In 2025, we undertook a wide range of initiatives aimed at strengthening leadership capability, technical excellence, safety performance, and employee well-being. These efforts helped guide young talent, foster operational excellence, and set the stage for a year of learning and growth across companies.

A People-Centric Culture

Leadership and people’s development remained a central focus across the group. SPIC and TFL implemented structured interventions like the Action-Centred Leadership (ACL) Module 2, a leadership development programme that helped strengthen execution, team effectiveness, and individual accountability. Participation in the Management Development Programme at IIM Kolkata further strengthened leadership capability, communication, and team effectiveness.

We also focused on inclusion, with initiatives like the Career Women Programme, conducted jointly by SPIC, Greenstar Fertilizers, and TFL, which aimed to encourage and support women professionals through confidence-building, communication, and career development sessions. Employees were given opportunities to learn more about leadership, as MPL’s Coffee with the MD & CEO, Ignite 2.0 and other initiatives facilitated open dialogue and idea sharing for young engineers.

In Pursuit of Excellence

For manufacturing-led organisations, technical excellence and operational discipline are key learning priorities. We ensured these priorities were reinforced through hands-on learning. MPL conducted multiple knowledge-sharing sessions on Energy Management Systems, Pharma Solvent Compliance, and an industrial visit for young engineers to Ultramarine & Pigments Ltd. These sessions provided valuable exposure to best practices beyond the organisation.

Employees at SPIC and TFL participated in a series of technical seminars. They covered a range of topics including Power BI, advanced Excel, vibration analysis, bearings in fertiliser industries, and lubrication and effective lubricant management. Furthermore, the year saw many cross-company initiatives, such as the Catalyst for Plant (CAP) Operations Training Programme and the Engineering Management Service Training Programme for TPL professionals, led by SPIC, which promoted deeper operational understanding and cross-functional capability building.

Safety, HSSE, and Regulatory Compliance

In 2025, we made safety and HSSE training a non-negotiable priority. Such was the case across all group companies. SPIC and TFL used extensive programmes to address Process Safety Management (PSM), Safety Circle concepts and internal firefighting preparedness. They also conducted a Certificate Course in Safety & Health for Hazardous Process Industries, delivered by RLI Chennai, that strengthened employees’ understanding of safety systems, regulatory compliance, and hazardous process management.

Initiatives such as POSH training, heatwave awareness programmes, and International Ozone Day awareness sessions helped MPL reinforce workplace safety, dignity, and environmental responsibility. At the same time, TPL undertook structured programmes for quality, safety, and compliance training, most notably a four-day ISO Internal Auditor Training covering ISO 9001, 14001, and 45001.

Wellness and Well-being

An employee’s performance is closely linked to their well-being. Across the group, we invested significantly in health and wellness initiatives. TPL’s Health is Wealth 2.0 initiative, which included sessions on yoga, nutrition and gut health, encouraged employees to make sustainable lifestyle changes. Their structured weight-loss programme saw enthusiastic participation, and its winners were felicitated by our chairman Ashwin Muthiah.

At MPL, Mental Health Awareness sessions, alongside its SHFT (Session on Health and Fitness) programme, showed employees how they could cope with stress, emphasising both mental and physical fitness.

Throughout the year, SPIC and TFL aimed to reinforce awareness and preventive healthcare with initiatives such as the Women’s Health Matters: Cancer Awareness Programme.

More To Come

In 2025, we demonstrated a clear and consistent commitment to people’s development. This was highlighted by the range and depth of training initiatives undertaken across group companies. In today’s hyper-competitive world, training and career development are critical. Not only for the progress of the organisation, but also to ensure that professionals remain up to date.

Building on this foundation, we will continue to prioritise leadership readiness, HSSE excellence, and future-focused skills as central pillars of growth in 2026.