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Workforce expectations are becoming increasingly diverse, prompting organisations to rethink how they design rewards and benefits. The APAC wellbeing, inclusion & diversity leader shares why relevance, equity, and sustainability should sit at the heart of every total rewards strategy.
Meenakshree Nanda (Shree) (pictured above) is Director - Wellbeing, Inclusion & Diversity - APAC in the logistics and supply chain industry, where she leads initiatives focused on employee wellbeing, inclusion, diversity, and belonging across the region. With more than 15 years of experience spanning HR business partnering and centres of excellence, she has built a career driving people strategies that create meaningful employee experiences while supporting organisational goals.
What first drew Shree to HR was its unique position at the intersection of people, culture, and business performance. Within the function, Total Rewards stood out as one of the most strategic levers organisations can use to influence behaviour, drive outcomes, and reinforce culture at scale. What continues to motivate her is the way it has evolved from a transactional function into a critical component of enterprise strategy, helping organisations attract talent, enable workforce transformation, and support inclusion and wellbeing.
That strategic perspective shapes her approach to designing Total Rewards programmes. Shree believes reward strategies should be anchored in both business strategy and human insight, enabling organisations to create fair, inclusive, and transparent employee experiences while responding to the diverse and evolving needs of the workforce. In her view, the most effective programmes are those that balance differentiation with equity and trust, while helping employees sustain performance over the long term.
Ahead of her session at Total Rewards Asia Summit 2026, Singapore, Shree speaks to Emily Chong-Gupta about her journey into Total Rewards, why rewards strategies should be grounded in both business strategy and human insight, and how organisations can move beyond traditional definitions of family to design benefits that are relevant, equitable, and sustainable.
Find the full interview below.
Q What first drew you to HR and total rewards (TR), and what keeps you passionate about it today?
I was drawn to HR because of its unique position at the intersection of people, culture, and business performance. Within HR, Total Rewards stood out as one of the most strategic levers organisations have to influence behaviour, drive outcomes, and reinforce culture at scale. What continues to energise me is how Total Rewards has evolved — from a transactional function to a critical component of enterprise strategy. Today, TR is central to how organisations attract scarce talent, enable workforce transformation, and deliver on their inclusion and wellbeing commitments.
Q Can you share the core belief that guides your approach to designing TR strategies that truly support employees?
My core belief is that Total Rewards must be anchored in both business strategy and human insight. It cannot be designed in isolation. At a strategic level, TR should:
- Reinforce organisational priorities and long-term value creation
- Enable a fair, inclusive, and transparent employee experience
- Adapt to the diverse and evolving needs of the workforce
I believe the most effective TR strategies are those that move beyond uniformity to intentional differentiation — where we thoughtfully design rewards that reflect workforce segmentation while maintaining equity and trust. Ultimately, TR should not only reward performance but also enable people to sustain performance over time.
Q What is one common misconception about Total Rewards that you’d like to challenge?
One of the biggest misconceptions is that Total Rewards is primarily a cost centre rather than a value driver. In reality, when strategically designed, TR is a powerful mechanism for shaping workforce outcomes — whether that’s accelerating critical skill development, improving retention in key talent segments, or strengthening organisational culture.
Another misconception is that more is always better. Leading organisations are moving away from simply expanding benefits to curating meaningful, relevant, and well-communicated rewards that employees actually understand and use. Impact, not volume, is what matters.
Q Please tell us a fun fact about yourself that people may not know.
I have visited 28 countries so far as I love travelling and curious about different cultures.
I have also completed 28 certifications relevant to my field of work as I always feel learning is a continuous process.
Q A quick preview of your session: what do you hope attendees will take away from your session?
I hope attendees walk away with a broader, more future-focused perspective on what “family” really means in today’s workforce and what that implies for how we design benefits. Specifically, I’d like them to gain clarity on how to move beyond traditional definitions toward more inclusive, life-stage-based approaches, while staying disciplined about what truly drives impact. My goal is for attendees to leave with both a mindset shift and practical frameworks to design benefits that are relevant, equitable, and sustainable rather than simply reacting to trends.
I want to attend the conference: If you're keen to attend this closed-door conference, kindly register your interest here. For speaking opportunities, please write in to Emily Chong-Gupta. We look forward to welcoming you!
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