RELIANCE INDUSTRIES LIMITED

Management Control System

and Financial Analysis
Submitted By
Manoj S Rengar

Submitted To
Prof. Vivek Raina

2011

1
XCELLON INSTITUTE SCHOOL OF BUSINESS
 A
Project Report
On
Reliance Industries Limited

Submitted By
Manoj S Rengar
M0007

Submitted To
Prof. Vivek Raina
Xcellon Institute School of Business

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 Acknowledgement

Words are indeed inadequate to convey my deep sense of gratitude to all

those who have helped me in completing this project to the best of my ability. Being
a part of this project has certainly been a unique and a very productive experience
on my part.
I would also like to thank my professor and project – coordinator, Mr. Vivek
Raina for assigning me a project of such a great learning experience and
acquainting me with real life project of Reliance Industries limited.
I am very grateful to Mr. Vivek Amin, Co-founder of Xcellon Institute
School of Business Management Who has given me the opportunity to do this
project in the Reliance Industries Ltd. and very thankful to all lecturers of Xcellon
for their useful guidance and advise.
This project would not have been successful without the help of My Friends
who are directly or indirectly help me to complete this project.
Last but not least I would like to thank the entire Faculty member and my friends
Xcellon Institute, who have directly or indirectly helped me with their moral
support for the completion of my project.

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 Table of Content
Sr.No Particular Page.
No
1 Executive Summary 5

2 Introduction 7

3 History 13

4 Management of Reliance Industries 35

5 Organization Structure 37

6 Management Control System 42

7 Financial Analysis 47

8 Comparative Analysis of RIL with other company 62

9 Balance sheet comparison 64

10 Cash Flow of Reliance Industries 66

11 Accounting System 68

12 Conclusion 71

13 Bibliography 72

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 Executive Summary
The Reliance Industries India group is India's largest private sector conglomerate. The Reliance
Industries Limited was started by the legendary Late Dhirubhai H. Ambani. After a humble start
in the late 1970's as a textile company its success skyrocketed and now covers almost all
industry verticals.

The Reliance Industries India group is India's largest private sector conglomerate. The Reliance
Industries Limited was started by the legendary Late Dhirubhai H. Ambani. After a humble start
in the late 1970's as a textile company its success skyrocketed and now covers almost all
industry verticals.

In this report first I have given the general information regarding the company. It includes the
introduction and history of company; its disinvestments, milestones, board of directors, quality
policy, financial position of the company, and the products. I have also given the comparative
analysis of its group companies and it various divisions with its net revenue and briefly describe
its functional department of the company like Production department, stores, finance
department, marketing department and human recourse department etc.

I had also described its management control briefly by showing its organization chart and
structure with future strategy which they going to implement in future.

In the second part, I have focused on my core project regarding the procedure followed for the
cash and bank management at RIL and its analysis with ration and interpretation. In the end,
the conclusion and the bibliography are given. The report totally depends on the secondary
data and it may be possible that the data from which the report is made may not appear in the
report because some data is confidential for the company.

From given financial analysis I come to know that this year performance of Reliance is decrease
compare to last year but in the balance sheet it was seen that sales was increase but on the
other side there are some other cost of paying the interest because amount of debt was
increase this year and profit was decrease this was I assumed on the basis of ratio analysis by
comparing with last three year performance.

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Company Profile

Reliance Industries

“GROWTH IS LIFE”

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 Introduction

The Reliance Industries India group is India's largest private sector conglomerate. The Reliance
Industries Limited was started by the legendary Late Dhirubhai H. Ambani. After a humble start
in the late 1970's as a textile company its success skyrocketed and now covers almost all
industry verticals.

Today, Reliance Industries generates revenues in excess of USD 44 billion and exports products
worth USD 7 billion to more than 100 countries. The Reliance Industries Limited is a 'Fortune
Global 500 company' and employs more than 25,000 professionals across the world. Reliance
enjoys leadership in polyester yarn & fiber produce and is among the top 5 players in the world
in major petrochemical products. Reliance Industries Limited holds largest Oil & Gas exploration
area in India and has achieved 74 % success rate in terms of discoveries.

Reliance enjoys a preeminent position in terms of its contribution to the Indian economy with
revenues equal to 2.6% of India's GDP. It also contributes 7.7% of India's total exports, 7.9% of
the Government of India's indirect tax revenues and close to

Backward vertical integration has been the cornerstone of the evolution and growth of
Reliance. Starting with textiles in the late seventies, Reliance pursued a strategy of backward
vertical integration - in polyester, fibre intermediates, plastics, petrochemicals, petroleum
refining and oil and gas exploration and production - to be fully integrated along the materials
and energy value chain.

The Group's activities span exploration and production of oil and gas, petroleum refining and
marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals), textiles,
retail and special economic zones.

Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fibre
producer in the world and among the top five to ten producers in the world in major
petrochemical products.

Major Group Companies are Reliance Industries Limited (including main subsidiary Reliance
Retail Limited) and Reliance Industrial Infrastructure Limited.

Reliance Industries India has been a pioneer in the equity culture cult and is highly respected
for its corporate transparency, deep market penetration ability, innovations and above all for
its ability to generate 'products & services' for all sections of the society.

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Its guardianship for India Inc. stupendous growth has been felicitated with no of awards in
areas like Quality, Energy Management, Health Safety & Environment, Exports and Retail &
Franchising. It also bagged 'Golden Peacock Award' for Corporate Management in 2005-2006
and enjoys high corporate ranking in Fortune Global 500 Company.

THE LEGENDARY DHIRUBHAI .H. AMBANI

Dhirajlal Hirachand Ambani, also known as Dhirubhai (28 December 1932, - 6 July 2002) was
an Indian rags-to-riches business tycoon who founded Reliance Industries in Mumbai. Ambani
took his company (Reliance) public in 1977, and by 2007 the combined fortune of the family
(sons Anil& Mukesh and daughters Dipti & Nina) was 60 billion dollars, making the Ambanis the
richest family in the world.
He moved to Aden, Yemen, when he was 16 to work with A. Besse & Co. and eventually
returned to India and started "Majin", which was to import polyester yarn and export spices, in
partnership with his cousin, Champak Lal Damani.

Dhirubhai was a known risk taker and he believed in building inventories, anticipating a price
rise, and making profits. Ambani's net worth was estimated at about Rs. 10 lakh by late 1970s.
He is credited with starting the equity cult in India. More than 58,000 investors from various
parts of India subscribed to Reliance's IPO in 1977. In 1986 The Annual General Meeting of
Reliance Industries was held in Cross Maidan, Mumbai and was attended by more than 350,000
shareholders and the Reliance family.

In 1982, Reliance Industries came up against a rights issue regarding partly convertible
debentures. It was rumoured that company was making all efforts to ensure that their stock
prices did not slide an inch. Sensing an opportunity, a bear cartel which was a group of stock
brokers from Calcutta started to short sell the shares of Reliance. To counter this, a group of
stock brokers till recently referred to as "Friends of Reliance" started to buy the short sold
shares of Reliance Industries on the Bombay Stock Exchange. After this incident, many
questions were raised by his detractors and the press. In response, the then finance
minister, Pranab Mukherjee informed the house that a Non-Resident Indian had invested up
to Rs. 22 Crores in Reliance during 1982-83. The interesting factor was that all the promoters or
owners of these companies had a common surname Shah. An investigation by the Reserve Bank
of India in the incident did not find any unethical or illegal acts or transactions committed by
Reliance or its promoters
Over time, Dhirubhai diversified his business with the core specialisation being
in petrochemicals and additional interests in telecommunications, information
technology, energy, power, retail, textiles, infrastructure services, capital markets, and logistics.

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He has been accused of acting unethically; having manipulated government policies to suit his
own needs, and has been known to be a king-maker in government elections. Although most
media sources tend to speak out about business-politics nexus, the Ambani house has always
enjoyed more protection and shelter from the media storms that sweep across the country. A
film, Guru (2007) directed by Mani Ratnam, alleged to be inspired by the life of Dhirubhai
Ambani was released on 12 January 2007.

Reliance after Dhirubhai

The Reliance Empire was split between the Ambani brothers, Mukesh Ambani getting RIL and
IPCL & his younger sibling Anil Ambani heading Reliance Capital, Reliance Energy and Reliance
Infocomm. The entity headed by Mukesh Ambani is referred to as the Reliance Industries
Limited whereas Anil's Group has been renamed Anil Dhirubhai Ambani Group (ADAG).His
daughter Nina Kothri along with her husband B H Kothari started ‘Java green’ in 2004, a coffee
retail chain along with Reliance’s Web World stores.

MUKESH AMBANI’S GROUP OF BUSINESSES

Mukesh Ambani owns two main industries namely:

 Reliance Industries Limited
 Indian Petrochemical Corporation Limited

The following are the categories of businesses that are being dealt with:
 Exploration and Production
 Petroleum refining and marketing
 Petroleum
 Textiles
 Retail

The major associates and subsidiaries of Reliance Industries Limited are:

 Reliance Petroleum Limited
 Reliance Retail Limited
 Reliance Global Management Services (P) Ltd
 Reliance Biopharmaceuticals
 Ranger Farms Ltd

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  Reliance Engineering Associates (P) Ltd
 Reliance Oil & Gas Find (Petrochemicals Business)

Reliance Petroleum Limited (RPL)

Reliance Petroleum Reliance Petroleum Limited was set up by Reliance Industries Limited (RIL),
one of India's largest private sector companies. RPL benefits from a strategic alliance with
Chevron India Holdings Pte Limited, Singapore, a wholly owned subsidiary of Chevron
Corporation USA (Chevron), which currently holds a 5% equity stake in the Company. Refining
activities of Reliance Industries Limited are carried out at the Jamnagar refinery complex with
refining capacity of 27 million tonnes per annum (540,000 barrels per day).

The Jamnagar Refinery is a private sector crude oil refinery owned by Reliance Industries
Limited in Jamnagar, India. The refinery was commissioned on 14 July 1999 with an installed
capacity of 661,000 barrels per day. It is the largest Greenfield refinery in the world. Jamnagar
has emerged as the ‘Refining Hub of the World’ with the largest refining complex with an
aggregate refining capacity of 1.24 million barrels of oil per day in any single location in the
world.

The refinery can process a wide variety of crudes- from very light to very heavy (from 18 to 45
degree API) and from sweet to very heavy (with sulphur content from 0 to 4.5%). With an
annual crude processing capacity of 580,000 barrels per stream day (BPSD), RPL will be the sixth
largest refinery in the world. The polypropylene plant will have a capacity to produce 0.9 million
metric tonnes per annum.
RPL was awarded the ‘International Refiner of the Year’ award in the year 2008 and it runs a
nearly zero-emission refinery.

Reliance Retail Limited

Reliance is gearing up to revolutionize the retailing industry in India. Towards this end, Reliance
is aggressively working on introducing a pan-India network of retail outlets in multiple formats.

A world class shopping environment, state of art technology, a seamless supply chain
infrastructure, a host of unique value-added services and above all, unmatched customer
experience, is what this initiative is all about. Ensuring better returns to Indian farmers and
manufacturers and greater value for the Indian consumer, both in quality and quantity, will be
an integral feature of this project. By creating value at all levels, the project boasts of a
seamless supply chain infrastructure, unprecedented even by world standards. Through

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multiple formats and a wide range of categories, Reliance is aiming to touch almost every
Indian customer and supplier.

RIL's Retail Project will be through the following companies:

Reliance Fresh Reliance Trendz Reliance i-store

Reliance Footprint Reliance Autozone Reliance Home Kitchens
Reliance Time-Out Reliance Super Reliance Jewel
Reliance Digital Reliance Mart
Reliance Wellness Reliance i-store

Reliance Retail continues to consolidate its presence and operations with more than 900 stores
in over cities where it is operational today. E-Office Planet Private Limited, Reliance’s joint
venture with Office Depot has expanded its footprint across India for serving its customers in a
better way.

Reliance Global Management Services (P) Limited

Reliance Global Services (P) Ltd is one of the fast growing IT solutions and services provider with
offices in USA, Hyderabad-India, delivering best-in-class services to help clients reduce costs,
enhance organizational flexibility, and improve business and IT performance. They have proven
capabilities across various industry verticals. Their wide spectrum of solutions and services
encompass ERP specialized in SAP Custom application development, Application maintenance
and support, Management-consulting services through Contract staffing enabled with in-house
competency development. Reliance Global management team comprises of ace professionals,
each with years of managerial experience, rich industry knowledge and multidimensional skills.
They form a formidable think tank with their industry knowledge, understanding of client
requirements, processes and key client backgrounds.

Reliance Biopharmaceuticals

Reliance Life Sciences (Rabale, India), a Reliance Industries subsidiary, is building a protein
manufacturing facility at the Dhirubhai Ambani Life Sciences Centre at Rabale, near Mumbai.
The company will invest more than Rs. 9 billion ($200 million) to build the complex, which will
be Reliance's first such facility. It will use mammalian cell and microbial fermentation
technology to produce proteins. Completion is due at year-end, and FDA validation is expected
to follow eight months later. The protein plant will have initial capacity for 10,000 litres of
mammalian cell culture and 1,000 litres of microbial cell culture.

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Ranger Farms

Reliance Industries is likely to turn their consumer retail project Reliance Fresh into a separate
entity. It could be added to the Ranger Farm brand name. This particular division of the
company deals in food, fruits and vegetables and consumer products.

Reliance Engineering Associates Private Limited (REAL)

Reliance Engineering Associates Private Limited (REAL) is a Reliance Group Company dedicated
to Engineering procurement and construction of various projects in both reliance group
companies and other industries. Their services include part design for moulding, mould design,
prototype and production tooling, pre-production prototyping, and full-scale manufacturing of
precision thermoplastic and thermo set plastic parts. These parts are used in a wide range of
demanding and critical end-use applications. Building on this core expertise, Reliance
Engineering provides contract manufacturing services for original equipment manufacturers.
This service includes procurement to rigid specifications and build-to-print assembly of low to
moderate volume products.

Reliance Petrochemicals

Polymer (PP, PE and PVC) production volumes decreased by 9% to 3,076 KT. Production was
lower primarily on account of planned shutdown of Polypropylene (PP) plant at Jamnagar in
October 2008 to improve product swing capability and yield. RIL produced 1,755 KT of ethylene
and 696 KT of propylene, a decrease of 7% each over the previous year primarily due to lower
Propane cracking. Polyester (PFY, PSF and PET) production volume decreased by 2% to 1,534
KT. RIL has maintained its focus on specialty products which account for 55% of PSF and 38% of
PFY production. RIL’s fibre intermediates (PX, PTA and MEG) production decreased by 3% to
4,583 KT during the year. Revenue for the petrochemicals segment for the year decreased
marginally from Rs 53,000 crores to Rs. 52,767 crores (US$ 10.4 billion).

Indian Petrochemicals Corporation Limited (IPCL)

RIL had acquired erstwhile public sector petrochemical company in 2002 by successfully bidding
for government equity and become a strategic partner in IPCL after which Reliance’s controlling
share was 47.3%. Reliance Industries formally assumed control of Indian Petrochemical
Corporation Ltd (IPCL) with Mukesh Ambani as the chairman of the company in June 5, 2002.
IPCL, the pioneering petrochemical company in India, was managed by a board nominated by
Government of India till June 4, 2002. Later, the government divested 26 per cent of the

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company’s equity shares in favour of Reliance Petro investments Ltd through an open,
transparent and competitive bidding process. Effective April 1, 2005, the six polyester
companies namely Apollo Fibres Limited (AFL), Central India Polyesters Limited (CIPL), India
Polyfibres Limited (IPL), Orissa Polyfibres Limited (OPL), Recron Synthetics Limited (RSL) and
Silvassa Industries Private Limited (SIPL) have been amalgamated with IPCL.
The two brothers were engaged in a battle over control of the, then, Rs 90,000- crores Reliance
Empire after their father’s demise and by Jan 2005, RIL Chairman Anil Ambani quit as director
and Vice-Chairman of the Reliance Group Company IPCL Ltd .Anil resigned on the ground that
he was unwilling to work on the same board where Anand Jain, a close confidante of Mukesh,
was present. Anil is also believed to have complained that Jain was running a “personal
vilification” campaign against him, the sources said.

RIPCL to RIL:
The boards of Reliance Industries and IPCL on March 11, 2007 approved the merger between
the two companies at a swap ratio of 1:5. This means IPCL shareholders will get one share of RIL
for every five held by them. The appointed date of merger of IPCL with RIL is April 1, 2007,
subject to approvals from the courts and other regulatory authorities. The name IPCL will
disappear when the two merge

Textiles

RIL continues to operate one of the most modern textile complexes in Asia with new
investments in design, modern weaving, and state-of-the-art finishing equipments
Major growth drivers for VIMAL continued to be retail presence across India, constant
innovation in products, cost efficiency and improved customer service. The division continued
adding clients in auto textiles and is now a significant supplier to major automobile
manufacturers in India.
The new product initiatives are:
 Fresca anti-microbial and anti-bacterial work-wear apparel fabrics
 Home furnishing and auto-textiles
 Silk-Amino suiting fabrics
 Fire-retardant and water-repellent tent fabrics for defence/ police services
 Insect & mosquito repellent nets, as per WHO standards, which will find usage in several
areas of the world affected by mosquitoes / insects

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Reliance Oil and Gas Finds

In 2002, Reliance found natural gas in the Krishna Godavari basin off the coast of Andhra
Pradesh near Vishakhapatnam. It was the largest discovery of natural gas in world in financial
year 2002-2003. On 01 April 2009, Reliance Industries (RIL) commenced natural gas production
from its D-6 block in the Krishna-Godavari (KG) basin. The gas reserve is 7 trillion cubic feet in
size. Equivalent to 1.2 billion barrels (165 million tonnes) of crude oil, but only 5 trillion cubic
feet are extractable. On 2008 Oct 8, Anil Ambani's Reliance Natural Resources took Reliance
Industries to the Bombay High Court to uphold a memorandum of understanding that said RIL
will supply the natural gas at $2.34 per million British thermal units to Anil Ambani. Reliance's
Oil & Gas Find.

RIL Product Mix

Oil & Gas Chemicals

3% 11%

Fibre Int.
29%
Plastics & Int.
Polyester 34%
22%

Fabrics
1%

Sources: http://www.ril.com/html/aboutus/aboutus.html 4th January 2011

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 History

1973

 On 8th May the company was incorporated in Karnataka state as a public limited
company under the name Mynylon Ltd. to manufacture synthetic blended yarns and
fabrics, polyester filament yarn, polyester glass shells and color TV picture tubes.

1975

 On 28th June this company was converted into a public limited company.

 On 11th February 1966 a company by name of Reliance Textiles Industries Pvt Ltd was
incorporated in Maharashtra. It established a synthetic fabrics mill in the same year at
Naroda in Gujarat.

 On 1st July, Reliance Textile Industries Ltd. was amalgamated with Mynylon Ltd.

1977

 With effect from 11th March 1st the name of Mynylon Ltd was changed to Reliance
Textiles Industries Ltd. The company manufactures synthetic blended yarns and fabrics
polyester filament yarn polyester staple fibre chemicals and allied products colour TV
glass shells and colour TV picture tubes. The Company's yarns are marketed under
various brand names such as Texalit, Textron, Texlene, Poly dyed and polytwist. The
company's fabrics are marketed under the brand name VIMAL.

 On November Dhirajlal H Ambani and Natvarlal H Ambani along with some other
existing shareholders offered for sale at par to the public.28,20,000 equity shares of the
Company in order to get the shares of the company listed on the stock Exchange at
Mumbai.

1979

 During the year Sidhpur Mills Co. Ltd which has an installed capacity of 38,368 spindles
and 490 looms was amalgamated with the company. In terms of the scheme of
amalgamation, the company was to issue and allot for every one equity share of Rs. 100
each of Sidhpur, 2 equity shares of Rs.10 each and one bond of Rs.80 of the company.

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  The Company allotted a total of 1,12,000 No. of equity shares of Rs 10 each and 35,000 -
11% bonds of Rs 80 each to the shareholders of Sidhpur Mills.

1980

 Company was set up Polyestr Filament Yarn Plant at Patalganga in Raigad district of
Maharashtra with the financial and technical collaboration with E.I Du Pont De
Nemours & Co; USA.

 The Company received a letter to intent from the manufacture of 10,000 tonnes per
annum of polyester filament yarn. Financial and technical collaboration was finalized
with E.I. Du Pont De Nemours & Co., U.S.A.

1982

 5,50,000 - 13.5% Pref. shares issued as Rights to equity shareholders. 19,20,000 equity
shares issued to debenture holders (Series III) as per the terms of that issue. 815 No. of
equity shares allotted out of the Rights issue of 1981.

1983

 111,56,741 Bonus Equity shares issued in proportion of 3:5. 64,00,000 No. of Equity
shares of Rs 10 each issued in part conversion of debs. (iv series) on 30.9.1983. Of
these, 24,00,000 shares issued as additional entitlement to debenture holders (iv series)
on account of bonus issue.

1984

 101,24,675 No. of Equity shares allotted conversion of non-convertible portion of

debentures of Series I, II, III and IV of the total value of Rs 7231.92 lakhs in proportion of
1:4 Equity shares of Rs 10 each for every Rs 100 of debentures (100,28,359 shares in
1984 and 96,316 shares in 1985). 53,33,333 No. of equity shares issued (premium Rs 40
per share) on part conversion of `E' Series debentures as on 30.4.1985.Rate of dividend
on 13.5% pref. shares increased to 15% effective from 16.5.1984.

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1985

 A letters of intent were received for the manufacture of 50,000 tons per annum of high
density polyethylene (HDPE) and 1,00,000 tones per annum of poly vinyl chloride (PVC).
Technical collaboration agreements were signed with Du Pont for HDPE and with B.F.
Goodrich & Co., for PVC. Steps were also taken to set up a project for the manufacture
of mono ethylene glycol (MEG), a basic raw material required for the polyester industry.
A Collaboration agreement was entered into with Scientific Design Company, New York
for this project.

 The Company installed an additional capacity of 15,125 tons per annum of polyester
yarn.

 With effect from 1st October the running business of the Sidhapur unit was taken over
by Devti Fabrics Ltd, is a subsidiary of the company.

 The name of the company was again changed from Reliance Textiles Industries Ltd to
Reliance Industries Ltd with effect from 27th June.

 On 30th September Devti Fibres Ltd became a subsidiary of the company. Trishna
Investments and Leasing Ltd., Reliance Industrial Investments & Holdings Ltd., Reliance
Petroproducts Ltd. also subsidiaries of the Company.

 Steps were in progress for implementing a project for the manufacture of purified
terepthalic acid with a capacity of 75,000 tonnes per annum in technical collaboration
with Imperial Chemical Industries UK and UOP Processes International Inc. USA. This
plant was commissioned during the year.

1986

 On March a plant for the manufacture of Polyster Staple Fibre was commissioned in
technical collaboration with F.I DU Pont De Nemours and Co. USA.

 During the same year company set up a project for the manufacture of linear alkyl
benzene in technical collaboration with UOP Processes International Inc. USA.

 As a measure of diversification the company undertook to set up a project for the

manufacture of 50,000 tons per annum of linear alkyl the manufacture of 50,000
benzene in technical collaboration with UOP Processes International Inc. USA.

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1987

 Three letters of intent were converted into industrial licenses. Subsequent to 30th June,
all these industrial licenses were transferred to Reliance Petrochemicals, Ltd., a
company incorporated as a subsidiary of the company.

 689,65,480 No. of Equity shares allotted (prem. Rs 62.50 per shares) in conversion of `G'
series debs. Out of which 660,30,100 shares allotted in respect of earlier conversion of
debs. 300,00,000 Rights shares than issued (prem. Rs 50 per share; prop. 1:4) all were
taken up 14,60,000 additional shares were allotted to retain over-subscription for rights.

 Along with the Rights issue, 14,00,000 No. of Equity shares were offered to employees
at a premium off Rs 50 per share (under Employees Stock Option Scheme) but only
1,11,695 shares taken up. The balance 12,88,305 shares allowed to lapse.

1988

 Linear Alkyl Benzene Project was commission on the second quarter of the year. LAB is
sold under the brand name Relab.

1989

 During the year approval was received under the board branding scheme for the
manufacture of 15,000 tonnes per annum of PFY under the description PSF/PFY with in
the licensed capacity PSF.

1990

 During the year pursuant to the policy announced by Govt. regarding minimum
economic scale, the company embarked upon expansion of PTA capacity from 1,00,000
tonnes to 2,00,000 tonnes per annum. The project is being undertaken in technical
collaboration with John Brown Engineers & Constructors Ltd. UK.

 During the year the company entered into a Memorandum of Understanding with West
Bengal Industrial Development Corporation Ltd. for setting up a joint sector project for
the manufacture of 15,000 tons per annum of polyester filament yarn. In December a
joint sector agreement was entered into for setting up a new company under the name
Reliance Bengal Industries Ltd.

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  The technical collaborator for PFY and PSF was DuPont, US, and for PTA, UOP
Processors, US, and ICI, UK.

1991

 A technical collaboration agreement for 10 years was entered into with Stone And
Webster Engineering Corporation USA for production of 4 lakh TPA of ethylene, 1.95
lakh TPA of propylene and 1.20 lakh TPA of mixed C4 stream.

 During the period company commissioned its 1,00,000 TPA Ethylene Oxide and Mono
Ethylene Glycol plant at Hazira.

 In Series - `H' Debentures, 304,00,000 - 12.5% secured redeemable partly convertible

debentures of Rs 150 each offered on Rights basis in the proportion 1 debenture: 5
equity shares held. Additional 45,60,000 debentures were allotted to retain over
subscription. 15,20,000 debentures were offered to employees' on an equitable basis.
Only 15,00,000 debentures taken up. The unsubscribed portion of 20,000 debentures
were allowed to lapse. Rs 55 of the face value of each debenture was to be converted
into 1 equity shares of Rs 10 each at a premium of Rs 45 per share at the end of 18
months from the date ofallotment. Remaining Rs 95 of the face value of each
debenture was to be redeemed at par on the expiry of 10 years from the date of
allotment.
 In Series - `J' Debentures 76,00,000 - 14% secured redeemable non-convertible
debentures of Rs 150 aggregating to Rs 114 crores attached with a detachable warrant,
to the equity shareholders on rights basis in the proportion of one debenture for every
20 equity shares held. Additional 11,40,000 debentures were allotted to retain over
subscription. The debentures of Rs 150 would be redeemed on the expiry of 10 years
from the date of allotment.

 In Series - `K' Debentures 265,50,000 - 17.5% Secured redeemable non-convertible

debentures of Rs 100 aggregating Rs 265.50 crores to the equity shareholdes on Rights
basis in the proportion of 1 debenture for every 6 equity shares held. These debentures
would be redeemed on the expiry of 10 years from the date of allotment.

 In 1991-92, RIL commissioned a petrochemicals unit to manufacture HDPE and PVC at

Hazira, Gujarat, in technical collaboration with DuPont and BF Goodrich respectively.

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1992

 With effect from 1st March Reliance Petrochemicals Ltd. was merged with the Co. As
per the scheme of amalgamation, 1 equity shares of RIL was issued against 10 equity
shares held in Reliance Petro Chemicals Ltd.

 The PFY unit introduced a wide range of value added products including textured,
twisted, high twisted dyed yarn. Approvals were received from the Government
towards acquisition of 2 Suez-Max crude oil tankers.

 The Company proposed to set up a project for the manufacture of 70,000 TPA of
polyester yarn and 30,000 TPA of bottle grade PET chips in Hazira.

 13% Pref. shares fully paid-up. 183,99,935 No. of Equity shares allotted till date as again
92,00,000 Global depository shares 749,40,440 No. of Equity shares allotted
shareholders of erstwhile Reliance Petroleum Ltd., under Scheme of Amalgamation

1993

 The PFY division introduced two new products viz., Micro and multi-filament yearn.
Several new and customized product range was introduced such as ultra-stabilized raffia
grade, high flow injection moulding grade and high ESCR blow moulding grade.

 On May 27 the company offered 92,00,000 GDS representing 184,00,000 shares.

 The company undertook to expand the captive power capacity at Hazira as well as set
up new captive power plants at Naroda and patalganga. On completion of these project,
an addition of 150 MW of power was to be added, increasing the total installed captive
power plant capacity to 350 MW.

 The Company proposed to set up a caustic chlorine plant with a capacity of 1,98,000
TPA of chlorine, 2,34,000 TPA Caustic Soda plant at Hazira for manufacture of ethylene
di-chloride (EDC).

 The Company was awarded the medium sized discovered oil and gas fields for
exploration and production.

20
  364,60,000 No. of Equity shares allotted on part conversion of `H' Series debenture
100,05,586 No. of equity shares allotted again warrants issued. 3,16,667 shares allotted
to SCICI on conversion of loans 103,16,027 shares allotted underlying. 127,66,000 GDS
issued on 15.2.94 of which 81,66,571 shares yet to be allotted.

1994

 Company issued 60,00,000 - 18% non convertible secured redeemable debentures of

Rs.100 each on private placement basis with financial institutions.

 A new product Octene LLDPE was introduced.

 The Company undertook steps to de-bottlenecking its existing facilities and modernize
the Control and Automation system. It was also proposed to set up a 5,000 TPA of FDY
plant plant at Patalganga. In the fibre intermediate business, the Company undertook to
set up a World Size PTA plant of 3,50,000 TPA at Hazira. A new plant to produce
1,20,000 TPA of MEG was to be set up adjacent to its existing capacity. It also proposed
to increase the polyvinyl chloride capacity to 30,000 TPA.

 The Company signed a Memorandum of Understanding with the Government of Assam

for implementation of RAPL for manufacture of 3,00,000 TPA of ethylene, 3,00,000 TPA
of Polyethylene and 65,000 TPA of Oxoalchols based on ethylene and propylene
products from the gas cracker.

1995

 On January the company issued 82,50,000 14% secured redeemable non convertible
debentures of Rs.100 each on a private placement basis with financial institutions,
banks/bodies corporate.

 On 23rd January, the Company allotted 600,00,000 - 14% Secured redeemable non-
Convertible debentures with detachable Warrants of Rs. 12.50 each.

 During the year company commissioned a new Triethylene Glycol manufacturing factory
with a capacity of 10,000 TPA to add value to Diethylene Glycol (DEG), a by product
from its Monoethylene Glucol plant. TEG is an import substitute used in oil exploration,
lubricants and speciality application.

21
  During the year company has an unincorporated joint venture with Enron & ONGC to
develop Pann, Mukta and Tapti fields.

 During June, the Company allotted 995,75,915 No. of equity shares of Rs 10 each to the
erstwhile shareholders of Reliance Polypropylene Ltd. (RPPL) and Reliance Polyethylene
Ltd. (RPEL) in the ratio of 30 equity shares of Rs 10 each for every 100 equity shares of
Rs 10 each held in RPPL and 25 equity shares of Rs. 10 each of the Company for every
100 equity shares of Rs 10 each held in RPPL.

 During the year company signed a Memorandum of Understanding with the Govt. of
Assam for implementation of RAPL (Reliance Assam Petrochemicals Ltd.) for
manufacture of 3,00,000 TPA of ethylene, 3,00,000 TPA of Polyethylene and 65,000 TPA
of Oxoalchol based on ethylene and propylene products from the gas cracker.

 Reliance Industries Ltd.(RIL), has tied up with United Oil processing Company of the US,
for production of paraxylene at Jamnagar.

 In 1995-96, it entered the telecom industry through a joint venture with Nynex, US. RIL
is India's largest private sector enterprise, is a major player in the Indian petrochemicals
sector.

1996

 The company commissioned 3,50,000 tpa PTA Plant.

 Reliance Telecom has struck a deal with US-based telecommunications giant Motorola
to set up the cellular network in the secured circles. A letter of intent had been singed
by both the companies in October.

 During the year Co. completed debottelenecking of the PVC plant and increased the
capacity to 270,000 tpa. As a part of its vertical integration stategy the Co. undertook to
set up a new 1,20,000 TPA MEG project at Hazira.

 During the year Co. commissioned new 1,60,000 TPA. PSF plant based on DuPont
technology the PET bottle grade resin plant of 80,000 TPA capacity received
technological assistance of SINCO Engineering Italy.

22
 During the same period company commissioned the 1,20,000 TPA MEG project using
ABB Lummus crest, Netherland's techology. And the NGL/Naptha gas cracker palnt
using technology of stone & webster USA, neared mechanical completion.

 During the year the company commissioned 60,000 tpa PYF capacity at Hazira. And a
350,000 tpa capacity polypropylene fully computerised plant was commissioned during
96-97.

 During the year company commissioned the largest multified carbon plant to produce
7,50,000 tpa of ethylene, 365,000 tpa of propylene and over 10,00,000 tpa of anomatics
and other products.

 During the year company constructed a cost effective infrastructure commissioning of 1

single point mooring system, 3 jetties. It has 1 ocean going tanker, 4 ocean going
vessels for liquefied gases and 5 tugs. The expansion is resigned to handle Ethylene,
Propylene, EDC,VCM, LPG, Butenes, MEG, PXBZ & Naphtha.

 During the same year company undertook to implement 3 independent power projects
in separate entities with a total power generating capacity of 1331 MW at Patalganga,
Bawana, Jamnagar.

 15% Pref. shares redeemed. 7,908 shares out of these meant for amalgamation issued.
14% Pref. CR redeemed.

 During the period Reliance Industries Limited, is to tie-up with Nynex Corporation to
jointly bid for the licenses to operate basic and cellular telecom networks throughout
India.

 Reliance Industries Ltd., has tied up with the $ 16-billion Baby Bell telecom company
from the US, the Nynex. The combine will bid for basic and cellular mobile telephone
service with the Department of Telecommunications.

 The company was awarded four separate exploration blocks.

23
1997

 Enron Oil Gas, the joint venture partner and operator presented a proposal to Tapti
Consortium participants seeking approval of a new development plant for Tapti gas
fields by which the volumes could reach 17 million standard cubic meters during 2000 if
the plan was approved.

 During the year Co. commissioned an 80,000 tonnes bottle grade PET Chip plant at
Hazira manufacturing complex. The chips was marketed under the brand name Relpet.

 The company commissioned a new 3,50,000 tpa PTA manufacturing facility based on ICI,
UK technology.

 The Company proposed to set up two more plants one PP plant with capacity of
4,00,000 tpa and these paraxylene plants with an aggregate capacity of 1.4 million tpa.

 Company has set up a refinery at village Motikhvdi, Gujarat underthe name Reliance
Petroleum Ltd. Reliance along with its subsidiary Reliance Industrial Investments &
Holdings Ltd. hold 39% of the paid up equity capital of Reliance Petroleum on a fully
deluted basis.

 Reliance undertook to make significant investments in Reliance Petroleum Ltd., for

setting up of the grass root refinery at Jamnagar, Gujarat.

 46,60,90,452 bonus equity shares allotted 7289149 No. of equity shares allotted at
conversion of debentures and reissue of forfeited shares.

 Reliance Industries Ltd. (RIL) has successfully commissioned its third 30,000 tonnes per
annum (tpa) polyester filament yarn (PFY) plant at Hazira in Gujarat. The capacity at the
Hazira plant is being further extended to 120,000 tpa of PFY by setting up another
30,000 tpa plant shortly.

 Bharti Telenet and Reliance were awarded letters of intent for Madhya Pradesh and
Gujarat circles respectively.

 Reliance Industries will commission the world's largest grass-root single-stream multi-
feed cracker plant.

 The Reliance Industries Ltd. (RIL) has achieved the distinction of becoming the first
company in the country to undertake security audit in the interest of its investors.

24
  Reliance Industries Limited has commissioned its second Mono Ethylene Glycol plant
based on Shell process, with a capacity of 120,000 tons per annum, at its Hazira
Petrochemicals Complex.
 The National Securities Depository Ltd. (NSDL) and Reliance Industries Ltd. are
embarking on a joint marketing effort to issue RIL bonus shares in the demat form.

 RIL was one of the first companies to join the depository and by issuing bonus shares
through the demat form, investors will be assured of clean securities.

 Around 57 lakh euro-convertible bonds of Reliance Industries Ltd. were converted into
equity shares ahead of the book-closure for the 1:1 bonus issue on November 29.

 Reliance Industries Ltd. has bagged the National Energy Conservation Award, 1997 in
the petrochemical sector. The petrochemicals giant has won the special prize for the
fourth consecutive year.

1998

 For the first time Reliance Industries is entering the health-care sector with an initial
investment of Rs.100 crore. It has become joint trustees of Sir Hurkisondas
Nurrotumdas Hospital at Charni Road in Mumbai.

 Reliance Industries, India's largest private sector company, has undertaken a major
initiative on corporate governance, under which it has accorded a vital role to its non-
executive directors.

 Reliance Industries Ltd (RIL) founder and chairman Dhirubhai Ambani was awarded the
prestigious the Dean's medal by the Wharton school (University of Pennsylvania) at a
glittering ceremony in Mumbai on 15th June.

 Reliance Industries Ltd (RIL) has won the runner up award in the Best emerging market
company investor relations category for 1998 instituted by UK's Investor Relations
Magazine in association with Financial Times. Reliance is the first and only Indian
company to have received this prestigious award and the only Asian company to get this
award in the emerging markets category.

 Reliance Industries Ltd (RIL) has struck an understanding with the US based engineering
firm Carter burgess Ltd to undertake projects in the road sector through the joint
venture route. In the proposed joint venture, reliance will have the majority stake.

 RIL had entered into a 50:50 joint venture with Hoechst Fibres (a part of Hoechst AG,
Germany) to manufacture aide range of polyester technical fibres.

25
  The Chennai High Court has declined to interfere with the award of the Rs 15,000-crore
private power project at Jayamkondam in Tamil Nadu to Reliance Industries Ltd (RIL) by
the State Industrial Development Corporation (TIDCO).

 65,00,000 Red. Pref. shares of Rs. 100 each issued.

1999

 The Company undertook the commissioning of its jamnagar petrochemicals complex.

 Reliance Industries Ltd, is currently setting up a Rs 5,550 crores petrochemical complex

at Jamnagar.

 The un-incorporated joint venture between Reliance Industries, Oil and Natural Gas
Corporation (ONGC) and the US-based multinational Enron Oil and Gas has submitted a
proposal with the union petroleum ministry for a four-fold increase in its gas production
from five million tons a day to 22 million tons a day.

 Reliance Industries Ltd (RIL), India's largest private company, has chalked out a capital
allocation framework to enhance shareholder value and ensure profit growth and
capital productivity.

 Once again Reliance Industries Limited (RIL) is in the international limelight. RIL been
named as one of the World's 100 best-managed companies for the year 1999 by
Industry Week (IW), a leading US magazine.

 During 1999-2000, the company completed its integrated Jamnagar complex, in a record
period of less then 3 years.

2000

 Reliance has been ranked the second largest producer of POY and PSF in the world, and
the largest polyester manufacturer in India, with a marketshare of 51 %.

 Reliance is setting up a new venture for e-commerce related services and has roped in
National Stock Exchange's head of market operations, derivatives, IPO and membership
Ashishkumar Chauhan for piloting the new project.

 Reliance Industries Ltd to sign PSCs for exploration blocks in West Coast.

 Reliance Industries Ltd. to buy back shares up to Rs.1,100 crore at Rs.303.

 The US-based Eastman Chemical Company signed MoU with Reliance Industries, to
develop the market for Spectar copolymer and Eastar PETG copolyester in India.

26
 Reliance and Malaysia's Petronas have signed an agreement with National Iranian Oil
Co. to set up a 7.5 million-tonne per year liquefied natural gas plant in Iran, industry.

 The Company has informed that, Reliance Power Ventures Ltd. awholly owned
subsidiary of the company, propose to acquire an aggregate of 2,75,45,133 fully paid
equity shares of BSES of face value of Rs. 10/- each at a price of Rs. 234/- per fully paid-
up equity share.

 Reliance Power Ventures, a wholly-owned subsidiary of Reliance Industries.

 Reliance Industries' internet service brand Only Smart was launched in Calcutta.

 The Karnataka Government and Reliance Industries have set in motion a joint venture in
e-governance to start 7,500 info kiosks all over the State.

 The Company has acquired 100 acres at Patalganga to set up the proposed 447 mw
power project.

 Reliance Industries Ltd. and Jet Airways have signed an agreement in principle to work
together on planned airport privatisation projects.

 Issue of equity linked warrants under Employees Stock Option Plan.

 Reliance Industries Ltd to set up a world-class Indian Institute of Information

Technology.

 Reliance Industries Ltd. is set to consolidate the financials' of BSES Ltd. under its own
income statement from the second quarter of this fiscal.

 The board has issued 5,26,87,851 equity-linked warrants under the ESOP in accordance
with the resolutions passed at the company's 26th AGM.

 Reliance Industries Ltd is the first private sector Indian company to find a place in the
Forbes' International list of the 800 largest non-US companies, published in the current
edition of the magazine.

 The Company has been selected as one of the World's 100 best-managed companies for
the Year 2000.

 Reliance Industries Ltd (RIL) has topped in mobilisation through debt private placements
during the first quarter of the current fiscal.

27
  The Company executive director Nikhil R Meswani has been elected as president of
Associaton of Synthetic Fibre Industry.

 Credit rating agency Crisil has assigned the highest safety rating of `AAA' to the Rs 500
crore non-convertible debenture issue of the company.

 Reliance Industries is set to take over the polyester business of JCT in a deal valued at Rs
492 crore.

 Reliance Industries Ltd was completing the Assam Gas Cracker Project within 44 months
on finalisation of Gas Supply Agreement with Oil India Ltd and ONGC/GAIL, and the
handing over possession of land at Lepetkota in Dibrugarh district.

 Reliance has formed a joint venture with Andhra Pradesh Technological Services to set
up 7,500 Internet kiosks across Andhra Pradesh to provide electronic governance to
rural areas.

 Reliance Industries as entered into a collaboration agreement with Nova Chemicals of

Switzerland for the manufacture of high density polyethylene and develop new grades
of polymers like film, pipe, blow moulded containers etc.

 Reliance has been awarded the entertainment centre property in Mumbai's upscale
Bandra-Kurla commercial complex.

 Reliance holds a 30% interest in an unincorporated joint venture with Enron and ONGC,
to develop the proven Panna, Mukta and Tapti (PMT) oil and gas fields. Enron has a 30%
share and ONGC the balance 40% share.

2001

 During FY 2000-01, Reliance was, in a 90:10 consortium with Niko Resources of Canada,
awarded 12 new exploration blocks by the government through a process of
competitive international bidding.

 Reliance Industries and RPG have envisaged interest in setting up a convergence

network in Industrial Township of greater Noida.

 In April 2001, RIL successfully completed the first phase of a comprehensive

restructuring plan for its textiles business located at Naroda, near Ahmedabad in the
state of Gujarat, which presently contributes 1% of RIL's total revenues.

 Fitch Ratings India Ltd. has assigned `Ind AAA' rating to the Rs 5,000-crore non-
convertible debentures of the Company.

28
 Reliance Industries has acquired an equity stake in five of Tullow Oil's blocks in Gujarat
and Andhra Pradesh.

 Reliance Industries has signed a memorandum of associatin with National Iranian oil and
BP to undertake a million easibility study to develop an LNG project in southern Iran.

 Reliance Industries has entered into an alliance with Bangalore-based Indus League for
the manufacture of its sole branded garment, Reance.

 The Company has extended the share buyback programme for one more year as it has
not bought back any shares during the current buyback period.

 Reliance Industries has raised its stake in Larsen & Tourbo from 0.38 percent to 2.87
percent.

 It has increased its stake in equity share capital of BSES, an electirc utility company,
through open offer to 27%. Further it has announced the largest share buy back of Rs
1,100 crore at a maximum price of Rs 303 per share.

 Reliance Industries will invest Rs 1,500 crore (0 million) in oil and gas exploration and
production sector over the next three years.

 Reliance Industries Ltd (RIL) has been granted the Golden Super Star Trading House
status by the Directorate-General of Foreign Trade (DGFT) in recognition of RIL's
outstanding achievement in export. RIL is the first manufacturer-exporter to be given
this status

 RIL has obtained ISO 9002 certification from BVQI for its Patalganga and Hazira
complexes. RIL is the first private sector company in India to be rated by the
international credit rating agencies.

 Reliance is the world's third largest producer of paraxylene (PX), and the world's fourth
largest producer of PTA. Within the country, Reliance is the largest manufacturer of PX,
PTA and MEG, with a marketshare of over 80%.

 Reliance is the largest producer of polymers in the country with a marketshare of 52%.
Reliance has a capacity of nearly a million tons per year of polypropylene (PP), 400,000
tonnes per year of polyethylene (PE) and 300,000 tonnes per year of polyvinyl chloride
(PVC).

 In Nov. 2001, Reliance Industries sold its just over 10% equity stake in Larsen & Toubro,
the second largest player in the cement industry, to Grasim Industries for Rs 766.5
crore. The divestment of the L&T stake is in consonance with its declared objectives of

29
 unlocking value from its investments, in the interests of maximising overall shareholder
value.

2002

 In Jan. 2002, Reliance Petroinvestments has become a subsidiary of the company, while
Reliance Life Insurance Company and Reliance General Insurance Company have ceased
to be subsidiaries of the company.

 In March 2002, the Board approved the proposal for amalgamation of Reliance
Petroleum Limited (RPL) with the Company. The proposed Scheme of Amalgamation
provides that the amalgamation will take effect from the Appointed Date i.e. April 1,
2001. All assets,liabilities and obligations of RPL will vest in the company w.e.f from the
said appointed date. One equity share of the company will be allotted for every eleven
equity shares of RPL held.

 Shareholders of Reliance Petroleum Ltd on April 15 approved the merger of RPL with
Reliance Industries Ltd at a meeting held in Jamnagar and convened under the orders of
the Gujarat High Court.

 Reliance Industries acquires 26% state & management control in Indian Petrochemicals
Corporation Ltd. (IPCL) by paying Rs 1490.84 crore to Government of India.

2003

 Discovers gas it its offshore exploration in Gujarat

 Finds more gas in Block D6 in the deep waters of Krishna Godavari Basin

 Shuts down the aromatics plant at Jamnagar, Gujarat

 Company’s Hazira manufacturing unit gets IMC-Bajaj quality award

2002

 Discovers fourth gas in KG-basin

 Unveils two improved lines of acrylic fibres

 Anil Ambani appointed as BSES MD

 Reduces stake in BSES from 55% to 49.5% and BSES ceases to be subsidiary of the
company due to the disinvestment

30
 Revises reserves of gas in Krishna Godavari Basin to 10.45 trillion cubic feet

 Signs pact with Council of Scientific and Industrial Research (CSIR) to create
breakthrough technology in key areas from laboratory to commercial scale wherein the
company will be offered the first right to the IPR (intellectual property right) for
commercial development

 Ties up with DuPont Polyester Technologies (DPT) for the research and development
(R&D) of the advanced polyester process and product technologies in India

 Foreign Institutional Investors (FIIs) convert 24 million shares of the company into
Global Depository Receipts (GDRs)

 Strikes substantial gas reserves in Shahdol, Madhya Pradesh

 Shifts corporate headquarters from Maker Tower IV, in Nariman Point to Reliance
Centre in Bellard Pier

 Oil discovered in RIL's exploration block 9 in Yemen in which the company holds 20%
shares

 Global rating agency Moody's changes the outlook on debt securities of the company
from negative to stable

 Incidence of leakage in the FCC section of the company's refinery at Jamnagar, in the
State of Gujarat

 Anil Ambani, Vice Chairman & Manading Director, voted as MTV Youth Icon of the Year

 Initiated the work on deep-water exploration block, KG-D6, in the Krishna-Godavari

basin off the Andhra Pradesh coast.
 RIL bags fourth slot among `Top 10' in Asiamoney's corporate governance poll on Asian
companies in the energy sector. And joined the club of a select few Asian companies
and is the only Indian private sector enterprise to find a place in the `Top 5' in the
energy sector category

 Mukesh Ambani, chairman and managing director (CMD), donates million to health
programmes of the International Federation of Red Cross (IFRC) and Red Crescent
Societies

 Reliance exhorts NTPC Kayamkulam plant transplantation to Kakinada

 Reliance occupies top slot in oil exports

31
2004

 Munich Re throws away Reinsurance JV program with RIL

 Reliance Industries Associate signs MOU with National Organic Chemicals Industries
Limited (NOCIL) fo taking over its petrochemicals & plastic products division

 IPCL picks up gas from Petronet LNG

 Reliance Jamnagar refinery voted best among 50 refineries worldwide

 Gujarat gives away Gujarat Garima Awards to Tata, Ambani

 Reliance Industries Limited (RIL) has increased the capacity of its Jamnagar refinery to
33 million tonnes from 30 million tonnes.

 Mukesh Ambani ranks 40th in the world business leaders

 Reliance join hands with Gail for Indo-Iran natural gas pipeline project

 Reliance Industries, country' largest private sector company, has surged ahead of global
players after it posted a net profit of more than billion in 2003-04.

 Reliance Industries Ltd has bagged a National Thermal Power Corporation (NTPC) order
to supply 3 million tonnes of natural gas per annum for the latter's proposed 1300-MW
power stations at Kawas and Gandhar in Gujarat for seventeen years

 RIL chairman wins Asia Society Leadership award

 RIL, IOC inks deal for petro goods offtake

 Reliance Industries announced that it had acquired Trevira, a polyester company in

Germany, for around Rs 440 crore (E80m), taking it closer to the position of the world's
largest polyester maker

 RIL appoints Parthiv Patel as sports executive

 Reliance Industries takes over NIS Sparta

 Reliance join hands with Temasek for 0 mn Power Fund

 Reliance picks up Nasscom IT Excellence Award

 RIL gets `Petrochemicals Company of the Year' award for 2004

32
2005

 RIL partners with Vivada for sale of diesel to fishing trawlers and boats

 Reliance Industries Ltd was awarded the `International Refiner of the Year' 2005 at the
World Refining and Fuels Conference's awards ceremony held in San Francisco on
March 10, 2005.

 Reliance Industries wins annual '2005 ASTD Best Award' from American Society for
Training & Development

 Reliance Industries wins two National Energy Conservation awards

 Reliance Industries bags 'National Award for R&D Efforts in Industry

 RIL inks MoU with HSIDC for establish multi-product SEZ

 Reliance Infocomm has joined hands with Vyjayanti Movies, the producers of 'Jai
Chiranjeeva' featuring Tollywood megastar Chiranjeevi, Sameera Reddy and Bhumika
Chawla.

2006

 RIL inks marketing pact with Gulf Oil

 Reliance Industries has unveiled the much-talked about Reliance Fresh brand, the first
format of the company's Rs 25,000-crore retail initiative, here on October 29.

2007

 Reliance inks JV with Yemen oil firm for refinery

 Gail India Ltd and Reliance Industries Ltd (RIL) signing a Memorandum of Understanding
(MoU) for cooperation in gas sector on March 15, 2007.

 Reliance Industries Ltd has appointed Dr. R A Mashelkar has been appointed as an
Additional Director on the Company's Board.

 Reliance Industries Ltd has formed a 0 million joint-venture with Mammut Group of
Dubai.

 Reliance signs agreement to acquire assets in Malaysia Consolidating global polyester

vision.

33
  RIL buys Malaysian based polyester firm.

 Reliance Industries Ltd has signed Technical Evaluation Agreement in 2005 which has
been converted to Hydrocarbon Production and Exploitation Contracts with Agenda
Nacional de Hydrocarburos (ANH) of Colombia for two Offshore blocks, Borojo
(pronounced as Boroho) North and Borojo South.

2008

 Reliance Industries makes Another Gas Discovery in Shallow Water Block in the Krishna
Basin.

 RIL wins a Deep Water block in NELP VII

 Reliance Industries Strikes Eighth Gas Discovery in Block NEC - 25 in the Mahanadi Basin

2009

 Reliance Industries has discovered natural gas reserves in a well drilled on its NEC-25
block in Mahanadi basin, off the Orissa coast.

 Reliance Industries has raised around Rs 3,188 crore through sale of 1.50 crore equity
shares of the company.

2010

 Haryana Special Economic Zone (SEZ), Reliance Industries (RIL) has roped in a partner, in
a bid to re-energize its dormant.

 RIL has bought around 3 mn barrels of spot crude from Brazilian company Petrobras.
The delivery is expected in the next two months. The purchase was fuelled by lower
freight rates and weaker US crude prices as compared to Europe. Reliance has bought a
VLCC of Roncador Heavy and Albacora crudes to be loaded this month, and a Suezmax
of October-loading Marlin.

Sources:http://www.moneycontrol.com/company-facts/relianceindustries/history/RI4th
january,2011

34
 Management of Reliance Industries

Name Designation
Mukesh D Ambani Chairman and Managing director
Hital R Meswani Executive Director
Pawan Kumar Kapil Executive Director
Mansingh L Bhakta Non Executive Director
Dharam Vir Kapur Non Executive Director
Ashok Misra Non Executive Director
Raghunath A Mashelkar Non Executive Director
Nikhil R Meswani Executive Director
P M S Prasad Executive Director
Ramniklal H Ambani Non Executive Director
Yogendra P Trivedi Non Executive Director
Mahesh P Modi Non Executive Director
Dipak C Jain Non Executive Director
Sources: http://www.moneycontrol.com/company-management/relianceindustries/board-of-
directors/RI4th January, 2011.

Backward vertical integration

Backward Vertical Integration is process by which a firm takes ownership or increased control
of its supply systems. It serves to streamline the organization, to provide better cost controls,
and to eliminate the middleman. Because of efficiency and lowered costs of production it is
possible for the firm to become more competitive in the marketplace.

Vertical Integration is concerned with how much control a company has over its upstream
supplier and downstream buyers. There are three different varieties of Vertical Integration,
backward vertical integration which is upstream, forward vertical integration which is
downstream and balanced vertical integration which is a combination of both. A company uses
Backward Vertical Integration when it controls subsidiaries that produce some of the inputs
used to in the production of its products. A company uses Forward Vertical Integration when it
controls distribution centres and retailers where its products are sold. Balanced Vertical
Integration means a firm controls all of the components, from raw materials to final delivery.

35
Sources: http://www.indian-firms.com/reliance-group 2nd january2011

36
Organizational Structure of Reliance

RelianceIndustries
Limited

Reliance Reliance Reliance

Reliance
Petroleum Reliance Retail Industrial
Life
Limited Logistics Limited Infrastructure
Sciences
Limited (RIIL)

Figure 1 Reliance Major Subsidiaries

 Reliance Petroleum Limited (RPL) was a subsidiary of Reliance Industries Limited (RIL) and
was created to exploit the emerging opportunities, creating value in the refining sector
worldwide.Currently, RPL stands amalgamated with RIL.[7]
 Reliance Life Sciences is a research-driven, biotechnology-led, life sciences organization that
participates in medical, plant and industrial biotechnology opportunities. Specifically, these
relate to Biopharmaceuticals, Pharmaceuticals, Clinical Research Services, Regenerative
Medicine, Molecular Medicine, Novel Therapeutics, Biofuels, Plant Biotechnology and
Industrial Biotechnology.[8]
 Reliance Industrial Infrastructure Limited (RIIL) is engaged in the business of setting up /
operating Industrial Infrastructure that also involves leasing and providing services
connected with computer software and data processing.[9]
 Reliance Logistics (P) Limited is a single window solutions provider for transportation,
distribution, warehousing, logistics, and supply chain needs, supported by in house state of
art telematics and telemetry solutions.[11]
 Reliance Clinical Research Services (RCRS), a contract research organization (CRO) and
wholly owned subsidiary of Reliance Life Sciences, has been set up to provide clinical
research services to pharmaceutical, biotechnology and medical device companies.[12]

37
As far as Board structure of RIL is concerned there are 8 Non executive directors and four
executive directors, hence RIL is strictly following suggestions given by Kumar mangalam Birla
committee regarding corporate governance.

Figure 2 Reliance Board Structure

Figure 3 Reliance Reporting Hierarchy

38
Functional structure
Employees within the functional divisions of an organization tend to perform a specialized set
of tasks, for instance the engineering department would be staffed only with production
engineers. This leads to operational efficiencies within that group. However it could also lead to
a lack of communication between the functional groups within an organization, making the
organization slow and inflexible.

As a whole, a functional organization is best suited as a producer of standardized goods and

services at large volume and low cost. Coordination and specialization of tasks are centralized in
a functional structure, which makes producing a limited amount of products or services
efficient and predictable. Moreover, efficiencies can further be realized as functional
organizations integrate their activities vertically so that products are sold and distributed
quickly and at low cost. For instance, a small business could start making the components it
requires for production of its products instead of procuring it from an external organization. But
not only beneficial for organization but also for employees faiths. Hence Reliance is Having
Highest Operational efficiency as compared to competitors.

Management Style and Culture at Reliance Industries Limited

Reliance Industries Limited (RIL) has emerged as India's largest private-sector enterprise and
carved out a distinct place for itself in global Fortune 500 companies. Reliance's business
success and competitive position reflect the leadership provided by its founder, Mr. Dhirubhai
Ambani who said, "Growth has no limit at Reliance. I keep revising my vision. Only when you
dream it do you get it." The leadership system defined by Ambani is based on value creation
towards both its customers and stakeholders. The same vision has been taken up and
forwarded by his son Mr. Mukesh Ambani, current Chairman and Managing Director of RIL.
Reliance believes that any business conduct can be ethical only when it rests on the nine core
values of Honesty, Integrity, Respect, Fairness, Purposefulness, Trust, Responsibility, Citizenship
and Caring.

39
The existence of the culture in RIL is driven towards achievement of excellence in systems,
processes, technology and people and also toward the fulfillment of their corporate vision i.e.
"To become a globally competitive enterprise, driven by the market, creating and maintaining a
lead over competition through quality products and establishing itself to be the preferred
supplier of its customers." With the vertical integration of chain from refinery to textiles, RIL
has unique fully integrated structure. Basically it is a process centric organization that
maximized synergies across all interfaces, leverage core competencies of various disciplines to
maximize value from current assets and create growth opportunities while allowing people to
develop and contribute to their full capabilities.

When we talk about the organization culture, specifically RIL focuses on high performance work
culture which fosters innovation, entrepreneurship, inclusiveness, teamwork and continuous
improvements. Among all RIL basically focuses on innovation and has a innovative council for
promoting the same. The company believes that it is the innovation in thinking and execution
that has made RIL reach where it is today. The firm belief of innovation being the differentiator
for future and the source of competitive advantage shows the importance that is given to it. RIL
in the early 1990s did suffer from low employee participation in improvement activities and low
customer satisfaction. The introduction of various quality improvement tools in the facilities
like the Total Quality Management( TQM), Kaizen Activities and customer focus approach led to
the improvement in quality, productivity improvement and customer satisfaction in the
organization. RIL realizing the importance of human and intellectual capital for business
success, has given more importance to the use of its human potential and the creation of
Learning organization to help in continued success in future.

RIL in its importance to the health and safety also has also initiated Safety, Health and
Workplace Environment Program (CASHe) – which is an initiative to promote healthy workplace
and reducing health and safety risk has been instrumental in creating a culture of implementing
health, safety and environment project on a priority basis. This program has also been able to
improve the performance of the company on the occupational health and safety front. The
Health and Safety Principles that were put forward in this regards to articulate the stakeholders
expectation along with the existing values of the company underpin both the corporate culture
and cooperation across the company.

The growing importance of Corporate Governance by RIL shows its priority towards a
transparent and accountable organization thus being able to meet the needs of all the
concerned stakeholders. The publication of annual corporate governance report is one
important aspect showing its growing inclination towards it and its aim to have fair and
equitable treatment of its employees, shareholders, customers and investors. They aim to
provide timely and balanced disclosure of all material information concerned towards

40
stakeholders. Moreover they aim to have a sound system of risk management and internal
control. The existence of code for board of directors and board committees, code of business
conduct and ethics for director/management personnel signifies the existence of the culture
driving the whole organization towards effective corporate governance.

RIL has a long and strong tradition of supporting the larger communities that it connects with -
from education, health, drinking water, large-scale development of employable skills, to
assistance during natural calamities such as earthquakes and cyclones. The Reliance Foundation
would address social development imperatives of India, specifically quality, formal and
vocational education, affordable high-quality health care, meaningful rural development and
urban renewal, and protection and promotion of India's priceless heritage of arts and culture.

Management in simple words are characteristic ways of making decisions and relating to
subordinates. Different management styles and employed by different organizations depending
on the prevailing culture, the nature of the business, the nature of the task and the personality
and skills of the leaders.

RIL is an organization which is operation in multiple facets. They have multiple manufacturing
facilities at multiple locations where by dealing in different product ranges. The supreme
authority of the company is Board of Directors. But they have given much more independence
to the individual units at different level to take decisions at their level. There is a good mix of
corporate level strategy (taking RIL as a whole which is set up by the BOD) as well as
appropriate business level and operational strategies at each segment as well as business units
to accomplish the corporate level strategy.

Every unit which is a part of RIL has its own hierarchy, headed by the CEO or the President, but
a more of a democratic style of leadership is seen. Since they promote innovation and value
their human capital they promote participative environment at different levels of management
to be able to make a better and informed decision. Empowering the employees in RIL is
relevant. However the level of decisions and intensity of problems are defined whereby
decisions can be taken at particular level of management.

41
 Management Control Systems

Internal Controls

RIL has a comprehensive system of internal controls to safeguard the Company’s assets against
loss from unauthorized use and ensure proper authorization of financial transactions. The
Company has an exhaustive budgetary control system to monitor all expenditures against
approved budgets on an ongoing basis. The Company’s accounting process is based on uniform
accounting guideline that sets out accounting policies and significant processes and deadlines
on a company wide basis. There are binding directives for internal reconciliations and other
accounting operations. The Company maintains a system of internal controls designed to
provide a high degree of assurance regarding the effectiveness and efficiency of operations, the
reliability of financial controls, and compliance with laws and regulations.
RIL has well established policy towards maintaining the highest standards of health, safety and
environmental norms while maintaining operational integrity. This policy is strictly adhered to
all RIL manufacturing facilities.
The Company has an internal audit function, which is empowered to examine the adequacy and
compliance with policies, plans and statutory requirements. It is also responsible for assessing
and improving the effectiveness of risk management, control and governance process.
The management duly considers and takes appropriate action on the recommendations made
by the statutory auditors, internal auditors and the independent Audit Committee of the Board
of Directors.

Internal Checks and Balances.

At the heart of our processes is the wide use of technology that ensures robustness and
integrity of financial reporting. Reliance deploys a robust system of internal controls to allow
optimal use and protection of assets, facilitate accurate and timely compilation of financial
statements and management reports and ensure compliance with statutory laws, regulations
and company policies.

42
Audit committee

Powers of the Audit Committee:

1. To investigate any activity within its terms of reference.

2. To seek information from any employee.

3. To obtain outside legal or other professional advice.

4. To secure attendance of outsiders with relevant expertise, if it considers necessary

The role of the Audit Committee includes:

1. Oversight of the Company’s financial reporting process and the disclosure of its financial
information to ensure that the financial statements are correct, sufficient and credible.

2. Recommending to the Board, the appointment, reappointment and, if required, the

replacement or removal of Statutory Auditors and fixation of audit fees.

3. Approval of payment to Statutory Auditors for any other services rendered by the
Statutory Auditors.

4. Reviewing with the management, the annual financial statements before submission to
the Board for approval, with particular reference to:

 Matters required to be included in the Directors’ Responsibility Statement to be

included in the Directors’ Report in terms of sub- section (2AA) of Section 217 of
the Companies Act, 1956.

43
  Changes, if any, in accounting policies and practices and reasons for the same.

 Major accounting entries involving estimates based on the exercise of judgement

by the management.

 Significant adjustments made in the financial statements arising out of audit

findings.

 Compliance with listing and other legal requirements relating to financial

statements.

 Disclosure of related party transactions.

 Qualifications in draft audit report.

5. Reviewing with the management, the quarterly financial statements before submission
to the Board for approval.

6. Reviewing with the management, the performance of Statutory and Internal Auditors,
adequacy of internal control systems.

7. Reviewing the adequacy of internal audit function, if any, including the structure of the
internal audit department, staffing and seniority of the official heading the department,
reporting structure, coverage and frequency of internal audit.

8. Discussion with Internal Auditors any significant findings and follow up thereon.

9. Reviewing the findings of any internal investigations by the Internal Auditors into
matters where there is suspected fraud or irregularity or a failure of internal control
systems of a material nature and reporting the matter to the Board.

10. Discussion with Statutory Auditors before the audit commences, about the nature and
scope of audit as well as post audit discussion to ascertain any area of concern.

44
 11. To look into the reasons for substantial defaults, if any, in the payment to the
depositors, debenture holders, shareholders (in case of nonpayment of declared
dividends) and creditors.

12. To review the functioning of the Whistle Blower Mechanism.

13. Carrying out such other functions as may be specifically referred to the Committee by
the Board of Directors and / or other Committees of Directors of the Company.

14. To review the following information :

 The management discussion and analysis of financial condition and results of

operations;

 Statement of significant related party transactions (as defined by the Audit

Committee), submitted by management;

 Management letters / letters of internal control weaknesses issued by the

Statutory Auditors;

 Internal audit reports relating to internal control weaknesses; and

 The appointment, removal and terms of remuneration of Internal Auditors.

15. Reviewing the financial statements and in particular the investments made by the
unlisted subsidiaries of Company.

16. Review of uses / application of funds raised through an issue (public issue, rights issue,
preferential issue, etc.)

Recommendation
In our opinion and according to the information and explanations given to us, there is an
adequate internal control system commensurate with the size of the Company and the nature
of its business for the purchases of inventory and fixed assets and for the sale of goods and

45
services. During the course of our audit, we have not observed any continuing failure to correct
major weaknesses in internal control system.

Sources:http://www.indiainfoline.com/Markets/Company/Fundamentals/Management-
Discussions/Reliance-Industries-Ltd/500325 4th January, 2011

46
 Financial Analysis
Industry Diversified Business Ambani Chairman Mr. Mukesh D
Group Group Ambani
BSE 500325 NSE Code RELIANCE ISIN No INE002A01018
Code
Market 1 Face Value Rs. 10.00 Book 21/10/2010
Lot Closure

Mar ' Mar ' Mar ' Mar ' Mar '
10 09 08 07 06

Per share ratios

Adjusted EPS (Rs) 46.91 100.13 93.80 87.29 65.37
Adjusted cash EPS (Rs) 79.00 133.14 127.14 121.84 89.78
Reported EPS (Rs) 49.64 97.28 133.86 85.71 65.08
Reported cash EPS (Rs) 81.74 130.29 167.20 120.26 89.49
Dividend per share 7.00 13.00 13.00 11.00 10.00
Operating profit per share (Rs) 91.64 153.47 154.32 146.44 103.76
Book value (excl rev res) per share 392.51 727.66 542.74 439.57 9.73
(Rs)
Book value (incl rev res) per share 419.43 802.54 548.73 458.61 10.24
(Rs.)
Net operating income per share (Rs) 587.37 902.02 920.48 801.57 580.39
Free reserves per share (Rs) 378.21 704.28 520.59 416.90 301.36

Profitability ratios
Operating margin (%) 15.57 17.01 16.76 18.26 17.87
Gross profit margin (%) 10.43 13.35 13.14 13.95 13.67
Net profit margin (%) 8.44 10.65 14.45 10.64 11.13
Adjusted cash margin (%) 13.29 14.58 13.73 15.13 15.35
Adjusted return on net worth (%) 11.95 13.76 17.28 19.85 20.17
Reported return on net worth (%) 12.64 13.36 24.66 19.49 20.08
Return on long term funds (%) 11.71 11.34 17.18 19.83 18.88

Leverage ratios
Long term debt / Equity 0.45 0.59 0.35 0.32 0.36
Total debt/equity 0.48 0.64 0.46 0.45 0.48
Owners fund as % of total source 67.25 60.77 68.38 68.76 67.37
Fixed assets turnover ratio 0.94 1.01 1.29 1.13 0.95

47
Liquidity ratios
Current ratio 1.29 1.23 1.39 1.17 1.15
Current ratio (inc. st loans) 1.11 1.08 1.01 0.77 0.83
Quick ratio 0.76 0.90 0.93 0.68 0.67
Inventory turnover ratio 8.29 12.92 10.57 10.65 9.60

Payout ratios
Dividend payout ratio (net profit) 14.97 14.49 9.80 13.75 17.52
Dividend payout ratio (cash profit) 9.09 10.82 7.85 9.80 12.74
Earning retention ratio 84.16 85.92 86.01 86.50 82.56
Cash earnings retention ratio 90.60 89.41 89.68 90.33 87.30

Coverage ratios
Adjusted cash flow time total debt 2.42 3.53 1.97 1.64 1.75
Financial charges coverage ratio 16.08 14.58 19.95 16.06 16.84
Fin. charges cov.ratio (post tax) 14.37 12.56 21.90 13.90 14.95

Component ratios
Material cost component (% 80.00 76.98 73.86 72.32 73.86
earnings)
Selling cost Component 2.14 2.18 2.41 3.27 5.85
Exports as percent of total sales 53.46 61.22 56.80 52.40 38.10
Import comp. in raw mat. consumed 95.39 95.74 93.96 94.04 95.41
Long term assets / total Assets 0.71 0.74 0.69 0.73 0.72
Bonus component in equity capital 64.47 30.61 33.14 34.57 34.58
(%)
Sources: http://www.moneycontrol.com/india/stockpricequote/refineries/reliance-
industries/RI3rdjanuary, 2011

48
Liquidity Ratio

The current ratio is a financial ratio that measures whether or not a firm has enough resources
to pay its debts over the next 12 months. It is expressed as follow:-

66,595.32
=
51,584.08
Current Ratio = 1.29
It is important to note that a very high ratio of current assets to current liabilities may be
indicative of slack management practices, as it might signal excessive inventories for the
current requirement & poor credit management in terms of overextended accounts receivable.
At the same time, the firm may not be making full use of its current borrowing capacity.

Although there is no hard & fast rule, conventionally, a current ratio of 2:1 is considered
satisfactory. The logical underlying the conventional rule is that even with a drop – out of 50%
in the value of current assets, a firm can meet its obligations.

Current Ratio
2012
2011
2010
2009
Axis Title

2008
2007
2006
2005
2004
2003
1 2 3 4 5
Current ratio 1.29 1.23 1.39 1.17 1.15
Year 2010 2009 2008 2007 2006

The current ratio of the company is 1.29:1 that is less than 1.5:1. From the graph we find that,
from the last three years the current ratio first rises & then decline. So we can say that the
company’s short term financial position is not good.

49
Quick Ratio:-
Quick ratio indicates whether the firm is in a position to pay its current liabilites within a month
or immediately. It is expressed as follows:

Quick Asset 39203.90

Quick Ratio =
Current Liabilities
= 51,584.08
Quick ratio = 0.76

The acid – test ratio is a rigorous of a firm’s ability to service short – term liabilities. The
usefulness of the ratio is the fact that it is widely accepted as the best available test of the
liquidity position of the firm. That means the acid – test ratio is superior to the current ratio.

The interpretation of the liquidity position of the firm needs modification in the light of the
quick ratio. Generally speaking, an acid- test ratio of 1:1 is considered satisfactory as a firm can
easily meet all current claims.

Quick Ratio
2011
2010
2009
Axis Title

2008
2007
2006
2005
2004
2003
1 2 3 4 5
Quick ratio 0.76 0.9 0.93 0.68 0.67
Year 2010 2009 2008 2007 2006

The quick ratio of the company is 0.76:1 which is less than 1:1. From the graph also we find that
from the last three years the ratio first rise then decline. So we can say that the company is not
in the position to pay its current liabilities instantly.

50
Activity Ratio
Inventory Turnover Ratio:-

In business management, the Inventory turnover is an equation that measures the number of
times inventory is sold or used over in a period such as a year. The equation equals the cost of
goods sold divided by the average inventory. Inventory turnover is also known as inventory
turns, stock turnover.

125921 .54
=
15189 .57

Inventory Turnover Ratio= 8.29

A low turnover rate may point to overstocking, obsolescence, or deficiencies in the product line
or marketing effort. However, in some instances a low rate may be appropriate, such as where
higher inventory levels occur in anticipation of rapidly rising prices or shortages.

Inventory Turnover ratio

100%

100%

100%

99%

99%

99%
1 2 3 4 5
Inventory turnover ratio 8.29 12.92 10.57 10.65 9.6
Year 2010 2009 2008 2007 2006

51
The Inventory Turnover ratio of the company is 8.29. From the graph we find that from the last
three years the ratio is increasing but this year the ratio is negative in comparison of last year. It
is a not good sign for the company. From the graph we can say that the management is not its
using the stock efficiently.

Fixed Assets Turnover Ratio:-

Fixed Assets Turnover Ratio=

COGS
Net Fixed Asset
= 125921.54
133959.09

Net Fixed Assets = Fixed Assets - Deprecation

Fixed Assets Turnover Ratio = 0.94

This ratio is of particular importance in manufacturing concerns where the investment in fixed
assets is quite high. This ratio reveals how efficiently the fixed assets are being utilized.
Compare with the previous year, if there is increase in this ratio, it will indicate that there is
better utilization of fixed assets. If there is a fall in the ratio, it will show that fixed assets have
not been used as efficiently, as they have been used in the previous year.

Inventory turnover ratio

100%
Axis Title

100%
1 2 3 4 5
Fixed assets turnover
0.94 1.01 1.29 1.13 0.95
ratio
Year 2010 2009 2008 2007 2006

52
 From the graph we find that, from the last three years the ratio had first increase then
decrease. So we can say that the company is not using its assets properly

Profitability Ratio or Income Ratio

Profitability Ratios based on sales:-

Gross Profit Ratio:-

𝐺𝑟𝑜𝑠𝑠 𝑃𝑟𝑜𝑓𝑖𝑡 2008400

Gross Profit Margin = 𝑋 100 =
192461
𝑇𝑢𝑟𝑛𝑜𝑣𝑒𝑟

Remember:

Turnover = Sales

Gross Profit = Turnover - Cost of Sales

Gross Profit Ratio = 10.43

The gross profit margin ratio tells us the profit a business makes on its cost of sales, or cost of
goods sold. It is a very simple idea and it tells us how much gross profit per turnover our
business is earning.

Here are a few examples of the gross profit margins from different businesses or Reliance

Leisure International Manufacturer Retailer Discount Refining Pizza Accounting

& Airline Airline Restaurants Software
Hotels
Gross 9.64% 5.62% 35.14% 11.41% 27.46% 11.99% 47.52% 89.55%
profit

53
 Leisure &
International
Gross profit Hotels
Airline
4%
2%
Manufacturer
Accounting 15%
Software Retailer
38% 5%
Discount Airline
11%
Pizza
Restaurants
20%

Refining
5%

Gross Profit Margin

100%
100%
100%
Axis Title

99%
99%
99%
99%
1 2 3 4 5
Gross profit margin (%) 10.43 13.35 13.14 13.95 13.67
Year 2010 2009 2008 2007 2006

The Gross Profit ratio of the company is 10.43. From the graph we find that, from the last three
years the ratio first decrease then increase but this year ratio was decrease that mean company is
not making it sales quickly compare to last year. So we can say that the company is not doing
well this year.

54
Net Profit Ratio

𝑁𝑒𝑡 𝑃𝑟𝑜𝑓𝑖𝑡
Net Profit Margin = 𝑋 100 16236
𝑇𝑢𝑟𝑛𝑜𝑣𝑒𝑟 = X100
192461

Remember:

Net Profit = Gross Profit - Expenses

Net Profit ratio= 8.44

The net profit margin ratio tells us the amount of net profit over turnover of a business has
earned. That is, after taking account of the cost of sales, the administration costs, the selling
and distributions costs and all other costs, the net profit is the profit that is left, out of which
they will pay interest, tax, dividends and so on.

Here are a few examples of the net profit margins from the same businesses we saw in the
gross profit margin section:

Leisu Internation Manufacturer Retailer Discount Refining Pizza Accounti

re & al Airline Airline Restaura ng
Hotel nts Software
s
Net 7.36% 4.05% 10.48% 1.63% 10.87% 12.63% 7.55% 27.15%
Prof
it

55
 Leisure & International
Hotels, 7.36% Airline, 4.05%

Accounting Manufacturer,
Software, 27.15 10.48%
%

Refining, 12.63
Retailer, 1.63%
%
Discount
Pizza Airline, 10.87%
Restaurants, 7.5
5%

Net Profit Margin

2025
2020
2015
Axis Title

2010
2005
2000
1995
1 2 3 4 5
Net profit margin (%) 8.44 10.65 14.45 10.64 11.13
Year 2010 2009 2008 2007 2006

A high net profit margin would ensure adequate return to the owners as well as enable a firm
to withstand adverse economic conditions when selling price is decline, cost of production is
rising & demand for the product is falling.

A low net profit margin has the opposite implications. However, a firm with a low margin can
earn a high rate of return on investments if it has a high inventory turnover. The net profit ratio
of the company is 8.44%. From the graph we also find that, from the last three years the net
profit ratio first rise then decline but company has a high inventory turnover ratio. So we can
say that the company is in a good position but not earning profit comparing to last year.

56
Operating Ratio:-

This ratio measures the proportion of an enterprise’s cost of sales and operating expenses in
comparison to its sales:

𝐶𝑂𝐺𝑆 + 𝑂𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝐸𝑥𝑝𝑒𝑛𝑠𝑒𝑠

Operating Ratio = 𝑋 100
𝑇𝑢𝑟𝑛𝑜𝑣𝑒𝑟

29,969.07
= 𝑋 100
192461

Operating ratio = 15.57%

Operating ratio’ & ‘operating profit ratio’ are inter – related. Total of both these ratios will be
100. A rise in ‘Operating Ratio’ will lead to a similar amount of decline in ‘Operating Profit Ratio’
& vice – versa.

Operating ratio is a measurement of the efficiency and profitability of the business enterprise.
The ratio indicates the extent of sales that is absorbed by the cost of goods sold and operating
expenses. Lower the operating ratio, the better it is, because it will leave higher margin of profit
on sales.

Operating Margin
100%
100%
100%
Axis Title

99%
99%
99%
99%
99%
1 2 3 4 5
Operating margin (%) 15.57 17.01 16.76 18.26 17.87
Year 2010 2009 2008 2007 2006

57
The operating ratio of the company is 15.57. From the graph we find that, from the last years
the ratio decline. So the company’s operating profit ratio is less from the last year because it’s
operating ratio decrease. So we can say that company is in a good position.

Profitability Ratios based on Investment:-

Earnings Per Share:-

This ratio can be expressed as follows:

𝑁𝑒𝑡 𝑃𝑟𝑜𝑓𝑖𝑡 𝑎𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑡𝑜 𝑒𝑞𝑢𝑖𝑡𝑦 𝑠𝑕𝑙𝑑

EPS =
𝑁𝑜. 𝑜𝑓 𝑜𝑟𝑑𝑖𝑛𝑎𝑟𝑦 𝑠𝑕𝑎𝑟𝑒 𝑜𝑢𝑡𝑠𝑡𝑎𝑛𝑑𝑖𝑛𝑔

16,235.67
=
32,703.74

EPS = 49.64

EPS is a widely used ratio. Yet, EPS as a measure of profitability of a firm from the owner’s point
of view should be used cautiously as it does not recognize the effect of increase retention of
earnings. It does not necessarily follow that the firm’s profitability has improved because the
increased profits to the owners may be the effect of an enlarged equity capital as a result of
profit retentions, though the number of ordinary shares outstanding still remains constant.

EPS
100%

98%
Axis Title

96%

94%

92%

90%
1 2 3 4 5
Reported EPS (Rs) 49.64 97.28 133.86 85.71 65.08
Year 2010 2009 2008 2007 2006

58
 As a profitability ratio, the EPS can be used to draw inferences on the basis of (i) its trends over
a period of time (ii) comparison with the EPS of other firms & (iii) comparison with the industry
average. From the graph we found that the profit available to the equity shareholders on a per
share basic is going down.

Dividend per Share:-

Dividend per Share is the dividend paid to the shareholders on a per share basis. In other
words,

DPS is the net distributed profit belonging to the shareholders dividend by the number of
ordinary shares outstanding. That is:

𝐷𝑖𝑣𝑖𝑑𝑒𝑛𝑡 𝑝𝑎𝑖𝑑 𝑡𝑜 𝑜𝑟𝑑𝑖𝑛𝑎𝑟𝑦 𝑠𝑕𝑙𝑑𝑠

DPS =
𝑁𝑜. 𝑜𝑓 𝑜𝑟𝑑𝑖𝑛𝑎𝑟𝑦 𝑠𝑕𝑎𝑟𝑒 𝑜𝑢𝑡𝑠𝑡𝑎𝑛𝑑𝑖𝑛𝑔

228926.18
=
32,703.74

DPS = 7.00

DPS
100%

100%
Axis Title

100%

99%

99%

99%
1 2 3 4 5
Dividend per share 7 13 13 11 10
Year 2010 2009 2008 2007 2006

59
The Dividend per Share would be a better indicator than Earning per Share. Like the earning per
share, the dividend per share also should not be taken at its face value as the increased
dividend per share may not be a reliable measure of profitability as the equity base may have
increased retention without any change in the number of outstanding shares. From the graph
we found that from the last three years the DPS first increase then since last two years the
dividend per share is constant but in the current year the dividend is decrease so there is less
return to shareholders so it is not good sign for company.

Leverage or Capital Structure Ratio

Debt – Equity Ratio:-

The D/E ratio is an important tool of financial analysis to appraise the financial structure of a
firm. It has important implication from the view-point of the creditors, owners & the firm itself.
The ratio reflects the relative contribution of creditors & owners of business in its financing. A
high ratio shows a large share of financing by the creditors of the firm; a low ratio implies a
smaller claim of creditors. The D/E ratio indicates the margin of safety to the creditors.

𝐿𝑜𝑛𝑔 −𝑡𝑒𝑟𝑚 𝑑𝑒𝑏𝑡 62494 .69

𝐷𝑒𝑏𝑡 − 𝐸𝑞𝑢𝑖𝑡𝑦 𝑅𝑎𝑡𝑖𝑜 = =
𝑆𝑕𝑎𝑟𝑒 𝑕𝑜𝑙𝑑𝑒𝑟𝑠 𝑒𝑞𝑢𝑖𝑡𝑦 137170 .61

D/E Ratio = 0.45

D/E Ratio
100%
Axis Title

100%
1 2 3 4 5
Long term debt / Equity 0.45 0.59 0.35 0.32 0.36
Year 2010 2009 2008 2007 2006

60
If the D/E ratio is high, the owners are putting up relatively less money of their own. It is danger
signal for the creditors. A high debt-equity ratio has equally serious implications from the firm’s
point of view also. A high proportion of debt in the capital structure would lead to inflexibility in
the operations of the firm as creditors would exercise pressure & interfere in management.

A low debt – equity ratio has just the opposite implications. To the creditors, a relatively high
stake of the owners implies sufficient safety margin & substantial protection against shrinkage
in assets. From the graph we find that, from the last three years th debt-equity ratio is
increasing but this year it was slightly decrease means there is 4.5:5.5 proportion of share.

Sources: Annual Report of Reliance Industries 2008-09-10 from reliance website

www.ril.com

www.moneycontrol.com

61
 Comparative Analysis of RIL
Today 1 Month 3 1 Year 3 Years
Months
Reliance Industries 1.27% 4.07% 9.25% 10.38% 14.08%
Ltd.
Sensex 0.56% 11.29% 13.37% 17.17% 16.06%
NIFTY 0.64% 11.34% 13.50% 18.60% 20.08%

100%
90%
80%
70%
60%
50% NIFTY
40% Sensex
30%
Reliance Industries Ltd.
20%
10%
0%

Competitive Analysis

Companies Market capitalization (in mn.) P/E P/BV Div(%) ROA (%) RONW(%) ROCE(%)

RIL 3292097.95 18.92 2.33 70% 9.50% 11.80% 13.30%

IOC 1015004.5 32.23 1.42 130% 3.70% 5.80% 9.60%
Essar Oil 180268.06 -47.54 5.67 0 2.90% -12.50% 4.50%
HPCL 173732.71 -14.1 1.82 120% 5.40% 5.40% 8.80%
Chennai 38248.3 15.73 1.47 120% -8% -13.20% -9.90%
petro

62
 38248.3
173732.71
100% 180268.06 1.47
120%
1015004.5 1.82
80%
8.80%
5.40%
60% 120%
5.67 4.50%
15.73 2.90%
0 5.40%
40% 3.70% 9.60%
3292097.95
32.23 130% 5.80%
1.42
20% 9.50% 13.30%
2.33 11.80%
18.92 70%
0%
-8% -12.50% -9.90%
-47.54
-20%

-14.1 -13.20%
-40%

-60%

RIL IOC Essar Oil HPCL Chennai petro

Competitive Analysis of cash Flow statement : ( in crores )

Essar
BPCL Oil MRPL IOC Reliance
Mar '09 Mar '10 Mar '10 Mar '10 Mar '10

Net Profit Before Tax 12 mths 12 mths 12 mths 12 mths 12 mths

Net Cash From Operating Activities 1017.57 28.58 1691.85 14106.09 20547.44

Net Cash (used in)/from Investing Activities 6212.34 688.65 2723.53 -464.7 20490.22
- -
Net Cash (used in)/from Financing Activities -9908.75 2075.47 1883.33 4676.1 -18204.5
Net (decrease)/increase In Cash and Cash Equivalents -2285.32 1411.1 -645.22 -3694.23 -10999.6
Opening Cash & Cash Equivalents -5981.73 24.28 194.98 517.17 -8713.88
Closing Cash & Cash Equivalents -11139.67 190.7 1761.61 798.02 22176.53

63
 Balance Sheet Comparisons : ( in cores )

Balance Sheet ( in crores )

Reliance IOC BPCL Essar Oil HPCL
Mar '10 Mar '10 Mar '10 Mar '10 Mar '10

Sources Of Funds
Total Share Capital 3,270.37 2,427.95 361.54 1,218.13 339.01
Equity Share Capital 3,270.37 2,427.95 361.54 1,218.13 339.01
Share Application Money 0 0 0 1,153.21 0
Preference Share Capital 0 0 0 0 0
Reserves 125,095.97 48,124.98 12,725.17 2,302.31 11,218.96
Revaluation Reserves 8,804.27 0 0 0 0
Networth 137,170.61 50,552.93 13,086.71 4,673.65 11,557.97
Secured Loans 11,670.50 18,292.45 10,443.87 9,470.59 1,375.88
Unsecured Loans 50,824.19 26,273.80 11,751.33 883.14 19,926.49
Total Debt 62,494.69 44,566.25 22,195.20 10,353.73 21,302.37
Total Liabilities 199,665.30 95,119.18 35,281.91 15,027.38 32,860.34

Reliance IOC BPCL Essar Oil HPCL

Mar '10 Mar '10 Mar '10 Mar '10 Mar '10

Application Of Funds
Gross Block 215,864.71 71,780.60 25,412.52 13,802.50 24,988.37
Less: Accum. Depreciation 62,604.82 30,199.53 11,743.17 1,493.15 9,681.70
Net Block 153,259.89 41,581.07 13,669.35 12,309.35 15,306.67
Capital Work in Progress 12,138.82 21,268.63 2,517.75 4,318.75 3,887.59
Investments 19,255.35 22,370.25 12,201.32 203 11,387.22
Inventories 26,981.62 36,404.08 12,028.86 3,969.44 12,579.22
Sundry Debtors 11,660.21 5,799.28 2,662.68 2,033.30 2,437.34
Cash and Bank Balance 362.36 1,315.11 342.36 1,350.75 243.17
Total Current Assets 39,004.19 43,518.47 15,033.90 7,353.49 15,259.73
Loans and Advances 10,517.57 15,870.43 9,850.04 1,025.94 5,382.21
Fixed Deposits 17,073.56 0 0 0 0
Total CA, Loans & Advances 66,595.32 59,388.90 24,883.94 8,379.43 20,641.94
Deffered Credit 0 0 0 0 0
Current Liabilities 48,018.65 39,236.28 15,409.86 10,160.34 16,257.87
Provisions 3,565.43 10,271.56 2,580.59 22.81 2,105.21
Total CL & Provisions 51,584.08 49,507.84 17,990.45 10,183.15 18,363.08

64
Net Current Assets 15,011.24 9,881.06 6,893.49 -1,803.72 2,278.86
Miscellaneous Expenses 0 18.17 0 0 0
Total Assets 199,665.30 95,119.18 35,281.91 15,027.38 32,860.34

Contingent Liabilities 25,531.21 23,586.81 5,682.54 22,091.84 4,598.74

Book Value (Rs) 392.51 208.21 361.97 29.3 341.32

65
 Cash Flow of Reliance Industries

Particulars Mar'10 Mar'09 Mar'08 Mar'07 Mar'06

Profit Before Tax 20,547.44 18,433.23 23,010.14 14,520.47 10,704.06
Net Cash Flows from Operating 20,490.22 18,245.86 17,426.74 16,870.55 10,301.58
Activity
Net Cash Used in Investing -18,204.50 -24,084.20 -23,955.08 -18,567.01 -12,130.88
Activity
Net Cash Used in Financing -10,999.60 23,732.58 8,973.04 306.08 366.67
Activity
Net Inc/Dec in Cash and Cash -8,713.88 17,894.24 2,444.70 -1,390.38 -1,462.63
Equivalent
Cash and Cash Equivalent - 22,176.53 4,282.29 1,835.35 3,225.73 3,608.79
Beginning of the Year
Cash and Equivalent - End of the 13,462.65 22,176.53 4,280.05 1,835.35 2,146.16
Year
Sources: http://www.moneycontrol.com/financials/relianceindustries/cash-flow/RI 4th january,
2011

Analysis of the cash flow

Analysis of 2009-10 follows.

(A) Operating activities

 Entire cash flows of RIL during 2009-10 have been contributed by operating activates.
 This typically indicates a very strong cash position.
 RIL had a very high cash inflow on account of provisions for contingencies, sale, and
depreciation.
 This is indicates high hidden reserves and very favourable cash position.
 RIL had a net cash inflow in respect of working capital.
 This typically indicates an efficient management of working capital

(B) Investing activities:

 RIL had a net cash outflow for fixed assets.

66
  This indicates RIL is purchasing more fixed assets.
 In general, this is an indication of expanding business.
 Fixed assets are income-producing assets, which are expected to produce higher future
revenues.
 RIL had significant outflow towards investment.
 It indicates a favorable cash position.

(C)Financing Activities:

 RIL had a substantial net inflow from borrowings. It is, however, not clear whether the
inflow was on account of long-term debt or working capital financing. The analyst,
therefore, needs to look at the schedules of loans in the balance sheet. Clear disclosure
is required to facilitate analysis. (It is on account of working capital as per the schedule.)
 RIL’s dividend and dividend tax outflow at Rs.2,219.45 crore against net cash inflow
from operating activities at Rs. 20,490.22 crore is to high-10.83%.
 Seen the background of net outflow into fixed assets of Rs.21,829.48 crore only this
typically shows that the management has no aggressive growth plans on the anvil, just
normal plans.
 This typically means that cash inflow from operations in future will have only steady
growth, unless the company reverses its policy of aggressive dividend payouts.
 RIL’s financing activities reflect a favorable cash position in the sense that there is a net
outflow despite outflow into fixed assets.

(D) Quality of cash position:

 The information provided by the cash flow statement of RIL appears to indicate a high
quality of cash position. The reasons are simple and more than clear. It has been
generating cash from operating activities and utilizing this money in expanding it
business and paying dividends.

(E) Ability to generate positive cash flow from operations in future:

 RIL has generated cash from operations in both the years. The amount, thought
increased this year, is more or less the same as last year. Information provided by its
cash flow statement establishes its ability to generate steady positive cash flows from
operations in future. It appears from this information, and as supported by the balance
sheet, that RIL’s debts are not high in comparison to its size. Therefore, it is in a very
comfortable position to meet its obligations towards lenders as well as shareholders

67
 Accounting System
The accounting system at Reliance Industries Limited is SAP oriented. Each and every
transaction is done through SAP. The important Accounting Policies are as under:

 The financial statements are prepared under the historical cost convention in
accordance with the generally accepted accounting principles in India and the provisions
of the Companies Act, 1956.
 Fixed Assets are stated at cost, less accumulated depreciation including impairment loss.
 Depreciation on fixed assets is provided on straight line method at the rate prescribed in
the Companies Act, 1956.
 Transactions denominated in foreign currencies are normally recorded at the exchange
rate prevailing at the time of the transaction.
 Long term investments are stated at cost.
 Items of inventories are measured at lower of cost or net realizable value. Cost of
inventory comprises of all cost of purchase, cost of conversion and other cost incurred
in bringing them to their respective present location and condition. By-products are
valued at net realizable value.
 Turnover includes sale of goods, services, excise duty and sales during trial run period.
 Company’s contribution to provident fund, family pension and gratuity and leave
encashment benefits are charged to Profit and Loss Account.
 Compensation to employees who have opted for retirement under the voluntary
retirement scheme of the company is charged off to Profit and Loss Account.
 Premium on redemption of bonds / debentures are adjusted against the Securities
Premium Account.
 An asset is treated as impaired when the carrying cost assets exceeds its recoverable
value. An impairment loss is charged to the Profit and Loss Account in the year in which
an asset is identified as impaired.
 All the account handling by SAP program, cash management, payment, budget all the
items are recorded in SAP program and evaluate.

Communication and coordination

Coordination and communication is central to the very existence of organizations. Specific
management communication within the organization is necessary for coordination

Reliance focuses on building life-long relationships with its stakeholders and believes it is
important to understand their concerns and perception. For this it has initiated a sharper and
more focused dialogue with key stakeholders, which involved shareholders, customers,
suppliers, employees, regulatory authorities, local community, trade unions, NGOs and

68
contractors. Acting upon the feedback, it has restructured the processes to address their
concerns better and design programmes that would enhance their quality of life.

The Board of Directors determines strategic business imperatives and mentors the achievement
of reliance corporate goals. It executes its role in corporate governance through regular reviews
of Reliance’s financial performance and critical business issues. The quarterly and yearly
financial results are sent to the Stock Exchanges immediately after the Board approves the
same. These results are also published in various magazines, newspapers etc

In order to provide better communication and coordination Reliance organizes different

meetings for the following:

 Shareholders –

 Annual General Meetings (AGMs)

 Shareholders’ grievance meetings

 One-to-one meeting

 Open forum

 Customers

 Market Research

 External Customer Satisfaction Survey

 Employees

 Feedback mechanism- 'Employees Suggestion Scheme'

 Awards for 'best Case studies' for Internal Learning- 'QUEST', 'Peer Group Sharing'

 HSE Committees

 'Toolbox Talks'

 Self Development Modules ILNA (Individual Learning Needs Assessment)

 Career progression / job rotation / role diversification

69
 Business Dialogue- 'shop floor communication meet'

 In-house newsletters

 Suppliers

 Separate Contractors' Cell

 Monthly Contractors' Safety Meetings

 Regulatory Authorities

 Maintaining and updating all records

 Support to local authorities in times of crisis

 Supporting neighboring industries through local associations

70
 Conclusion

Indian economy is growing at an impressive rate of over 8% and is likely to continue growing at
this rate in the coming years. The growth has also accelerated the energy demand of the
country, which has created new opportunities for the company in the ‘Refining and Marketing’
and ‘Exploration and Production’ segments. Further, with the Indian Retail industry expected to
grow at a CAGR of 40%, RIL’s foray into retail is likely to provide huge addition to sales volume.
Currently, the company derives close to 98% of its sales revenue from refining and
petrochemical segment, but E&P and Retail segments share is expected to increase at a
tremendous pace. Reliance’s efficient business model, strong market share across all operating
segments, strong execution capabilities, presence in high growth business areas, and strong
fundamentals, all indicate towards potential gains in investor net worth. Based on Seat of the
Plant and relative valuation I value RIL at Rs. 2,035 per share for FY10.

From the given financial analysis it show that company is will grow its retail and refining
tremendously because Mukesh Ambani is more focus on the Backward Vertical Integration by
remove the middle man from the business which give higher return in the future, because this
two sector are interrelated with its whole business.

71
 Bibliography
1. http://www.moneycontrol.com/financials/relianceindustries/cash-flow/RI 4th january,
2011
2. Annual Report of Reliance Industries 2008-09-10 from reliance website
3. www.ril.com
4. www.moneycontrol.com
5. http://www.moneycontrol.com/india/stockpricequote/refineries/reliance-
industries/RI3rdjanuary, 2011
6. http://www.indiainfoline.com/Markets/Company/Fundamentals/Management-
Discussions/Reliance-Industries-Ltd/500325 4th January, 2011
7. http://www.indian-firms.com/reliance-group 2nd january2011
8. http://www.moneycontrol.com/company-management/relianceindustries/board-of-
directors/RI4th January, 2011.
9. http://www.moneycontrol.com/company-facts/relianceindustries/history/RI4th
january,2011
10. http://www.ril.com/html/aboutus/aboutus.html 4th January 2011
11. www.bseindia.com 3rd January,2011

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