supported by nine priority areas with clear goals and commitments to measure progress. This mission is embedded across our talent lifecycle, influencing how we hire, onboard, manage performance and develop leaders.

Skills for Future HR Leaders

The next generation of Chief People Officers will be defined by several critical capabilities and mindsets:

• Agile Learning: Growth is a dynamic, non-linear journey where adaptability and ongoing development are essential for staying ahead of the curve.

• Business Acumen: The ability to understand and align talent practices with business objectives to drive high performing and highly engaged teams to make business impact.

• External orientation: Building and fostering industry partnerships – ecosystems that shape future talent practices.

• Emotional Intelligence and Empathy: Trusted advisors who foster a culture of trust, inclusivity, and well-being, and being able to navigate complex organizational dynamics.

• Digital Literacy: Embracing technology, automation, AI to redefine the People experience, step-change org. performance and enhances competitiveness.

• Agility and Adaptability: Being able to navigate change, drive innovation, and respond to evolving business and industry needs and market trends.

• Future-Proofing Talent: Focusing on building a future-ready workforce by developing skills, fostering a culture of continuous learning, and anticipating future talent needs.

With these capabilities and mindsets, the next generation of CPOs will be well-equipped to drive organizational success, enhance their employee experience, and navigate the complexities of a rapidly changing business landscape.

I am deeply grateful to the leaders who believed in me and gave me opportunities to grow.

My invitation to leaders is simple: consider how you will pay it forward and create opportunities for others to fulfill their dreams and aspirations.