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Raw Queries and Responses

1. Shard Calculation

Query:

Response:

Calculated Shard: 79 (from laksa049)

2. Crawled Status Check

Query:

curl -X POST \
  'http://laksa079.int.ahrefs:8124/' \
  -H 'Content-Type: text/plain' \
  -H 'X-ClickHouse-Database: crawler3' \
  -H 'Authorization: Basic YXBpOg==' \
  -d 'SELECT getAhrefsURLFromUnparsed(src_unparsed) AS found_url, ifNull(toUnixTimestamp(download_stamp), 0) AS crawl_time, ifNull(toUnixTimestamp(props_url_first_seen), 0) AS first_indexed_time, download_http_code AS http_code, src_unparsed AS src_unparsed, src_root_hash AS src_root_hash, history_drop_reason AS history_drop_reason, meta_title AS meta_title, meta_descriptions AS meta_descriptions, attrs_boilerpipe_text AS attrs_boilerpipe_text, attrs_markdown AS attrs_markdown, attrs_readable_markdown AS attrs_readable_markdown, meta_canonical AS meta_canonical FROM crawler3.page_info_local FINAL PREWHERE (src_root_hash, src_unparsed) IN ((getAhrefsRootHashFromUnparsed(getAhrefsUnparsedNoserviceFromURL(\'https://fortune.com/2025/09/07/nestle-ceo-fired-office-romance/\')), getAhrefsUnparsedNoserviceFromURL(\'https://fortune.com/2025/09/07/nestle-ceo-fired-office-romance/\'))) FORMAT JSONEachRow'

Response:

{"found_url":"https:\/\/fortune.com\/2025\/09\/07\/nestle-ceo-fired-office-romance\/","crawl_time":1776249945,"first_indexed_time":1757239321,"http_code":200,"src_unparsed":"com,fortune!\/2025\/09\/07\/nestle-ceo-fired-office-romance\/ s443","src_root_hash":"13809836321913650279","history_drop_reason":null,"meta_title":"The firing of Nestlé’s CEO and the new rules of office romance | Fortune","meta_descriptions":["And other insights on office romance from the ousting of Nestlé CEO"],"attrs_boilerpipe_text":"An investigation had confirmed reports that he was having an inappropriate relationship with a direct report,\nthe company said\n. Nestlé,\na category laggard\nwhose share price has been slipping, had already installed a new CEO, Philipp Navratil, an internal hire who previously led the company’s Nespresso business. The subtext of the press release was clear: Nothing to see here. \nDespite the lack of kiss cams and\ncelebrity hijinks\n, however, the story has continued to hold people’s attention, prompting conversations about the ethical nuances of consensual office romances, changing norms for how companies handle them, and the standards for personal behavior that CEOs are held to.\nHere are some takeaways from Nestlé’s CEO ouster: \nThe consequences for an improper romance can be severe\nBoards have less tolerance now for CEO misconduct, like office romances, compared to 20 or 30 years ago, and are generally moving quickly to replace problematic leaders. The exits following a scandal like this can be far more punitive than when leaders are removed for performance issues, often with “golden parachutes.” As my colleague Eva Roytburg reported, Freixe left Nestlé\nwithout any pay package\n. \nThe shift toward tough enforcement is partly due to concerns about perceptions of the company. “The scrutiny is both internal and external,” says Schloetzer, adding that it goes beyond shareholders. “It’s boards, it’s peers in the C suite, it’s people one level below the C suite. Everybody has a heightened sense of what’s the right thing to do, and the leash for not doing the right thing has become shorter and shorter.”\nThe devil is in the details of disclosure\nNestlé’s news release said the ex-CEO was being dismissed not just for having a relationship, but for having an\nundisclosed\nrelationship. (Freixe was reportedly investigated twice and denied the affair during the first inquiry.) \nSo would he have been safe if he had come clean?\nProbably not, as a chief executive. Most companies have a zero-tolerance policy for CEOs dating employees because no matter where they are on the org chart, the power imbalance is too great for there not to be questions about the CEO’s decision-making and ethics. “I mean, human resources and the board would have to go through some pretty serious mitigation to assuage concerns of favoritism or retaliation or harassment,”  says Jason Schloetzer, associate professor at Georgetown University’s McDonough School of Business.\nThat said, work has always been and is still a common place for people to meet (even if it’s no longer the starting point for\none in five relationships, as it was\nin the latter part of last century). For executives who aren’t CEOs, disclosure of a relationship can sometimes address the problem, along with a reorganization so that one lovestruck employee doesn’t report to the other.\nBoards have been known to look past misconduct by high performers\nAlthough star CEOs have been taken down by affairs, it’s also true that when a CEO is not living up to expectations, the board might find a way to send that CEO packing using corporate policy for cover, says Schloetzer. Before he became an academic, the professor tells\nFortune\n, he became aware that “it is not unusual for companies to do things to get the conclusion that they’re looking for.” \n“For instance, I can suddenly decide to audit expense reports just to make sure that everybody’s expense reports are following company practices,” he says. “And lo and behold, this person was not following company practices. Now I have a reason to get rid of them.”\nKabrina Chang, clinical professor of business law and ethics at Boston University’s Questrom School of Business, agrees, adding that on the flip side, businesses have a way of willfully ignoring poor behavior when it comes to rainmakers. \nBut complaints from employees about a leader’s behavior can sometimes force action. “While a hypothetical board member might turn a hypothetical blind eye,” she says, employees don’t have the same incentive to do so.\nThe Nestlé board overlooked an important detail about Freixe when he was first nominated for the corner office, argues\n Guido Palazzo\n, a professor of business ethics at the University of Lausanne and co-author of \nThe Dark Pattern: The Hidden Dynamics of Corporate Scandals\n:\n \nAccording to \nreports\n, the CEO married a woman he \nmet at Nestlé\n; the pair disclosed the relationship, then she left the company.\nNestlé’s board would likely have been aware of that background, and hiring him anyway sent a mixed message. “He should never have become CEO if this behavior was not acceptable at Nestlé,” says Palazzo. “Instead, it was tolerated, and he continued to be promoted.”","attrs_markdown":"Search\n\nSubscribe\n\n- [Home](https:\/\/fortune.com\/)\n- [Latest](https:\/\/fortune.com\/section\/latest\/)\n- [Fortune 500](https:\/\/fortune.com\/section\/fortune-500\/)\n- [Finance](https:\/\/fortune.com\/section\/finance\/)\n- [Tech](https:\/\/fortune.com\/section\/tech\/)\n- [Leadership](https:\/\/fortune.com\/section\/leadership\/)\n- [Lifestyle](https:\/\/fortune.com\/section\/lifestyle\/)\n- [Rankings](https:\/\/fortune.com\/ranking\/)\n- [Multimedia](https:\/\/fortune.com\/2025\/09\/07\/nestle-ceo-fired-office-romance\/)\n\n[C-Suite](https:\/\/fortune.com\/section\/c-suite\/)\n\n[Management](https:\/\/fortune.com\/tag\/management\/)\n\n[Europe](https:\/\/fortune.com\/section\/europe\/)\n# What the ousting of Nestlé’s CEO shows about office romance today\n\nBy\n\n[Lila MacLellan](https:\/\/fortune.com\/author\/lila-maclellan\/)\n\nLila MacLellan\n\nFormer Senior Writer\n\nBy\n\n[Lila MacLellan](https:\/\/fortune.com\/author\/lila-maclellan\/)\n\nLila MacLellan\n\nFormer Senior Writer\n\nSeptember 7, 2025, 6:00 AM ET\n\nAdd us on\n\n![Nestle CEO Laurent Freixe speaks on stage in front of the World Economic Forum logo](https:\/\/fortune.com\/img-assets\/wp-content\/uploads\/2025\/09\/Laurent-Freixe-GettyImages-2194688913-e1757108434704.jpg?format=webp&w=1440&q=100)\n\nLaurent Freixe, the former CEO of Nestlé, was fired after an investigation revealed that he had a romantic relationship with an employee.Getty—AFP\/Fabrice Coffrini\n\nIt seemed like such a clean break, like snapping off a piece of a Kit Kat bar.   \n  \nLast week, Nestlé, the \\$244 billion food conglomerate behind some of the world’s most beloved candy and coffee brands, announced that its CEO, Laurent Freixe, had been dismissed for violating the company code of conduct after just one year on the job.\n\nRecommended Video\n***\n\nAn investigation had confirmed reports that he was having an inappropriate relationship with a direct report, [the company said](https:\/\/www.nestle.com\/media\/pressreleases\/allpressreleases\/executive-board-changes-september-2025). Nestlé, [a category laggard](https:\/\/www.bloomberg.com\/news\/newsletters\/2025-09-05\/nestle-ceo-s-office-romance-shakes-food-giant-at-a-delicate-time) whose share price has been slipping, had already installed a new CEO, Philipp Navratil, an internal hire who previously led the company’s Nespresso business. The subtext of the press release was clear: Nothing to see here.\n\nDespite the lack of kiss cams and [celebrity hijinks](https:\/\/fortune.com\/2025\/07\/28\/ryan-reynolds-maximum-effort-ad-agency-astronomer-gwyneth-paltrow-viral-video\/), however, the story has continued to hold people’s attention, prompting conversations about the ethical nuances of consensual office romances, changing norms for how companies handle them, and the standards for personal behavior that CEOs are held to.  \n  \nHere are some takeaways from Nestlé’s CEO ouster:\n\n## **The consequences for an improper romance can be severe**\nBoards have less tolerance now for CEO misconduct, like office romances, compared to 20 or 30 years ago, and are generally moving quickly to replace problematic leaders. The exits following a scandal like this can be far more punitive than when leaders are removed for performance issues, often with “golden parachutes.” As my colleague Eva Roytburg reported, Freixe left Nestlé [without any pay package](https:\/\/fortune.com\/2025\/09\/02\/nestle-fired-scandal-clad-ceo-pay-package\/).\n\nThe shift toward tough enforcement is partly due to concerns about perceptions of the company. “The scrutiny is both internal and external,” says Schloetzer, adding that it goes beyond shareholders. “It’s boards, it’s peers in the C suite, it’s people one level below the C suite. Everybody has a heightened sense of what’s the right thing to do, and the leash for not doing the right thing has become shorter and shorter.”\n\n## **The devil is in the details of disclosure**\nNestlé’s news release said the ex-CEO was being dismissed not just for having a relationship, but for having an *undisclosed* relationship. (Freixe was reportedly investigated twice and denied the affair during the first inquiry.)\n\nSo would he have been safe if he had come clean?  \n  \nProbably not, as a chief executive. Most companies have a zero-tolerance policy for CEOs dating employees because no matter where they are on the org chart, the power imbalance is too great for there not to be questions about the CEO’s decision-making and ethics. “I mean, human resources and the board would have to go through some pretty serious mitigation to assuage concerns of favoritism or retaliation or harassment,” says Jason Schloetzer, associate professor at Georgetown University’s McDonough School of Business.   \n  \nThat said, work has always been and is still a common place for people to meet (even if it’s no longer the starting point for [one in five relationships, as it was](https:\/\/qz.com\/work\/1552337\/workplace-dating-is-declining) in the latter part of last century). For executives who aren’t CEOs, disclosure of a relationship can sometimes address the problem, along with a reorganization so that one lovestruck employee doesn’t report to the other.\n\n## **Boards have been known to look past misconduct by high performers**\nAlthough star CEOs have been taken down by affairs, it’s also true that when a CEO is not living up to expectations, the board might find a way to send that CEO packing using corporate policy for cover, says Schloetzer. Before he became an academic, the professor tells *Fortune*, he became aware that “it is not unusual for companies to do things to get the conclusion that they’re looking for.”   \n  \n“For instance, I can suddenly decide to audit expense reports just to make sure that everybody’s expense reports are following company practices,” he says. “And lo and behold, this person was not following company practices. Now I have a reason to get rid of them.”  \n  \nKabrina Chang, clinical professor of business law and ethics at Boston University’s Questrom School of Business, agrees, adding that on the flip side, businesses have a way of willfully ignoring poor behavior when it comes to rainmakers.\n\nBut complaints from employees about a leader’s behavior can sometimes force action. “While a hypothetical board member might turn a hypothetical blind eye,” she says, employees don’t have the same incentive to do so.\n\n## **If your spouse used to report to you, you probably shouldn’t be a CEO**\nThe Nestlé board overlooked an important detail about Freixe when he was first nominated for the corner office, argues [Guido Palazzo](https:\/\/www.linkedin.com\/in\/ACoAAA0ItK8B_RHbgqSxOkMIEi2fwzwxy8Rb0tw), a professor of business ethics at the University of Lausanne and co-author of *[The Dark Pattern: The Hidden Dynamics of Corporate Scandals](https:\/\/www.google.com\/search?sca_esv=67db8545f6bda9c4&rlz=1C5XOFX_enCA1158CA1158&sxsrf=AE3TifMspWvKcPbYsN4KTGKV-CyvSXZUmg:1757093289413&q=The+Dark+Pattern:+The+Hidden+Dynamics+of+Corporate+Scandals&si=AMgyJEs9DArPE9xmb5yVYVjpG4jqWDEKSIpCRSjmm88XZWnGNXYcjeWzxiv7FwvmW4mYHR2aC9HjhHJ7LEf406_3avXdZjgO6xCL7qwT5LX5TfSNgH2i8nl7FbNEpa1r5g5SSdsxRWojQdE_vTjLarpuWu1lrijYOqwOwIlWgBfwwpr-9N9aS1NzeH4ptXLEmMf8VkxsLUEkEdhhgwSF9MfrmL0Lcq9QAW_tcgrTaSWXabJRhOCkcXz4z-uWXGnuEGEaj6JQ3qIuXu4RpasY5Acb7TwdLbc-O62G9ol9n87kkBPd5TotBDEv46NV5By21rVmjQdceT1vGTfPUInaHmug0AQx3oDobQ%3D%3D&sa=X&ved=2ahUKEwi89OjKksKPAxUQ1fACHT3BIKoQmxN6BAgbEAI)*:According to [reports](https:\/\/www.thetimes.com\/world\/europe\/article\/laurent-freixe-nestle-ceo-mistress-affair-6r9zr0hkj), the CEO married a woman he [met at Nestlé](https:\/\/www.bilanz.ch\/archiv\/kriegt-nestle-unter-laurent-freixe-die-kurve-798979?utm_source=chatgpt.com); the pair disclosed the relationship, then she left the company.\n\nNestlé’s board would likely have been aware of that background, and hiring him anyway sent a mixed message. “He should never have become CEO if this behavior was not acceptable at Nestlé,” says Palazzo. “Instead, it was tolerated, and he continued to be promoted.”\n\nAt the invitation-only **Fortune COO Summit,** taking place **June 1–2 in Arizona**, COOs from the nation’s largest companies will come together to examine how AI and emerging technologies are reshaping operating models, strengthening resilience, and enabling faster and smarter decision-making. **[Register now](https:\/\/conferences.fortune.com\/event\/Fortune-COO-Summit-2026\/HOME?utm_source=flm-conference&utm_medium=article_tout&utm_campaign=coo2026&utm_content=).**\n\nAbout the Author\n\nBy [Lila MacLellan](https:\/\/fortune.com\/author\/lila-maclellan\/)Former Senior Writer\n\nLila MacLellan is a former senior writer at *Fortune*, where she covered topics in leadership.\n\n[See full bio](https:\/\/fortune.com\/author\/lila-maclellan\/)\n\n***\nLatest in C-Suite\n***\n***\n\nFinance\n\nLorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. 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Fore](https:\/\/fortune.com\/author\/preston-fore\/)April 14, 2026\n\n19 hours ago\n\n[![United Airlines CEO Scott Kirby](https:\/\/fortune.com\/img-assets\/wp-content\/uploads\/2026\/04\/GettyImages-2267710180-e1776177791199.jpg?format=webp&w=1440&q=100)](https:\/\/fortune.com\/2026\/04\/14\/united-airlines-ceo-scott-kirby-naps-on-office-floor-doesnt-mean-hes-accomplished-any-less\/)\n\n[Success](https:\/\/fortune.com\/section\/success\/)\n\n[work-life balance](https:\/\/fortune.com\/tag\/work-life-balance\/)\n\n[United Airlines CEO Scott Kirby lies on his office floor and takes 20-minute naps—and he says it doesn’t mean he’s accomplished any less](https:\/\/fortune.com\/2026\/04\/14\/united-airlines-ceo-scott-kirby-naps-on-office-floor-doesnt-mean-hes-accomplished-any-less\/)\n\nBy [Emma Burleigh](https:\/\/fortune.com\/author\/emma-burleigh\/)April 14, 2026\n\n20 hours ago\n\n[![AI agents are acting like employees, but company structures still treat them like 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America](https:\/\/fortune.com\/img-assets\/wp-content\/uploads\/2026\/04\/GettyImages-2100039841-3-e1776092920912.jpg?format=webp&w=1440&q=100)](https:\/\/fortune.com\/2026\/04\/13\/billionaire-philanthropist-mackenzie-scott-donates-70-million-meals-on-wheels-america-feed-2-million-people\/?itm_source=parsely-api)\n\n[Success](https:\/\/fortune.com\/section\/success\/)\n\n[Billionaire philanthropist MacKenzie Scott has donated again—a week after gifting millions to a college, she's just given \\$70 million to Meals on Wheels America](https:\/\/fortune.com\/2026\/04\/13\/billionaire-philanthropist-mackenzie-scott-donates-70-million-meals-on-wheels-america-feed-2-million-people\/?itm_source=parsely-api)\n\nBy [Fortune Editors](https:\/\/fortune.com\/author\/fortune-editors\/)April 13, 2026\n\n2 days ago\n\n[![Retirees are facing a \\$345,000 bill they never saw coming — and most aren't 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chatbot](https:\/\/fortune.com\/img-assets\/wp-content\/uploads\/2026\/04\/GettyImages-2256654494-2-e1776098895103.jpg?format=webp&w=1440&q=100)](https:\/\/fortune.com\/2026\/04\/14\/anthropic-claude-performance-decline-user-complaints-backlash-lack-of-transparency-accusations-compute-crunch\/?itm_source=parsely-api)\n\n[AI](https:\/\/fortune.com\/section\/artificial-intelligence\/)\n\n[Anthropic is facing a wave of user backlash over reports of performance issues with its Claude AI chatbot](https:\/\/fortune.com\/2026\/04\/14\/anthropic-claude-performance-decline-user-complaints-backlash-lack-of-transparency-accusations-compute-crunch\/?itm_source=parsely-api)\n\nBy [Fortune Editors](https:\/\/fortune.com\/author\/fortune-editors\/)April 14, 2026\n\n1 day ago\n\n[![Current price of oil as of April 14, 2026](https:\/\/fortune.com\/img-assets\/wp-content\/uploads\/2026\/04\/Price-of-Oil-April-14.jpg?format=webp&w=1440&q=100)](https:\/\/fortune.com\/article\/price-of-oil-04-14-2026\/?itm_source=parsely-api)\n\n[Personal Finance](https:\/\/fortune.com\/section\/personal-finance\/)\n\n[Current price of oil as of April 14, 2026](https:\/\/fortune.com\/article\/price-of-oil-04-14-2026\/?itm_source=parsely-api)\n\nBy [Fortune Editors](https:\/\/fortune.com\/author\/fortune-editors\/)April 14, 2026\n\n23 hours ago\n\n[![Current price of gold as of April 13, 2026](https:\/\/fortune.com\/img-assets\/wp-content\/uploads\/2026\/04\/Price-of-Gold-April-13.jpg?format=webp&w=1440&q=100)](https:\/\/fortune.com\/article\/current-price-of-gold-04-13-2026\/?itm_source=parsely-api)\n\n[Personal Finance](https:\/\/fortune.com\/section\/personal-finance\/)\n\n[Current price of gold as of April 13, 2026](https:\/\/fortune.com\/article\/current-price-of-gold-04-13-2026\/?itm_source=parsely-api)\n\nBy [Fortune Editors](https:\/\/fortune.com\/author\/fortune-editors\/)April 13, 2026\n\n2 days ago\n\n© 2026 Fortune Media IP Limited. All Rights Reserved. Use of this site constitutes acceptance of our [Terms of Use](https:\/\/fortune.com\/terms-of-use\/) and [Privacy Policy](https:\/\/fortune.com\/privacy-policy\/) \\| [CA Notice at Collection and Privacy Notice](https:\/\/fortune.com\/california-privacy-policy\/#notice) \\| [Do Not Sell\/Share My Personal Information]()  \n FORTUNE is a trademark of Fortune Media IP Limited, registered in the U.S. and other countries. FORTUNE may receive compensation for some links to products and services on this website. Offers may be subject to change without notice.","attrs_readable_markdown":"An investigation had confirmed reports that he was having an inappropriate relationship with a direct report, [the company said](https:\/\/www.nestle.com\/media\/pressreleases\/allpressreleases\/executive-board-changes-september-2025). Nestlé, [a category laggard](https:\/\/www.bloomberg.com\/news\/newsletters\/2025-09-05\/nestle-ceo-s-office-romance-shakes-food-giant-at-a-delicate-time) whose share price has been slipping, had already installed a new CEO, Philipp Navratil, an internal hire who previously led the company’s Nespresso business. The subtext of the press release was clear: Nothing to see here.\n\nDespite the lack of kiss cams and [celebrity hijinks](https:\/\/fortune.com\/2025\/07\/28\/ryan-reynolds-maximum-effort-ad-agency-astronomer-gwyneth-paltrow-viral-video\/), however, the story has continued to hold people’s attention, prompting conversations about the ethical nuances of consensual office romances, changing norms for how companies handle them, and the standards for personal behavior that CEOs are held to.\n\nHere are some takeaways from Nestlé’s CEO ouster:\n## **The consequences for an improper romance can be severe**\nBoards have less tolerance now for CEO misconduct, like office romances, compared to 20 or 30 years ago, and are generally moving quickly to replace problematic leaders. The exits following a scandal like this can be far more punitive than when leaders are removed for performance issues, often with “golden parachutes.” As my colleague Eva Roytburg reported, Freixe left Nestlé [without any pay package](https:\/\/fortune.com\/2025\/09\/02\/nestle-fired-scandal-clad-ceo-pay-package\/).\n\nThe shift toward tough enforcement is partly due to concerns about perceptions of the company. “The scrutiny is both internal and external,” says Schloetzer, adding that it goes beyond shareholders. “It’s boards, it’s peers in the C suite, it’s people one level below the C suite. Everybody has a heightened sense of what’s the right thing to do, and the leash for not doing the right thing has become shorter and shorter.”\n\n## **The devil is in the details of disclosure**\nNestlé’s news release said the ex-CEO was being dismissed not just for having a relationship, but for having an *undisclosed* relationship. (Freixe was reportedly investigated twice and denied the affair during the first inquiry.)\n\nSo would he have been safe if he had come clean?\n\nProbably not, as a chief executive. Most companies have a zero-tolerance policy for CEOs dating employees because no matter where they are on the org chart, the power imbalance is too great for there not to be questions about the CEO’s decision-making and ethics. “I mean, human resources and the board would have to go through some pretty serious mitigation to assuage concerns of favoritism or retaliation or harassment,” says Jason Schloetzer, associate professor at Georgetown University’s McDonough School of Business.\n\nThat said, work has always been and is still a common place for people to meet (even if it’s no longer the starting point for [one in five relationships, as it was](https:\/\/qz.com\/work\/1552337\/workplace-dating-is-declining) in the latter part of last century). For executives who aren’t CEOs, disclosure of a relationship can sometimes address the problem, along with a reorganization so that one lovestruck employee doesn’t report to the other.\n## **Boards have been known to look past misconduct by high performers**\nAlthough star CEOs have been taken down by affairs, it’s also true that when a CEO is not living up to expectations, the board might find a way to send that CEO packing using corporate policy for cover, says Schloetzer. Before he became an academic, the professor tells *Fortune*, he became aware that “it is not unusual for companies to do things to get the conclusion that they’re looking for.”\n\n“For instance, I can suddenly decide to audit expense reports just to make sure that everybody’s expense reports are following company practices,” he says. “And lo and behold, this person was not following company practices. Now I have a reason to get rid of them.”\n\nKabrina Chang, clinical professor of business law and ethics at Boston University’s Questrom School of Business, agrees, adding that on the flip side, businesses have a way of willfully ignoring poor behavior when it comes to rainmakers.\n\nBut complaints from employees about a leader’s behavior can sometimes force action. “While a hypothetical board member might turn a hypothetical blind eye,” she says, employees don’t have the same incentive to do so.\n\nThe Nestlé board overlooked an important detail about Freixe when he was first nominated for the corner office, argues [Guido Palazzo](https:\/\/www.linkedin.com\/in\/ACoAAA0ItK8B_RHbgqSxOkMIEi2fwzwxy8Rb0tw), a professor of business ethics at the University of Lausanne and co-author of *[The Dark Pattern: The Hidden Dynamics of Corporate Scandals](https:\/\/www.google.com\/search?sca_esv=67db8545f6bda9c4&rlz=1C5XOFX_enCA1158CA1158&sxsrf=AE3TifMspWvKcPbYsN4KTGKV-CyvSXZUmg:1757093289413&q=The+Dark+Pattern:+The+Hidden+Dynamics+of+Corporate+Scandals&si=AMgyJEs9DArPE9xmb5yVYVjpG4jqWDEKSIpCRSjmm88XZWnGNXYcjeWzxiv7FwvmW4mYHR2aC9HjhHJ7LEf406_3avXdZjgO6xCL7qwT5LX5TfSNgH2i8nl7FbNEpa1r5g5SSdsxRWojQdE_vTjLarpuWu1lrijYOqwOwIlWgBfwwpr-9N9aS1NzeH4ptXLEmMf8VkxsLUEkEdhhgwSF9MfrmL0Lcq9QAW_tcgrTaSWXabJRhOCkcXz4z-uWXGnuEGEaj6JQ3qIuXu4RpasY5Acb7TwdLbc-O62G9ol9n87kkBPd5TotBDEv46NV5By21rVmjQdceT1vGTfPUInaHmug0AQx3oDobQ%3D%3D&sa=X&ved=2ahUKEwi89OjKksKPAxUQ1fACHT3BIKoQmxN6BAgbEAI)*:According to [reports](https:\/\/www.thetimes.com\/world\/europe\/article\/laurent-freixe-nestle-ceo-mistress-affair-6r9zr0hkj), the CEO married a woman he [met at Nestlé](https:\/\/www.bilanz.ch\/archiv\/kriegt-nestle-unter-laurent-freixe-die-kurve-798979?utm_source=chatgpt.com); the pair disclosed the relationship, then she left the company.\n\nNestlé’s board would likely have been aware of that background, and hiring him anyway sent a mixed message. “He should never have become CEO if this behavior was not acceptable at Nestlé,” says Palazzo. “Instead, it was tolerated, and he continued to be promoted.”","meta_canonical":null}

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URL	https://fortune.com/2025/09/07/nestle-ceo-fired-office-romance/
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Boilerpipe Text	An investigation had confirmed reports that he was having an inappropriate relationship with a direct report, the company said . Nestlé, a category laggard whose share price has been slipping, had already installed a new CEO, Philipp Navratil, an internal hire who previously led the company’s Nespresso business. The subtext of the press release was clear: Nothing to see here. Despite the lack of kiss cams and celebrity hijinks , however, the story has continued to hold people’s attention, prompting conversations about the ethical nuances of consensual office romances, changing norms for how companies handle them, and the standards for personal behavior that CEOs are held to. Here are some takeaways from Nestlé’s CEO ouster: The consequences for an improper romance can be severe Boards have less tolerance now for CEO misconduct, like office romances, compared to 20 or 30 years ago, and are generally moving quickly to replace problematic leaders. The exits following a scandal like this can be far more punitive than when leaders are removed for performance issues, often with “golden parachutes.” As my colleague Eva Roytburg reported, Freixe left Nestlé without any pay package . The shift toward tough enforcement is partly due to concerns about perceptions of the company. “The scrutiny is both internal and external,” says Schloetzer, adding that it goes beyond shareholders. “It’s boards, it’s peers in the C suite, it’s people one level below the C suite. Everybody has a heightened sense of what’s the right thing to do, and the leash for not doing the right thing has become shorter and shorter.” The devil is in the details of disclosure Nestlé’s news release said the ex-CEO was being dismissed not just for having a relationship, but for having an undisclosed relationship. (Freixe was reportedly investigated twice and denied the affair during the first inquiry.) So would he have been safe if he had come clean? Probably not, as a chief executive. Most companies have a zero-tolerance policy for CEOs dating employees because no matter where they are on the org chart, the power imbalance is too great for there not to be questions about the CEO’s decision-making and ethics. “I mean, human resources and the board would have to go through some pretty serious mitigation to assuage concerns of favoritism or retaliation or harassment,” says Jason Schloetzer, associate professor at Georgetown University’s McDonough School of Business. That said, work has always been and is still a common place for people to meet (even if it’s no longer the starting point for one in five relationships, as it was in the latter part of last century). For executives who aren’t CEOs, disclosure of a relationship can sometimes address the problem, along with a reorganization so that one lovestruck employee doesn’t report to the other. Boards have been known to look past misconduct by high performers Although star CEOs have been taken down by affairs, it’s also true that when a CEO is not living up to expectations, the board might find a way to send that CEO packing using corporate policy for cover, says Schloetzer. Before he became an academic, the professor tells Fortune , he became aware that “it is not unusual for companies to do things to get the conclusion that they’re looking for.” “For instance, I can suddenly decide to audit expense reports just to make sure that everybody’s expense reports are following company practices,” he says. “And lo and behold, this person was not following company practices. Now I have a reason to get rid of them.” Kabrina Chang, clinical professor of business law and ethics at Boston University’s Questrom School of Business, agrees, adding that on the flip side, businesses have a way of willfully ignoring poor behavior when it comes to rainmakers. But complaints from employees about a leader’s behavior can sometimes force action. “While a hypothetical board member might turn a hypothetical blind eye,” she says, employees don’t have the same incentive to do so. The Nestlé board overlooked an important detail about Freixe when he was first nominated for the corner office, argues Guido Palazzo , a professor of business ethics at the University of Lausanne and co-author of The Dark Pattern: The Hidden Dynamics of Corporate Scandals : According to reports , the CEO married a woman he met at Nestlé ; the pair disclosed the relationship, then she left the company. Nestlé’s board would likely have been aware of that background, and hiring him anyway sent a mixed message. “He should never have become CEO if this behavior was not acceptable at Nestlé,” says Palazzo. “Instead, it was tolerated, and he continued to be promoted.”
Markdown	Search Subscribe - [Home](https://fortune.com/) - [Latest](https://fortune.com/section/latest/) - [Fortune 500](https://fortune.com/section/fortune-500/) - [Finance](https://fortune.com/section/finance/) - [Tech](https://fortune.com/section/tech/) - [Leadership](https://fortune.com/section/leadership/) - [Lifestyle](https://fortune.com/section/lifestyle/) - [Rankings](https://fortune.com/ranking/) - [Multimedia](https://fortune.com/2025/09/07/nestle-ceo-fired-office-romance/) [C-Suite](https://fortune.com/section/c-suite/) [Management](https://fortune.com/tag/management/) [Europe](https://fortune.com/section/europe/) # What the ousting of Nestlé’s CEO shows about office romance today By [Lila MacLellan](https://fortune.com/author/lila-maclellan/) Lila MacLellan Former Senior Writer By [Lila MacLellan](https://fortune.com/author/lila-maclellan/) Lila MacLellan Former Senior Writer September 7, 2025, 6:00 AM ET Add us on ![Nestle CEO Laurent Freixe speaks on stage in front of the World Economic Forum logo](https://fortune.com/img-assets/wp-content/uploads/2025/09/Laurent-Freixe-GettyImages-2194688913-e1757108434704.jpg?format=webp&w=1440&q=100) Laurent Freixe, the former CEO of Nestlé, was fired after an investigation revealed that he had a romantic relationship with an employee.Getty—AFP/Fabrice Coffrini It seemed like such a clean break, like snapping off a piece of a Kit Kat bar. Last week, Nestlé, the \$244 billion food conglomerate behind some of the world’s most beloved candy and coffee brands, announced that its CEO, Laurent Freixe, had been dismissed for violating the company code of conduct after just one year on the job. Recommended Video * An investigation had confirmed reports that he was having an inappropriate relationship with a direct report, [the company said](https://www.nestle.com/media/pressreleases/allpressreleases/executive-board-changes-september-2025). Nestlé, [a category laggard](https://www.bloomberg.com/news/newsletters/2025-09-05/nestle-ceo-s-office-romance-shakes-food-giant-at-a-delicate-time) whose share price has been slipping, had already installed a new CEO, Philipp Navratil, an internal hire who previously led the company’s Nespresso business. The subtext of the press release was clear: Nothing to see here. Despite the lack of kiss cams and [celebrity hijinks](https://fortune.com/2025/07/28/ryan-reynolds-maximum-effort-ad-agency-astronomer-gwyneth-paltrow-viral-video/), however, the story has continued to hold people’s attention, prompting conversations about the ethical nuances of consensual office romances, changing norms for how companies handle them, and the standards for personal behavior that CEOs are held to. Here are some takeaways from Nestlé’s CEO ouster: ## The consequences for an improper romance can be severe Boards have less tolerance now for CEO misconduct, like office romances, compared to 20 or 30 years ago, and are generally moving quickly to replace problematic leaders. The exits following a scandal like this can be far more punitive than when leaders are removed for performance issues, often with “golden parachutes.” As my colleague Eva Roytburg reported, Freixe left Nestlé [without any pay package](https://fortune.com/2025/09/02/nestle-fired-scandal-clad-ceo-pay-package/). The shift toward tough enforcement is partly due to concerns about perceptions of the company. “The scrutiny is both internal and external,” says Schloetzer, adding that it goes beyond shareholders. “It’s boards, it’s peers in the C suite, it’s people one level below the C suite. Everybody has a heightened sense of what’s the right thing to do, and the leash for not doing the right thing has become shorter and shorter.” ## The devil is in the details of disclosure** Nestlé’s news release said the ex-CEO was being dismissed not just for having a relationship, but for having an undisclosed relationship. (Freixe was reportedly investigated twice and denied the affair during the first inquiry.) So would he have been safe if he had come clean? Probably not, as a chief executive. Most companies have a zero-tolerance policy for CEOs dating employees because no matter where they are on the org chart, the power imbalance is too great for there not to be questions about the CEO’s decision-making and ethics. “I mean, human resources and the board would have to go through some pretty serious mitigation to assuage concerns of favoritism or retaliation or harassment,” says Jason Schloetzer, associate professor at Georgetown University’s McDonough School of Business. That said, work has always been and is still a common place for people to meet (even if it’s no longer the starting point for [one in five relationships, as it was](https://qz.com/work/1552337/workplace-dating-is-declining) in the latter part of last century). For executives who aren’t CEOs, disclosure of a relationship can sometimes address the problem, along with a reorganization so that one lovestruck employee doesn’t report to the other. ## Boards have been known to look past misconduct by high performers Although star CEOs have been taken down by affairs, it’s also true that when a CEO is not living up to expectations, the board might find a way to send that CEO packing using corporate policy for cover, says Schloetzer. Before he became an academic, the professor tells Fortune, he became aware that “it is not unusual for companies to do things to get the conclusion that they’re looking for.” “For instance, I can suddenly decide to audit expense reports just to make sure that everybody’s expense reports are following company practices,” he says. “And lo and behold, this person was not following company practices. Now I have a reason to get rid of them.” Kabrina Chang, clinical professor of business law and ethics at Boston University’s Questrom School of Business, agrees, adding that on the flip side, businesses have a way of willfully ignoring poor behavior when it comes to rainmakers. But complaints from employees about a leader’s behavior can sometimes force action. “While a hypothetical board member might turn a hypothetical blind eye,” she says, employees don’t have the same incentive to do so. ## If your spouse used to report to you, you probably shouldn’t be a CEO The Nestlé board overlooked an important detail about Freixe when he was first nominated for the corner office, argues [Guido Palazzo](https://www.linkedin.com/in/ACoAAA0ItK8B_RHbgqSxOkMIEi2fwzwxy8Rb0tw), a professor of business ethics at the University of Lausanne and co-author of [The Dark Pattern: The Hidden Dynamics of Corporate Scandals](https://www.google.com/search?sca_esv=67db8545f6bda9c4&rlz=1C5XOFX_enCA1158CA1158&sxsrf=AE3TifMspWvKcPbYsN4KTGKV-CyvSXZUmg:1757093289413&q=The+Dark+Pattern:+The+Hidden+Dynamics+of+Corporate+Scandals&si=AMgyJEs9DArPE9xmb5yVYVjpG4jqWDEKSIpCRSjmm88XZWnGNXYcjeWzxiv7FwvmW4mYHR2aC9HjhHJ7LEf406_3avXdZjgO6xCL7qwT5LX5TfSNgH2i8nl7FbNEpa1r5g5SSdsxRWojQdE_vTjLarpuWu1lrijYOqwOwIlWgBfwwpr-9N9aS1NzeH4ptXLEmMf8VkxsLUEkEdhhgwSF9MfrmL0Lcq9QAW_tcgrTaSWXabJRhOCkcXz4z-uWXGnuEGEaj6JQ3qIuXu4RpasY5Acb7TwdLbc-O62G9ol9n87kkBPd5TotBDEv46NV5By21rVmjQdceT1vGTfPUInaHmug0AQx3oDobQ%3D%3D&sa=X&ved=2ahUKEwi89OjKksKPAxUQ1fACHT3BIKoQmxN6BAgbEAI):According to [reports](https://www.thetimes.com/world/europe/article/laurent-freixe-nestle-ceo-mistress-affair-6r9zr0hkj), the CEO married a woman he [met at Nestlé](https://www.bilanz.ch/archiv/kriegt-nestle-unter-laurent-freixe-die-kurve-798979?utm_source=chatgpt.com); the pair disclosed the relationship, then she left the company. Nestlé’s board would likely have been aware of that background, and hiring him anyway sent a mixed message. “He should never have become CEO if this behavior was not acceptable at Nestlé,” says Palazzo. “Instead, it was tolerated, and he continued to be promoted.” At the invitation-only Fortune COO Summit, taking place June 1–2 in Arizona, COOs from the nation’s largest companies will come together to examine how AI and emerging technologies are reshaping operating models, strengthening resilience, and enabling faster and smarter decision-making. [Register now](https://conferences.fortune.com/event/Fortune-COO-Summit-2026/HOME?utm_source=flm-conference&utm_medium=article_tout&utm_campaign=coo2026&utm_content=). About the Author By [Lila MacLellan](https://fortune.com/author/lila-maclellan/)Former Senior Writer Lila MacLellan is a former senior writer at Fortune, where she covered topics in leadership. 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Readable Markdown	An investigation had confirmed reports that he was having an inappropriate relationship with a direct report, [the company said](https://www.nestle.com/media/pressreleases/allpressreleases/executive-board-changes-september-2025). Nestlé, [a category laggard](https://www.bloomberg.com/news/newsletters/2025-09-05/nestle-ceo-s-office-romance-shakes-food-giant-at-a-delicate-time) whose share price has been slipping, had already installed a new CEO, Philipp Navratil, an internal hire who previously led the company’s Nespresso business. The subtext of the press release was clear: Nothing to see here. Despite the lack of kiss cams and [celebrity hijinks](https://fortune.com/2025/07/28/ryan-reynolds-maximum-effort-ad-agency-astronomer-gwyneth-paltrow-viral-video/), however, the story has continued to hold people’s attention, prompting conversations about the ethical nuances of consensual office romances, changing norms for how companies handle them, and the standards for personal behavior that CEOs are held to. Here are some takeaways from Nestlé’s CEO ouster: ## The consequences for an improper romance can be severe Boards have less tolerance now for CEO misconduct, like office romances, compared to 20 or 30 years ago, and are generally moving quickly to replace problematic leaders. The exits following a scandal like this can be far more punitive than when leaders are removed for performance issues, often with “golden parachutes.” As my colleague Eva Roytburg reported, Freixe left Nestlé [without any pay package](https://fortune.com/2025/09/02/nestle-fired-scandal-clad-ceo-pay-package/). The shift toward tough enforcement is partly due to concerns about perceptions of the company. “The scrutiny is both internal and external,” says Schloetzer, adding that it goes beyond shareholders. “It’s boards, it’s peers in the C suite, it’s people one level below the C suite. Everybody has a heightened sense of what’s the right thing to do, and the leash for not doing the right thing has become shorter and shorter.” ## The devil is in the details of disclosure Nestlé’s news release said the ex-CEO was being dismissed not just for having a relationship, but for having an undisclosed relationship. (Freixe was reportedly investigated twice and denied the affair during the first inquiry.) So would he have been safe if he had come clean? Probably not, as a chief executive. Most companies have a zero-tolerance policy for CEOs dating employees because no matter where they are on the org chart, the power imbalance is too great for there not to be questions about the CEO’s decision-making and ethics. “I mean, human resources and the board would have to go through some pretty serious mitigation to assuage concerns of favoritism or retaliation or harassment,” says Jason Schloetzer, associate professor at Georgetown University’s McDonough School of Business. That said, work has always been and is still a common place for people to meet (even if it’s no longer the starting point for [one in five relationships, as it was](https://qz.com/work/1552337/workplace-dating-is-declining) in the latter part of last century). For executives who aren’t CEOs, disclosure of a relationship can sometimes address the problem, along with a reorganization so that one lovestruck employee doesn’t report to the other. ## Boards have been known to look past misconduct by high performers Although star CEOs have been taken down by affairs, it’s also true that when a CEO is not living up to expectations, the board might find a way to send that CEO packing using corporate policy for cover, says Schloetzer. Before he became an academic, the professor tells Fortune, he became aware that “it is not unusual for companies to do things to get the conclusion that they’re looking for.” “For instance, I can suddenly decide to audit expense reports just to make sure that everybody’s expense reports are following company practices,” he says. “And lo and behold, this person was not following company practices. Now I have a reason to get rid of them.” Kabrina Chang, clinical professor of business law and ethics at Boston University’s Questrom School of Business, agrees, adding that on the flip side, businesses have a way of willfully ignoring poor behavior when it comes to rainmakers. But complaints from employees about a leader’s behavior can sometimes force action. “While a hypothetical board member might turn a hypothetical blind eye,” she says, employees don’t have the same incentive to do so. The Nestlé board overlooked an important detail about Freixe when he was first nominated for the corner office, argues [Guido Palazzo](https://www.linkedin.com/in/ACoAAA0ItK8B_RHbgqSxOkMIEi2fwzwxy8Rb0tw), a professor of business ethics at the University of Lausanne and co-author of [The Dark Pattern: The Hidden Dynamics of Corporate Scandals](https://www.google.com/search?sca_esv=67db8545f6bda9c4&rlz=1C5XOFX_enCA1158CA1158&sxsrf=AE3TifMspWvKcPbYsN4KTGKV-CyvSXZUmg:1757093289413&q=The+Dark+Pattern:+The+Hidden+Dynamics+of+Corporate+Scandals&si=AMgyJEs9DArPE9xmb5yVYVjpG4jqWDEKSIpCRSjmm88XZWnGNXYcjeWzxiv7FwvmW4mYHR2aC9HjhHJ7LEf406_3avXdZjgO6xCL7qwT5LX5TfSNgH2i8nl7FbNEpa1r5g5SSdsxRWojQdE_vTjLarpuWu1lrijYOqwOwIlWgBfwwpr-9N9aS1NzeH4ptXLEmMf8VkxsLUEkEdhhgwSF9MfrmL0Lcq9QAW_tcgrTaSWXabJRhOCkcXz4z-uWXGnuEGEaj6JQ3qIuXu4RpasY5Acb7TwdLbc-O62G9ol9n87kkBPd5TotBDEv46NV5By21rVmjQdceT1vGTfPUInaHmug0AQx3oDobQ%3D%3D&sa=X&ved=2ahUKEwi89OjKksKPAxUQ1fACHT3BIKoQmxN6BAgbEAI):According to [reports](https://www.thetimes.com/world/europe/article/laurent-freixe-nestle-ceo-mistress-affair-6r9zr0hkj), the CEO married a woman he [met at Nestlé](https://www.bilanz.ch/archiv/kriegt-nestle-unter-laurent-freixe-die-kurve-798979?utm_source=chatgpt.com); the pair disclosed the relationship, then she left the company. Nestlé’s board would likely have been aware of that background, and hiring him anyway sent a mixed message. “He should never have become CEO if this behavior was not acceptable at Nestlé,” says Palazzo. “Instead, it was tolerated, and he continued to be promoted.”
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