Returning to a place after a long time is an exercise in strangeness. It brings both comfort and surprise as the past quietly blurs into the present. When C. Parthiban, Chief Financial Officer at Tamilnadu Petrochemicals Limited, walked into TPL’s offices after nearly 14 years, he noticed many things. He saw an organisation that seemed familiar, yet had also transformed and evolved. He had last worked here between 2007 and 2010, managing finance and reporting to the MD and CFO, a time he remembers as hierarchical and defined by a traditional chain of command.
A time when approaching the MD or CFO directly was unheard of. Women were not employed at the facility or the corporate office; long-held policies restricted their entry into several operational spaces, and conversations tended to travel vertically rather than freely across teams.
AM International’s leadership team largely consists of professionals who have risen through the ranks. Now it is hiring strategic senior lateral hires to strengthen leadership and imbibe industry learnings and best practices.
Key Insight
AM International’s leadership team largely consists of professionals who have risen through the ranks. Now it is hiring strategic senior lateral hires to strengthen leadership and imbibe industry learnings and best practices.
The changes are unmistakable. “This is the kind of culture the younger generation likes,” Parthiban believes, emphasising how the organisation has become more open and accessible. Employees can now approach senior leaders directly, contribute ideas freely, and participate in decision-making processes previously reserved for a few. Women employees working the night shift are provided with appropriate safety frameworks, while access to women doctors and occupational health support reflects a deep commitment to inclusion. Even seemingly mundane elements, like freedom from micromanagement of attendance, symbolise trust and accountability embedded into the work culture.
His return itself reflects AM International’s core identity. After his stint at Ashok Leyland, where he served for more than 13 years, he didn’t have anything specific in mind. But when a former colleague reached out about the CFO position at TPL, he was drawn back. By trust, familiarity with the business, and the values he knew still endured in the organisation. He knows that the group’s values, built over decades, are more than mere buzzwords.
Drawn to Values
People rarely join an organisation for titles’ sake. Leaders and employees alike choose workplaces for reasons that go deeper than the surface. They seek values that resonate, cultures that feel human, and environments that allow them to contribute meaningfully. AM International has consistently worked to maintain such values, cultures, and environments across all its companies.
For Srishti Bathija, the new Chief Financial Officer – MPL Group, the decision to rejoin was influenced by the same reasons. Beyond the meaningful role the company plays in India’s petrochemicals & specialty chemical ecosystem, its unique position and deep technical capability, what tilted the scale was the reputation MPL and AM International had built over decades. A respected legacy and a clear sense of purpose are often paramount in shaping public perception and attracting the right people to an organisation.
It is this perception and reputation that AM International leverages. “A traditional organisation,” as Ramesh Devarajan, General Manager, CSR, AM Foundation, describes AM International, “wherein the systems, the processes, the operations have been there for a long time, and have been practised religiously.” Even as an outsider, he had been aware of the group’s values and culture. He was drawn to the meaningful sustainability programmes and the social initiatives that AM Foundation had been driving, work he carefully followed for several months before joining them.
Having spent 15 years in business development and operations within the healthcare and life sciences space, and another decade and a half in HR, learning and development, and recruitment, his reason for joining the CSR arm of the AM International ecosystem speaks volumes about the ground-level work that is making an impact on many.
Change Comes from Within
The only constant in the universe is change. It is an inevitability that shakes up all certainties, regardless of whether people desire it or not. At AM International, change is deliberate. As Ramesh highlights, every organisation, particularly one with legacy depth, carries both strengths and structural challenges accumulated over time. Legacy, he notes, can often devolve or even be misinterpreted from the outside as rigidity. This often gives way to the assumption that such institutions struggle to adapt or evolve.
Yet, in his assessment, he believes that AM International is handling these challenges well. “Every operative company and every member corporation is doing the right thing in terms of adapting themselves to the changes, upskilling themselves,” he states, and that “These successes are being enabled by the value being given to the employees in terms of bringing them up the ladder.” Parthiban agrees. For him, returning to TPL meant witnessing processes, policies, and cultural shifts that promoted trust over oversight.
Employees experience freedom to contribute, challenge ideas, and take ownership without micromanagement. Results and accountability are taking precedence, with the key belief that every employee will act responsibly and fulfil their duties in the best professional manner. For example, MPL is making progress with a commitment to adaptability. “Our approach is steady and future-oriented.”
Key Insight
The company is also aligning itself with emerging industry standards across technology, quality, and responsible manufacturing to remain competitive and relevant in a changing environment.
Srishti believes, “This includes strengthening operational efficiency, maintaining financial discipline, and ensuring consistent engagement with customers and partners.” The company is also aligning itself with emerging industry standards across technology, quality, and responsible manufacturing to remain competitive and relevant in a changing environment. All three leaders agree that change at AM International is cultural and strategically planned. It is reflected in the acceptance of new ideas, diverse perspectives, and leadership approaches that invite participation rather than enforce compliance.
People First
People-first values guide AM International’s ecosystem. “MPL’s people are one of its greatest strengths.” These words by Srishti echo those of every company at AM International. The values innate in them have become both a stabilising force and a powerful attractor. It enables companies to nurture internal talent, create growth pathways, and foster an environment where individuals can thrive.
In a world where talent defines the trajectory of organisations, AM International’s five-decade-old journey stands out by striking the right balance. While welcoming external senior leaders who bring fresh perspectives and industry knowledge, it continues to empower and grow internal leaders who carry institutional memory and culture. Together, we are building a leadership architecture designed not only for growth but also for future readiness.
