Dewi NairChief Human Resources Officer

Personal correspondence

Knowing who answers for each promise

Chief Human Resources Officer Singapore / Southeast Asia

Every promise a takaful operator makes is kept by a person whose relationship to us should be clear.

The first claim file I was trusted to read alone, in 1999, contained a hospital bill, a police report and a handwritten note from a widow asking who she should call next. I was a claims assistant at Tirravel Loss Adjusters in Singapore, a few weeks after completing a psychology degree at Kestrova University. The adjuster I worked for answered her note himself. He told me the paperwork would be settled by the insurer, but her question would be answered by whoever picked up the telephone, and that a company ought to decide in advance who that was.

A family that calls us after a death does not care whether the person answering is an employee, an agent or a contractor, but the company must know. Each relationship carries different duties, protections and limits. I try to make those differences explicit before we ask anyone to carry a promise on our behalf.

Gross contributions
RM1.38 bn
Kenanggawi Takaful, financial year 2025
Employees
1,240
Excludes contracted takaful agents
Contracted takaful agents
7,600
Agency agreements, not employment

In a takaful operator, I make each obligation to a participant traceable to a person whose role, relationship and capacity are clear.

I lead human resources at Kenanggawi Takaful, a family takaful operator headquartered in Kuala Lumpur. We are a subsidiary of a listed Malaysian financial group, and a foreign insurer holds a 30% minority stake. Gross contributions were RM1.38 billion in 2025. About 1,240 people are our employees. Roughly 7,600 takaful agents also represent us, but they work under agency contracts rather than employment, and their contracts, commission and conduct supervision sit with the agency and compliance functions. I lead 58 HR colleagues through five heads and attend the board's nomination and remuneration committee as the executive responsible for people matters.

My first job, in 1999, was as a claims assistant at a Singapore loss adjuster. I spent the following decade in claims at a general insurer, first handling motor files, then leading a team and later training new officers and planning their rosters. I moved into HR in 2012 because the questions I kept raising were about people: who was qualified to decide, how many cases one person could carry well, and what happened when the only experienced colleague left. In 2016 I became director of HR at a Jakarta life insurer, and in 2021 I came to Kenanggawi.

The three decisions on this site share one question. When a participant, a grieving family or a regulator relies on us, whose obligation is it, and is that person in a position to meet it? Ending agency contracts held by our own branch employees, creating a named team for death claims and staffing a sharia spin-off in Indonesia each cost money or goodwill. I record those costs, the colleagues who argued against me and what I would now change.

Branch employees stopped selling on the side

Forty-six branch service employees held agency contracts that paid them commission on walk-in customers. From January 2023 each chose employment or agency. Walk-in new contributions fell from RM9.4 million to RM3.1 million in the first year, a loss we accepted openly.

Bereaved families now speak to one person

A sixteen-person team holds each death claim from first call to payment, with a cap of 45 open cases per handler. Calls per claim fell from 4.7 to 1.8, at an added cost of RM1.9 million a year.

A spin-off with its own control functions

In Jakarta, 96 roles moved into a separate sharia insurer, including the person proposed as its appointed actuary. The parent company then ran for fourteen months without a ready successor for that role.

Current focus

I am preparing successors for the roles whose holders must pass a fit-and-proper assessment, so that each has at least one candidate who could be put forward within twelve months rather than a name on a chart.

Conversations I welcome

I am looking for a first non-executive seat, ideally on a nomination or remuneration committee in Malaysia or Singapore, outside insurance, takaful and banking. Twenty-two days a year are available with my chief executive's agreement and our group's approval.

The leadership record

Trusted with consequential decisions.

Formation

  • Bachelor of Social Sciences in psychologyKestrova University · 1999
  • Master of human resource management (part time)Ambrell Institute of Management · 2010
I argued against ending the branch agency contracts, and I still think we lost good business. Dewi never pretended otherwise. She put my numbers in her paper beside her own, and she made sure my team had a referral process ready before the counters stopped selling.
Rosnaini IdrusmanChief agency officer, Kenanggawi Takaful
The full record ↗

Contact

I am looking for a first non-executive seat, ideally on a nomination or remuneration committee in Malaysia or Singapore, outside insurance, takaful and banking. Twenty-two days a year are available with my chief executive's agreement and our group's approval.

  • Board appointments