ABSTRACT
THE company now known as Renold Chains Limited already looks back upon three-quarters of a century of evolution. For roughly one-third of that time its constituents were without any question businesses personally directed and managed by one or two chief proprietors of outstanding ability and energy. Success brought in its train every kind of managerial problem. In the then Renold organisation these began to be apparent to the present Chairman of the company when that organisation was little more than 25 years old. A new set of problems presented itself in 1930, with the merger. These phases and vicissitudes have been described in previous chapters. We are left, at the end, with a modem engin éering business of world-wide repute. It is not the largest of engin éering businesses, but it is the biggest in its own field, and second to none in the constant application of thought and study to its development along lines calculated to give the best possible service to its customers, its workpeople and its shareholders. And as the precision chain is of fundamental importance to industry, as, furthermore, it was claimed at the outset that Hans Renold was that industry's father, this book shall end with a brief account of Renold Chains Limited as it enters the second half of the twentieth century, of the company in the shape it has taken from the work of Hans Renold himself, his colleagues, and their successors.
