ICFAI UNIVERSITY DEHRADUN

MANAGEMENT project (MG131)

SUBMITTED BY: -

NAME: - DIPIKA
ROLL NO: - 21FLICDDNO1012
COURSE: - BBA – LLB(Hons) 1st Year
SESSION: - 2021 – 2026

SUBMITTED TO: -

AMITA SHARMA MA’AM

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 ACKNOWLEDGEMENT
First and foremost, praises and thanks to the God, the
Almighty, for His showers of blessings throughout my
research work to complete the research successfully.
Secondly, I would like to express my deep and sincere
gratitude to my research supervisor, Mrs. AMITA
SHARMA, FACULTY OF MANAGEMENT, ICFAI
UNIVERSITY, DEHRADUN, for giving me the
opportunity to do research and providing invaluable
guidance throughout this research. Her dynamism,
vision, sincerity and motivation have deeply inspired
me. I would like to extend my thanks towards her for
always being patience with us.
I came to know about many new things leading to
expand my vision towards how management runs in one
of the biggest companies.
Thirdly, I would also like to thank my parents and
friends who were always supporting me with the
information and valuable facts in finalizing this project.

DIPIKA
BBA LLB (Hons) 1st Year

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 CERTIFICATE

This is to certify that the project entitled

“RELIANCE INDUSTERIES Ltd” submitted by
DIPIKA is a bona fide work which has been
carried under my supervision and has not been
submitted for award of any other degree.

DATE: - 2Oth January 2022

Mrs. AMITA SHARMA

DECLARATION

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I, DIPIKA, student of BBA-L.L.B. (Hons.) 1st semester
of THE ICFAI UNIVERSITY, DHERADUN hereby
declare that the project work entitled “RELIANCE
INDUSTRIES Ltd, submitted to THE ICFAI
UNIVERSITY, DHERADUN is a record of an original
work done by me under the guidance of Mrs. AMITA
SHARMA faculty of Management, The ICFAI
University, Dehradun. In process of making it I have
referred certain statues, books and articles from
internet. It would not have been possible to complete
my project as a student without the help of such
material.

Date – 20 JANUARY 2022

DIPIKA
Enrollment No: 21FLICDDNO1012

Management Practices in Reliance Industries ltd

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 Abstract

Human resource management functions are no longer specialized functions,

merely confined to the human resource or personnel department. The
management of human resources is the responsibility of every manager in the
present business scenario. It is a fact that most of the problems in an
organization are human related, since human being is dynamic, complex and
highly sensitive to environment. Managing the human resource in any
organization is therefore a challenging task, therefore, in the present
competitive market situations one of the better ways to survive and grow is to
adopt new strategies and policies for human resource management both for
managerial and non-managerial staff. Many private and public sector
organizations in India and abroad have realized the importance to develop
their human resource. Human Resources Management may be described as
that activity in an enterprise which strives to mould the human resource into
the effective organization provides opportunity for maximum individual
contributions under healthy working conditions promote individual
development and 2 encourage mutual confidence and understanding between
the employer and the employees and between the employees themselves.
Human resource management is responsible for maintaining good human
relations in an organization. It is also concerned with the development of
individuals and achieving integration of goals of the organization and those
of the individuals. While people have always been central to organizations,
today they have taken on an even more central role in building firm’s
competitive advantage. Particularly in knowledge-based industries such as
software, information technology, telecom and others, success increasingly
depends on ‘people embodied know how’. The human resource dynamics
prevalent in Indian Organizations are different from those in the other
counties of the world. But in the recent past some new orientation is taking
place in the Indian organizations due to the global impact on business
activities. In the light of the changing business scenario that has led to many
emerging human resource issues. In this context Reliance Industries in India
need no introduction which is successfully adopting and implementing
innovative human resource practices for creating competitive advantage.

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HISTORICAL BACKGROUND OF RELIANCE
Dhirubhai was born on 28 December 1932 at Kukaswada near Chorwad,
Junagadh district (now the state of Gujarat, India) to Hirachand Gordhandhas
Ambani and Jamnaben[2] in a Modh family of modest means. Hira Chand
Gordhandhas Ambani was a village school teacher with little earning. But his
wife, Jamanaben knew how to stretch every dollar in a long way. Hirachand
and Jamanaben had two daughters - Trilochanaben and Jasuben and three
sons - Ramnikbhai, Dhirubhai and Natubhai. Dhirubhai was the second son.
Dhirubhai was precocious and highly intelligent. He was also highly
impatient of the oppressive grinding mill of the school classroom. He chose
work which used his physical ability to the maximum rather than cramming
school lessons. When Jamnaben once asked Dhirubhai and Ramnikbhai to
help his father by earning money. He angrily replied "Why do you keep
screaming for money? I will make heaps of money one day". During
weekends, he began setting up onion/potato fries stall at village fairs and
made extra money which he gave to his mother. Dhirubhai started off as a
small time worker with Arab merchants in the 1950s and moved to Mumbai
in 1958 to start his own business in spices. After making modest profits, he
moved into textiles and opened his mill near Ahmedabad. Dhirubhai founded
Reliance Industries in 1958. After that it was a saga of expansions and
successes. When he was 16 years old, he moved to Aden, Yemen. He worked
with A. Besse & Co. for a salary of Rs.300 (Present Day $6.49). Two 4 years
later, A. Besse & Co. became the distributors for Shell products, and
Dhirubhai was promoted to manage the company’s filling station at the port
of Aden. He was married to Kokilaben and had 2 sons, Mukesh, Anil and
two daughters, Nina Kothari, Deepti Salgaonkar. He also worked in Dubai
for some time during his early years. During those days of him, the Yemini
Rial was made of pure silver coins and was in much demand at the London
Bullion Exchange. Young Dhirubhai bought the Rials, melted them into pure
silver and sold it to the bullion traders in London. During the latter part of his
life, while talking to reporters, it is believed that he said “The margins were
small but it was money for jam. After three months, it was stopped. But I
made a few lakhs. In short, I was a manipulator. A very good manipulator.
But I don’t believe in not taking opportunities. Ten years later, Dhirubhai
Ambani returned to India and started "Majin" in partnership with Champaklal
Damani, his second cousin, who used to be with him in Aden, Yemen. Majin
was to import polyester yarn and export spices to Yemen. The first office of

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the Reliance Commercial Corporation was set up at the Narsinatha Street in
Masjid Bunder. It was 350 sq ft (33 m 2 ). room with a telephone, one table
and three chairs. Initially, they had two assistants to help them with their
business. During this period, Dhirubhai and his family used to stay in a one
bedroom apartment at the Jaihind Estate in Bhuleshwar, Mumbai. In 1965,
Champaklal Damani and Dhirubhai Ambani ended their partnership and
Dhirubhai started on his own. It is believed that both had different
temperaments and a different take on how to conduct business. While Mr. 5
Damani was a cautious trader and did not believe in building yarn
inventories, Dhirubhai was a known risk taker and he believed in building
inventories, anticipating a price rise, and making profits. In 1968, he moved
to an up market apartment at Altamount Road in South Mumbai. Ambani's
net worth was estimated at about Rs.10 lakh by late 1970s. [4] Asia Times
quotes [5] : "His people skills were legendary. A former secretary reveals:
"He was very helpful. He followed an 'open-door' policy. Employees could
walk into his cabin and discuss their problems with him." The chairman had a
special way of dealing with different groups of people, be they employees,
shareholders, jtheirnalists or government officials. He exported spices, often
at a loss, and used replenishment licenses to import rayon. Later, when rayon
started to be manufactured in India, he exported rayon, again at a loss, and
imported nylon. Ambani was always a step ahead of the competitors. With
the imported items being heavily in demand, his profit margins were rarely
under 300 percent." Sensing a good opportunity in the textile business,
Dhirubhai started his first textile mill at Naroda, in Ahmedabad in the year
1977. Textiles were manufactured using polyester fibre yarn. Dhirubhai
started the brand "Vimal", which was named after his elder brother
Ramaniklal Ambani's son, Vimal Ambani. Extensive marketing of the brand
"Vimal" in the interiors of India made it a household name. Franchise retail
outlets were started and they used to sell "only Vimal" brand of textiles. In
the year 1975, a technical team from the World Bank visited the Reliance
Textiles' Manufacturing unit. This unit has the rare distinction of being 6
certified as "excellent even by developed country standards" during that
period. Reliance, acknowledged as one of the best-run companies in the
world has various sectors like petrochemicals, textiles and is involved in the
production of crude oil and gas, to polyester and polymer products. The
company’s refinery at Jamnagar accounts for over 25% of India's total
refining capacity and their plant at Hazira is the biggest chemical complex in
India. The company has further diversified into Telecom, Insurance and

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Internet Businesses, the Power Sector and so on. Now the Reliance group
with over 85,000 employees provides almost 5% of the Central Government's
total revenue. Dhirubhai Ambani was admitted to the Breach Candy Hospital
in Mumbai on June 24, 2002 after he suffered a major stroke. This was his
second stroke, the first one had occurred in February 1986 and had kept his
right hand paralyzed. He was in a state of coma for more than a week. A
team of doctors was unable to save his life. He died on July 6, 2002, at
around 11:50 P.M. (Indian Standard Time). In 1986 after a heart attack, he
has handed over his empire to his two sons Anil Ambani and Mukesh
Ambani

RELIANCE AFTER DHIRUBHAI AMBANI

In November 2004, Mukesh Ambani in an interview, admitted to having
differences with his brother Anil over 'ownership issues.' He also said that the
differences "are in the private domain." He was of the opinion that this will
not have any bearing on the functioning of the company saying Reliance is
one of the strongest professionally-managed companies. Considering the
importance of Reliance Industries to the Indian economy, this issue got an
extensive coverage in the media. Kundapur Vaman Kamath, the Managing
Director of ICICI Bank was seen in media, a close friend of the Ambani
family who helped to settle the issue. The brothers had entrusted their
mother, Kokilaben Ambani, to resolve the issue. On June 18, 2005,
Kokilaben Ambani announced the settlement through a press release. 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 Infocom. 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).
When the present research work was started Reliance Industries Ltd was one
group. But the group was divided into two empires in the year 2005
therefore; it is difficult to study the innovative human resource management
practices of all the enterprises that come under the flagship of Reliance
Industries Ltd and Anil Dhirubhai Ambani Group (ADAG).Also due to
limited financial resources and the vast area of operations covered by these
organizations it was decided by the researcher to choose Reliance
Communication (earlier known as Reliance Infocom) which comes under
Anil Dhirubhai Ambani Group (ADAG) to conduct the study, since Indian

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Telecom industry is one of the fastest growing telecom markets in the
country and the world. Reliance Communication is 8 ranked 2 nd in the
country on the basis of its subscribers’ base and one such company that is
expected to spur the growth in future. Out of the above said group of
companies Reliance Communication Ltd., which comes under the flagship of
Anil Dhirubhai Ambani Enterprises group companies, is one of the India's
largest private information and communication services provider, with a
subscriber base of over 11 million. Reliance Communication has established
a pan-India, high capacity, integrated (wireless and wire line), convergent
(voice, data and video) digital network, to offer services spanning the entire
Communication value chain. The Anil Dhirubhai Ambani Enterprises group,
comprising of Reliance Communication, Reliance Energy and Reliance
Capital are part of the Reliance Group, founded by Shri Dhirubhai H.
Ambani.

INTRODUCTORY AND THE FRAMEWORK OF THE

STUDY
INTRODUCTION
Human resource functions are no longer specialized functions,
merely confined to the human resource or personnel department. The
management of human resources is the responsibility of every
manager in the present competitive business scenario. It is almost a
fact that most of the problems in an organization are human related,
since human being is dynamic, complex and highly sensitive to
environment. Managing the human resource in any organization is
therefore a challenging task, unless the organization learns to tune
human resources, success will be elusive. In the present competitive
market situations one of the better ways to survive and grow is to
adopt new strategies and policies for human resource management
both for managerial and non-managerial staff. Many private and
public sector organizations in India and abroad have realized the
importance to develop their human resource. Human Resources
Management may be described as that activity in an enterprise which
strives to mould the human resource into the effective

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 RELIANCE INDUSTRIES LTD: A PROFILE
INTRODUCTION

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 Reliance Industries Limited is one of the India's largest private sector
conglomerate by its market value, with an annual turnover of US$ 44.6 billion
and profit of US$ 3.6 billion for the fiscal year ending in March 2010, making it
one of India's Fortune Global 500 companies, being ranked at 264th position
(2009). It was founded by the Indian industrialist Mr. Dhirubhai Ambani in
1966. He has been a pioneer in introducing financial instruments like fully
convertible debentures to the Indian stock markets and also one of the first
entrepreneurs to draw retail investors to the stock markets. Though the
company's oil-related operations form the core of its business, it has diversified
its operations in recent years. Due to some differences between the founder's
two sons, Mukesh Ambani and Anil Ambani, the group was divided between
them in the year 2006. After tow years in September 2008, Reliance Industries
become the only Indian firm featured in the Forbes's list of "world's 100 most
respected companies.”
The Reliance group after the demerger as mentioned in earlier chapter divided
as, Mukesh Ambani getting RIL and IPCL & his younger sibling Anil Ambani
heading Reliance Capital, Reliance Energy and Reliance Infocom. 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). Therefore, the present chapter deals with a brief profile of all the
enterprises that come under the Reliance Industries Ltd headed by Mukesh
Ambani and the enterprises that comes under the Anil Dhirubhai Ambani Group
(ADAG).
Mukesh Ambani born on April 19, 1957 in Aden, Yemen is an Indian business
magnate, philanthropist and the chairman and managing director of Reliance
Industries, the largest private sector enterprise in India and a Fortune 500
company .His personal stake in Reliance Industries is 48%. His personal wealth
is valued at US$29.0 Billion by Forbes Magazine, making him the world's
fourth richest person and Asia's wealthiest person. Mukesh Ambani directed and
led the creation of the world’s largest grassroots petroleum refinery at
Jamnagar, India, with a current capacity of 660,000 barrels per day (33 million
tones per year) integrated with petrochemicals, power generation, port and
related infrastructure. Today, he leads the largest private sector conglomerate in
India.

BOARD OF DIRECTORS AND KEY

EXECUTIVES
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Reliance Industries Ltd:

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 The Reliance Group, founded by Dhirubhai H. Ambani (1932- 2002), is one of
India’s largest private sector enterprises, with businesses in the energy and
materials value chain. Group's annual revenues are in excess of US$ 34 billion.
The flagship company, Reliance Industries Limited, is a Fortune Global 500
company and is the largest private sector company in India.
The 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 along with 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 and retail.
The group enjoys global leadership in its businesses, being the largest polyester
yarn and fibre producer in the world and among the top ten producers in the
world in major petrochemical products.
The Group exports products in excess of US$ 20 billion to 108 countries in the
world. The group’s major companies are Reliance Industries Limited (including
main subsidiaries Reliance Petroleum Limited and Reliance Retail limited along
with the Reliance Industrial Infrastructure Limited.
Reliance Textiles
Reliance's Naroda Textile Complex is one of India's largest and modern
textile complexes in the country, producing about 25 million meters of fabric
both for domestic and international markets. It is the only textile complex in
India to offer the maximum marketed range of product categories.
Reliance textile products are sold under the brand names of Only Vimal,
Harmony, Reance, RueRel and V2 (pre-cut, pre-packed products). The flagship
brand ONLY VI MAL is India's largest selling brand of premium textiles.
According to a survey conducted by The Economic Times in the year 2007, it
was voted as 'India's most trusted Fabric Brand'. In the year 1975, a Technical
team from the World Bank visited the Reliance Textiles' manufacturing unit.
This unit has the rare distinction of being certified as "excellent even by
developed country standards" during that period.
Reliance's efforts in the field of research and development has resulted in
several new products and processes, such as fluorescent shades on polyester
fabrics, extended laundering coltheirfast fabrics in dope-dyed fibres, water and

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oil repellent finishes on polywool and Lycra stretch fabrics, wash-fast and
flame-retardant fabrics.
Reliance Oil and Gas
India imports about two-thirds of its crude oil requirement. The exploration and
production of oil and gas is critical for India's energy security and economic
growth. Reliance's oil and gas exploration and production business is therefore
inexorably linked with the national imperative. Exploration and production, the
initial link in the energy and materials value chain, remains a major growth area
and Reliance envisions evolving as a global energy major.
Over the years the exploration and production industry has registered significant
growth, primarily due to spiraling crude oil and gas prices, growing competition
and ever growing demand for energy, especially from developing countries. The
global demand for oil grew by 0.8% from 83.1 million barrels per day in 2005
to 83.8 million barrels per 67 day in 2006 while India's share is a meager 0.5 %
of global oil reserves of 1,189 billion barrels, though it consumes 3.2 % of
global oil consumption every year.
The growing demand for crude oil and gas in the country and policy initiative
of Government of India towards increased exploration and production of oil
activities, have given a great impetus to the Indian exploration and production
industry. The International Energy Agency (lEA), in its world energy outlook,
has estimated investment requirements of over US$ 8.2 trillion over the next
two decades in order to bridge the demand supply gap. This is substantially
higher than its earlier forecast of US$ 5.3 trillion which underlines a positive
demand outlook for energy.
Under the New Exploration Licensing Policy (NELP) of Government of India,
blocks have been acquired by various exploration and production companies for
exploration. The efforts have resulted in a number of oil and gas discoveries in
India and have changed the perception and prospects of the Indian sedimentary
basins and the focus on Indian exploration and production Industry.
The Reliance Industries Ltd is one of the largest Oil & Gas acreage holders
among the private sector companies in India with 33 domestic exploration
blocks covering an area of about 337,000 sq. km. This is in addition to its
interest in three exploration blocks in Yemen, two each in Oman and Columbia
and one each in East Timor and Australia covering an area of about 38,000 sq.
km. Reliance Industries Ltd also has 5 coal bed methane (CBM) blocks
covering an area of about 4,000 sq. km.
Reliance Petrochemicals
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Reliance industries ltd is also engaged in producing a number of petrochemicals
the details of them is as follows. Reliance's cracker at Hazira is one of the
world's largest grassroots multi-feed cracker. The cracker can use a variety of
feedstock, including naphtha, natural gas liquids and other petroleum
feedstocks. The cracker produces important raw materials for many of
Reliance's key products, and plays a crucial position in the overall value-
integration strategy. The Propylene and Ethylene produced from the cracker are
used for the manufacture of Polypropylene, Polyethylene, Polyvinyl Chloride
and Monoethylene Glycol at the Hazira complex. Benzene and Xylenes
produced in the cracker are used for manufacturing LAB and Paraxylene at the
Patalganga complex. The polymers, polyester and textile businesses of Reliance
are fully integrated, from naphtha to fabrics and plastics. The cracker has
eliminated Reliance's exposure to volatility in the international market vis-a-vis
procurement of basic feedstocks, like ethylene and propylene, and contributed
significantly to stability and enhancement, of margins, besides ensuring
uninterrupted production. The naphtha for the cracker is received at Reliance's
primary feedstock supply system, the single-buoy mooring (SBM), off the coast
of Hazira petrochemicals complex through sub sea pipeline. Reliance's multi-
feed cracker at Hazira is one of the world's largest green-field cracker plants.
The cracker can use a variety of feedstocks, including naphtha, natural gas
liquids and other petroleum feedstocks. Reliance is also India's largest
manufacturer of Linear Alkyl Benzene (LAB) with a world-class 100 KTA
plant at Patalganga in technical collaboration with UOP, USA, the product
being marketed 69 under the trade name RELAB. In the Aromatics products
category, Reliance produces and markets Benzene, Toluene, Mixed- Xylene and
Ortho-Xylene. Besides being the undisputed leader in the domestic sector,
Reliance figures amongst the leading producers of Aromatics worldwide. In the
Hydrocarbon Solvents product category, Reliance produces and markets Remax
- 1, Remax - 2, WashOil, Renine, Heavy Aromatics and Heavy Alkylate.
Polyester
Reliance is the largest producer of polyester fibre and yarn in the world, with a
capacity of 2.5 million tonnes per annum. Reliance invests significant amounts
on R&D in the polyester sector. Reliance Technology Center, Reliance Testing
Centre and Reliance Fibre Application Centre constantly develop and introduce
innovative products for the textile industry. Reliance enjoys a portfolio of about
120 global patents in the polyester domain.
Polyester Intermediates

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Reliance is the world's 4th largest producer of Paraxylene (PX), 7th largest
producer of Purified Terephthalic Acid (PTA) and 7th largest producer of Mono
Ethylene Glycol (MEG). In India, the company is the largest manufacturer of
polyester intermediates with a market share of 100 per cent in some categories.
Reliance is the only producer of PX while there are two PTA and ftheir MEG
producers in India.
Reliance Retail
The Reliance Industries Ltd is gearing up to revolutionize the retailing industry
in India. Therefore, Reliance is aggressively working on 70 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. The retail initiative of Reliance
will be without a parallel in size and spread and make India proud it is ensuring
better returns to Indian farmers and manufacturers and greater value for the
Indian consumers, both in quality and quantity. The integral feature of this
project is to create value at all levels, Reliance is dedicated to actively
contribute to India's growth.
The project will boast of a seamless supply chain infrastructure, unprecedented
even by world standards. Through multiple formats and a wide range of
categories, Reliance is aiming to touch almost every Indian customer and
supplier.
Reliance - Anil Dhirubhai Ambani Group (ADAG)
Anil Ambani joined Reliance, the company founded by his late father Dhirubhai
Ambani, in 1983 as Co-Chief Executive Officer and is credited with having
pioneered many financial innovations in the Indian capital markets such as, he
led India's first forays into overseas capital markets with international public
offerings of global depositary receipts, convertibles and bonds. He directed
Reliance in its efforts to raise, since 1991, around US$2 billion from overseas
financial markets; with a 100- year Yankee bond issue in January 1997 being
the high point, after which people regarded him as a financial wizard. He along
with his brother, Mukesh Ambani, has steered the Reliance Group to its current
status as India's leading textiles, petroleum, petrochemicals, power, and telecom
company. The following enterprises that are owned, managed and controlled by
Anil Dhirubhai Ambani Group (ADAG) .
Reliance Capital

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The Reliance Capital is one of India's leading and fastest growing private sector
financial services companies, and ranks among the top 3 private sector financial
services and banking companies in terms of net worth, Reliance Capital Ltd is a
part of the Reliance Anil Dhirubhai Ambani Group, and is ranked among the 25
most valuable private sector companies in India.
Reliance Capital is one of India's leading and fastest growing private sector
financial services companies. The company has interests in asset management
and mutual funds, life and general insurance, private equity and proprietary
investments, stock broking and other activities in financial services.
Reliance Energy Limited
The Reliance Energy Limited is a fully integrated enterprise engaged in the
generation, transmission and distribution of electricity and ranks among India's
top listed private companies on all major financial parameters, including assets,
sales, profits and market capitalization. It is India's foremost private sector
enterprise with aggregate estimated revenues of Rs 9,500 crore (US$ 2.2
billion) and total assets of Rs 10,700 crores (US$ 2.4 billion). A key constituent
of the Reliance - Anil Dhirubhai Ambani Group, India's third largest business
house, Reliance Energy is India's foremost private sector utility with aggregate
group revenues of Rs. 13,017 crore (US$ 3 billion) and total assets of Rs.
12,166 crore (US$ 2.80 billion).
Reliance Energy Limited distributes more than 21 billion units of electricity to
over 25 million consumers in Mumbai, Delhi, Orissa and Goa, across an area
that spans 24,300 sq. kms. It generates 941 MW of electricity, through its power
stations located in Maharashtra, Andhra Pradesh, Kerala, Karnataka and Goa.
The company is currently pursuing several gas, coal, wind and hydro-based
power generation projects in Maharashtra, Uttar Pradesh, Arunachal Pradesh
and Uttaranchal with aggregate capacity of over 12,500 MW. These projects are
at various stages of development.
REL is committed to creating superior value for all its stakeholders and be
amongst the most admired and trusted utility companies in the world by setting
new benchmarks in standards of corporate governance, operational and financial
excellence, responsible corporate citizenship and profitable growth.

Reliance Health
In a country where health care is fast becoming a booming industry, Reliance
Health is a focused healthcare services company enabling the provision of

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solution to Indians, at affordable prices. The company aims at providing
integrated health services that will compete with the best in the world. It also
plans to venture into diversified fields like Insurance Administration, Health
care Delivery and Integrated Health, Health Informatics and Information
Management and Consumer Health.
The Reliance Health aims at revolutionizing healthcare in India by enabling a
healthcare environment that is both affordable and accessible through
partnerships with government and private businesses. The company is focused
on integrating the financing and delivery of health care services by instituting
cost controls and sharing financial risk.
The objective of Reliance Health is to manage a range of health care services
from wellness, inpatient, outpatient, pharmacy, chronic disease, alternative
medicine/therapies and cosmetic care. It is planned through a network of owned
and affiliated healthcare delivery systems. Secondly, Reliance Health endeavors
to help people achieve health and financial security, by providing innovative
products, information and resources for its members and help them to make
informed-decisions i.e. 'Patient Choice'.
The Reliance Health is focused on technologies that are beginning to transform
traditional healthcare model. The telecom and technology revolution has
resulted in a highly functional yet inexpensive and scalable means of connecting
and transacting across clinical and administrative care, making it accessible to
the common man.
Reliance Media & Entertainment
As part of the Reliance-Anil Dhirubhai Ambani Group, Reliance
Entertainment is spearheading the Group's foray into the media and
entertainment space. Reliance Entertainment’s core focus is to build significant
presence for Reliance in the Entertainment eco-system: across content and
distribution platforms.
The major enterprises under this group are:
Reliance BIG Entertainment
Internet & New Media
 BIGFlix.com
 BIGADDA.com
 Zapak

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 Jump Games
 BIG Pictures
 Reliance MediaWorks (formerly Adlabs)
 BIG Cinemas
 BIG Animation
 BIG Music & Video
 BIG ND Studio
 BIG Synergy
 BIGOYE.com
Broadcasting
 BIG 92.7 FM
 BIG Broadcasting
Others
 BIG Street
 BIG Live 75
 BIG Reach
 BIG Events
The key content initiative are across Movies, Music, Sports, Gaming, Internet
and mobile portals, leading to direct opportunities in delivery across the
emerging digital distribution platforms, digital cinema, IPTV, DTH and Mobile
TV. Reliance Anil Dhirubhai Ambani Group acquired Adlabs Films Limited in
2005, one of the largest entertainment companies in India, which has interests in
film processing, production, exhibition & digital cinema.
The Reliance Entertainment has made an entry into the FM Radio business
through Adlabs Radio having won 45 stations in the recent bidding, BIG 92.7
FM is already India's largest private FM radio network with 12 radio stations
across the country as on 28th February 2007, with many more to be launched in
the coming months.
BIG 92.7 FM is poised to create history with its pan India presence, spanning
across 45 cities, 1000 towns and 50,000 villages to reach 200 million Indians

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across the length and breadth of the country. The company plans to take FM
radio as a medium of entertainment not only to the key metros, but also to virgin
markets that have never before experienced this medium of entertainment.
Reliance Infrastructure
Reliance Infrastructure Ltd is not only India's largest private sector enterprise in
power utility but also the largest private sector player in many other
infrastructure sectors of India. In the power sector Reliance is involved in
generation, transmission, distribution and trading of electricity and constructing
power plants.. In the infrastructure space the company is focused on roads,
urban infrastructure which includes MRTS, Sealink and Airports, Specialty
Real Estate which includes business districts, trade towers, convention centers,
special economic zones which include IT & ITES, as well as free trade zones.
Road
Reliance Infrastructure is one of the largest developers of road and highway
projects for the National Highways Authority of India under the build, own,
transfer (BOT) scheme.
With an investment involving Rs 3150 crores, the company is developing 5
major road projects in Tamil Nadu totaling over 400 kms of length.
Urban Infrastructure
The Reliance Infrastructure is also the country's first and only private sector
builder and operator for Metro Systems. Reliance Infrastructure is already into
construction of the first line of Mumbai’s Metro system stretching 12 kms from
Versova to Ghatkopar. Besides Reliance Infrastructure have also won the Delhi
Metro's airport express link stretching a length of 22.5 kms. The total
investment for these two projects is Rs 4900 crores .
Specialty Real Estate
Reliance Infrastructure are also the country's first and only private sector
builder to build India's first 100 storied building, a trade tower and business
district in 80 acres of land in Hyderabad, The total investment for this project is
Rs 6,500 crores.

Special Economic Zones

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 Reliance Infrastructure are also developing over 180 KM sq ft of special
economic zones for IT/ITES, retail hospitality in Mumbai and Noida with an
investment worth Rs 31,000 crores.
The Genesis of Reliance Communication Ltd (Earlier Known as Reliance
Infocomm)
Reliance Communication, formerly known as Reliance Infocomm, along with
Reliance Telecom, is part of Reliance Communications Ventures
(RCoVL).Reliance Communications Limited founded by the late Dhirubhai H
Ambani is the flagship company of the Reliance Anil Dhirubhai Ambani Group
was launched on December 28 2002.Dhirubhai Ambani dreamt of a New Way
of Life for a New India. Reliance Communication was launched to make this
dream a fact of life for every Indian.
A son of a schoolteacher in a remote village, Dhirubhai Ambani founded
Reliance Industries Limited with courage, creativity and commitment as his
principal assets and within a span of 27 years, he shaped it into a Rs 65,000
crores (USD 13.5 billion) group
With amazing foresight, Dhirubhai Ambani sensed the incredible potential of
the technological revolution sweeping the globe, in the areas of information and
communication. He conceived of Reliance Communication as a means to bring
a technological revolution to this country and usher in a digital revolution in
India and visualized Reliance Communication as a powerful vehicle to percolate
the benefits of the knowledge era to all sections of society in the country.
He fashioned a strategy, which was conceptually simple and sweeping in its
impact and encouraged the Reliance Communication team to look for the best
technology in the world and use it to reduce the cost to the consumer.
Dhirubhai Ambani envisioned an all-encompassing and affordable information
and communication infrastructure to fashion a new society by building
communities with shared interests and values, and empowering people by
overcoming the handicaps of illiteracy and mobility. He visualized the ability of
information technology to deliver new means for enlightening, entertaining and
enriching people; and making livelihood an enjoyment, learning an experience,
and living an excitement.
This vision signalled a sweeping revolution. Reliance Communication
therefore, is an instrument for accomplishing this revolution.

About Reliance Communication

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 Reliance Communication is the outcome of the late visionary Dhirubhai
Ambani's dream to herald a digital revolution in India by bringing affordable
means of information and communication to the doorsteps of India's vast
population.
"Make the tools of Communication available to people at an affordable cost,
they will overcome the handicaps of illiteracy and lack of mobility", Dhirubhai
Ambani charted out the mission for Reliance Communication in late 1999. He
saw the potential of information and communication technology a once-in-a-
lifetime opportunity for India to leapfrog over its historical legacy of
backwardness and underdevelopment.
Working at breakneck speed, from late 1999 to 2002 Reliance Communication
built the backbone for a digital India - 60,000 kilometres of fibre optic
backbone, crisscrossing the entire country. The Reliance Communication pan-
India network was commissioned on December 28, 2002, on the 70th - birth
anniversary of Dhirubhai. This day also marked his first birth anniversary after
his demise on July - 6, 2002.
Reliance Communication network is a pan India, high capacity, integrated
(wireless and wire line) and convergent (voice, data and video) digital network,
designed to offer services that span the entire communication value chain -
infrastructure, services for enterprises and individuals, applications and
consulting. The network is designed to deliver services that will foster a new
way of life for a New India.
Reliance Communication Initiative
Recognizing Dhirubhai Ambani's vision of a New Way of Life for a New India
will become a massive material force when it grips millions of men and women,
the Reliance Communication executed the entire project as a comprehensive,
unprecedented partnership between authorities, people and businesses. It began
with the unveiling a new telecom policy and the Government has empowered 18
state governments, 7,000 municipal authorities, thousands of young
professionals, engineers and workers.
Proceeding in the same partnership mode, Reliance Communication brought
out the convergence of information and communications to 80 energize
enterprises by opening up new paths for profitable ventures, facilitating
outsourcing of businesses and making transactions efficient. This overarching
communication architecture galvanized governance by making records easily
accessible, services rendered efficiently, processes made seamless and efficient.

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All this has made communication a means to empower and enlighten every
individual, home, and office.
Reliance Communication Services
Reliance Communication offered revolutionary, data, video and value-added
services at a cost affordable by all, in the largest and most complex rollout in
the history of the information technology and communication sector worldwide.
Reliance India Mobile Service Reliance India Mobile services revolutionized
the consumers mobile experience by offering a host of applications on the
mobile phone such as enhanced messaging in Indian languages, email access,
Internet surfing, access to real time political, financial and sports news, games
and video streaming etc. This enabled users to send text messages in Indian
languages, access their email and other Internet accounts, surf the net at speeds
of up to 144 kilo bytes per second (kbps), be the first to get breaking news, view
and listen to scenes from the latest movies and experience many other exciting
applications.
Initially the Reliance India Mobile services were available initially only on
CDMA 2000 IX handsets specially imported by Reliance. These were light,
sleek, Java enabled, multi-media ready phones with polyphonic sound and with
features like 3-way conferencing, call 81 forwarding, in-built phonebook
memory, and special lifestyle features such as organizers, calendars, world
clock and lithium-ion battery for long talk time. Premium handsets were
coloured screen and PC synchronization support. Besides this all handsets and
in-box accessories were home delivered free of cost, with a l2-month warranty,
covered by insurance, absolutely free, for a period of 3 years. An analogy to the
problem of multiple access is a room (channel) in which people wish to
communicate with each other. To avoid confusion, people could take turns
speaking (time division), speak at different pitches (frequency division), or
speak in different languages (code division). CDMA is analogous to the last
example where people speaking the same language can understand each other,
but not other people. Similarly, in radio CDMA, each group of users is given a
shared code. Many codes occupy the same channel, but only users associated
with a particular code can communicate.
Code division multiple access (CDMA) is a channel access method utilized by
various radio communication technologies. It should not be confused with the
mobile phone standards called CDMA One and CDMA2000 (which are often
referred to as simply CDMA), which use CDMA as an underlying channel
access method. One of the basic concepts in data communication is the idea of
allowing several transmitters to send information simultaneously over a single

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communication channel. This allows several users to share a bandwidth of
different frequencies. This concept is called multiplexing. CDMA employs
spread-spectrum technology and a special coding scheme (where each
transmitter is assigned a code) to allow multiple users to be 82 multiplexed over
the same physical channel. By contrast, time division multiple access (TDMA)
divides access by time, while frequency-division multiple access (FDMA)
divides it by frequency. CDMA is a form of spread-spectrum signalling, since
the modulated coded signal has a much higher data bandwidth than the data
being communicated.
The Reliance India Mobile services offered an incredible value proposition to
users with abundant minutes for a limited period and long distance calls to any
phone in the country at low rates, a pan- India presence, superior voice quality
and data capabilities, state of the art handsets, 24 hour high speed Internet
access and a host of unique applications.

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 Vision of Reliance Communication
Reliance Communication envisions a digital revolution. With mobile devices,
net ways and broadband systems linked to powerful digital networks, Reliance
Communication ushered fundamental changes in the social and economic
landscape of India.
The Reliance Communication help men and women connect and communicate
with each other. It will enable citizens to reach out to their work place, home
and interests, while on the move. It enabled people to work, shop, educate and
entertain themselves round the clock, both in the virtual world and in the
physical world. It makes available television programmes, movies and news
capsules on demand. It unfurled new simulated virtual worlds with exhilarating
experiences behind the screens of computers and televisions.
Users of Reliance Communication's full range of services would no longer need
audiotapes and CDs to listen to music. Videotapes and DVDs would not be
necessary to see movies.
Books and CD ROMs would not be needed to get educated. Newspapers and
magazines would not be required to keep abreast of events. Vehicles and wallets
will become unnecessary for shopping.
Radiance Communication disseminated information at a low cost. "Make a
telephone call cheaper than a post card". These prophetic words of Dhirubhai
Ambani will be a metaphor of profound significance for Reliance
Communication. Reliance Communication regularly unfolds new applications.
Continually adapt new digital technologies. Create new customer experiences.
Constantly strive to be ahead of the world. Reliance Communication
transformed thousands of villages and hundreds of towns and cities across the
country.
Above all, Reliance Communication paved the way to make India a global
leader in the knowledge age.

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WORK ENVIRONMENT AND PEOPLE MANAGEMENT A

Reliance Communication is in the process of setting up best-in class work

facilities across major cities in India. At Mumbai, the Dhirubhai Ambani
Knowledge City hosts more than 3000 professionals with a range of office
complexes, food courts, avenues and boulevards, 92 fountains, video
conferencing and other advanced communication infrastructure.
Apart from the physical work setting, Reliance Communication is fostering a
work climate marked by positive energy, team work and performance ethics,
and is committed to building a non-hierarchical and open work environment, a
result driven meritocracy.
Human Resource Mission
Facilitate, coach and enable best in class and leading edge Human Resource
practices that extend enterprises of Reliance Communication and thereby
nurture a customer centric, positive-energy organization which will maximize
stake-holder’s satisfaction.
Organization structure
The organization structure defines various levels of organization i.e. Businesses,
Work center, Functions, Circles, etc. The reliance Communication organization
structure includes:
Business Units: Enterprise, Consumer, Wholesale, SAX & Web stores Work
Centers: Network (O&M - Wireless, O&M -Wire line, O&M-NLD/ O&M-
IDC, O&M-OSP, EWC-Long distance, EWC wireless, EWC-Wire "line,
OSS,ITC,NOC),
Call Center, BSS, (CRM, RA), Billing & Collection, Application& Solutions
Group
Function: HR, Commercial, Purchase/logistics, IT Infrastructure, And
Corporate Staff Function

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Work levels
The organization structure also defines the organization functions considering
the nature and scope of functions to be performed. The following four work
levels broadly indicate the nature of accountability and responsibility assigned
to role – holders at that work level.
L 1 -Leadership role, accountable for participating and leading strategy
creation and direction. Overall business and team performance responsibility for
designated area.
L2 -Managerial role, accountable for execution of business plan and
achievement of team and individual targets. Be responsible for maintenance of
key company assets (Customers, physical assets, people etc)
L3-Executive role, Responsible for achieving individual and team targets.
L4- Support role, responsible for performing assigned activities, and support
other work levels
Entrepreneurship and stretch
Today Reliance Communication offers challenging assignments and career
opportunities to Engineers, MBAs, Telecom Network and IT specialists, Profit
Center Heads and also young professionals.

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 The Current Status:

The company commenced commercial operations of its nationwide

GSM service on December 30, 2008 with a unique Customer
Experience Program (CEP) that resulted in a record addition of 5
million new subscribers in January 2009. Overall 11.3 million new
subscribers were added in quarter January to March 2009 and
achieved 113 percent growth in quarter-on-quarter subscriber
additions. GSM-based wireless mobile services were initially
launched in 11,000 Indian towns, which were later extended to cover
24,000 towns in phased manner. During 2008-09 Reliance reached a
historic landmark with launch of GSM services in 14 telecom circles
in addition to operating in existing 8 circles.
GSM (Global System for Mobile Communications: originally from
Groupe Special Mobile) is the most popular standard for mobile
telephony systems in the world. The GSM Association, its promoting
industry trade organization of mobile phone carriers and
manufacturers, estimates that 80% of the global mobile market uses
the standard. GSM is used by over 4.3 billion people across more than
212 countries and territories.
The Reliance Anil Dhirubhai Ambani Group currently has a net
worth in excess of Rs. 64,000 crore (US$ 13.6 billion), cash flows of
Rs. 13,000 crore (US$ 2.8 billion), net profit of Rs. 8,400 crore 95
(US$ 1.8 billion). The Equity Shares of Reliance Communication are
listed on Bombay Stock Exchange Limited and National Stock
Exchange Limited. The Global Depository Receipts and Foreign
Currency Convertible Bonds are listed on Luxenberg Stock Exchange
and Singapore Stock Exchange respectively.
Reliance Communications is India's truly integrated
telecommunications service provider. The Company has a customer
base of 105 million customers.39 including over 2.5 million
individual overseas retail customers. It ranks among the Top 5
Telecom companies in the world by number of customers in a single
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country. Reliance Communications corporate clientele includes 2,100
Indian and multinational corporations, and over 800 global, regional
and domestic carriers. A pan-India, next generation, integrated
(wireless and wireline), convergent (voice, data and video) digital
network that is capable of supporting best-of-class services spanning
the entire communications value chain, covering over 24,000 towns
and 600,000. Reliance Communications owns and operates the next
generation IP enabled connectivity infrastructure comprising over
190,000 kilometres of fibre optic cable systems in India, USA,
Europe, Middle East and the Asia Pacific region.

Innovative Management practices of Reliance

Communication Ltd.
Joining Kit & Formalities
On joining an employee is handed over an Employee Joining Kit to
facilitate the filling of necessary forms for benefit and enrolment etc
as given below:
 Provident Fund - In case of an employee wishes to transfer the
PF accumulation from the previous company then the
employee is required to fill up the PF Transfer form. For
joining Reliance PF Trust, the PF Nomination form is to be
filled up.
 Superannuation - In case an employee wishes to transfer the
Superannuation accumulations from the previous employer,
then he has to fill up the Superannuation Transfer Form. For
joining Reliance Superannuation Trust, the Superannuation
Nomination Form is to be filled up.
 Gratuity Nomination Form for joining Reliance Gratuity Trust.

 Medical - The employee is required to fill up the Personal

Accident Insurance converge nomination forms.
Hospitalization Insurance coverage forms for family members
(applicable for only L3/L4) and is required to fill up Health
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 Declaration form for dependant parents for coverage under
hospitalization and medical expenses insurance etc.

Work Level Work Space

L1 Cabin
L2 Cubicle
L3 Work Station
L4 Work Station

Desktop Personal Computer (PC)

All permanent employees, whose role requires them to be available at
their office desk and whose job does not involve large field travel on a
day-to-day basis, are provided with a desktop PC at their workstation
and employees on field jobs like the Field Executive, PCs are allotted
on 1:6 ratios.
Laptop Allotment
Laptops are allotted strictly on a need basis to an individual.
Wherever for technical and work-related reasons laptop is required,
the same will be made available. The laptops will not be viewed as a
perquisite or work-related automatic entitlement. However, a work
group, department or team of related functionaries may for the
collective use of the group, laptop may allot and then shared and used
by all members of the group.
Email
On joining, employee is issued email id configured as
configuredasfirstname_sumame@ril.com

Reliance’s Marketing Mix

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Marketing Mix is a model that helps us understand a company based on its
Product, Price, Place, Promotion. This model helps us in knowing what the
company has to offer at what price, where it is going to sell and the steps taken
to promote the products.
In Reliance Industries Limited’s case, it has launched a wide range of products,
from petrochemicals to retail to healthcare, etc. but we will understand its main
businesses in this model that are,
1. Reliance O2C
2. Reliance Jio
3. Reliance Retail
 
Product Strategy of Reliance
A product is nothing but a value-adding object or innovation or service which a
company sells.
 
1. Oil to Chemical (O2C)
Talking about the Oil to Chemical business, it includes oil refining, oil
marketing and petrochemical products and services.
Simplifying things further,
 Its Oil-Refining products include Refined Crude Oil
 Oil-Marketing includes Petroleum Products
 Petrochemicals include Polymers and Polyester Product Chains
 
2. Reliance Jio
Reliance Jio section offers Digital and Telecommunication services. It offers
services Jio 4G Sim Cards, Jio Gigafiber, Jio Setup Box and various other
value-added services.
 The Value-Added Services (VAS) include Jio Cloud, Jio Security, Jio
Play, Jio Cinema, Jio TV etc.
 Jio also offers affordable 4G mobile phones.
The below picture showcases Reliance Jio’s portfolio,
 

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3. Reliance Retail
Reliance Retail is the largest retailer in India and it has spread its outlets all
across India.
 The retail industry comprises Reliance New, Reliance Mart, Reliance
Digital, Reliance Home Kitchen, Reliance Home Kitchen, Reliance
iStore, and many more
 These outlets offer various products from Groceries to Electronics to
Fashion.
The below picture showcases Reliance Retail’s portfolio,

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Price Strategy of Reliance
Price here means the price it charges for the products and services it offers.
 
1. Oil to Chemical (O2C)
 In the O2C business, the pricing is as per the industry standards in most
of the cases as it’s a Business to Business (B2B) selling.
 The pricing is largely dependent upon the prices of crude oil as well as it
is a key raw material in this business
 The Prices are also set or agreed upon based on contractual agreements
which are different from the industry pricings.
 
2. Reliance Jio
In the telecommunication sector, Reliance Jio implements a cost-based pricing
strategy. Cost-based pricing refers to offering affordable prices so that every
individual can use its offerings
 Jio being the telecom sector leader it forces its competitors to charge as
per their data tariffs.
 It has various 4G Data Packs which helps the customer buy as per their
convenience
 Jio’s Giga fibres and setup box are charged as per the industry charges
 Jio’s 4G Phone is priced as low as Rs. 3,000.
 
3. Reliance Retail
 The retail division charges extremely competitive pricing.
 In the groceries division, the pricing is extremely competitive but also
gives out offers and discounts especially on JioMart
 The pricing in the electronic division depends on the products of various
companies and RIL has very little price influence on it
 In the Apparel Division, prices are set as on the lines of middle-class
demographics and also give out discounts and offer time to time
 
Place & Distribution Strategy of Reliance
Place here refers to the place the actual selling of the products and services
takes. The place where the customer can buy the products.
 
1. Oil to Chemical (O2C)

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  RIL’s O2C is a completely Business to Business (B2B) entity, the place
parameter is not necessarily of full importance as most of the orders and
consignments are done based on their previous works
 Moreover, Reliance Industries Limited has been in the business for close
to 50 years now and being the largest private sector company, everyone
in the O2C business knows about its work.
 
2. Reliance Jio
 Reliance Jio has about 1700+ stores all over the country under the name
of Jio Digital Stores
 It also has numerous sub-partners who help customers with recharges,
new sims and other services.
 It is constantly working on increasing its stores all over India to increase
the customer experience
 It also takes online orders of the above services and provides home
deliveries of the same
 
3. Reliance Retail
 Reliance Retail operates about 12,201 stores across 7,000+ cities across
India
 It also takes online orders through Jio Mart and Ajio apps to provide
home delivery of the products and thus making the life of customers
easier
 
Promotion Strategy of Reliance
Promotion refers to the measures taken by the company to increase its product’s
visibility and awareness so that customers can know about the products.
 
1. Oil to Chemical (O2C)
 RIL’s O2C business doesn’t focus much on the promotion aspect as it’s a
B2B entity
 However, its work speaks for itself and thus facilitates healthy word of
mouth promotion
 Although, RIL focuses a lot on Corporate Social Responsibility (CSR)
activities every year
 It also recently announced that the company will bear all the vaccination
costs of its employees

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2. Reliance Jio
 Reliance Jio has been active in promoting itself regularly through various
mediums.
 It has a strong social media presence and is present on Facebook, Twitter,
Instagram, Linkedin and Youtube
 On the offline part, it uses Newspaper and TV as the primary medium of
promotions
 Currently, Deepika Padukone and Ranveer Singh are its brand
ambassadors
 Previously, notable figures such as Amitabh Bachhan, Shah Rukh Khan
have been a part of this journey
 It also has a tie-up with Hotstar Disney+ which helps them in promoting
themselves even better
 
3. Reliance Retail
 Reliance Retail uses an aggressive marketing policy as it’s in a highly
competitive sector.
 Reliance Retail’s brands such as Ajio, Fresh, Footprints etc. have their
own social media presence and are present on Facebook, Instagram,
Twitter, Linkedin, Pinterest and Youtube
 It also uses Newspaper and Television as a primary offline medium of
promotion and also has brand ambassadors like Vicky Kaushal, Janvi
Kapoor and Keerthy Suresh
 
 

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Competitors Analysis of Reliance

 
Reliance Industries is into so many categories that it is competing with Google
with Jio Pay, Dmart with Reliance Retail, Embibe with Byju’s and many other
players.

Reliance O2C’s competitive analysis

1. Reliance O2C & Its Competitors

As we know the base of Reliance Industries Limited, on which it stands, is its
O2C business as also most of the current revenue comes from here. it faces its
competition with the below-mentioned companies.
1. Oil and Natural Gas Corporation (ONGC)
2. Indian Oil Corporation Limited (IOCL)
3. Bharat Petroleum Corporation Limited (BPCL)
So, Reliance O2C ranges itself in categories such as Petrochemicals, Oil
Refining and Oil exploration and Petroleum products it competes against a
group of government entities like ONGC, BPCL and IOCL.

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But what sets Reliance O2C apart is that it constantly reinvests its profit in
making the process better whereas the Government being a majority holder of
the companies like ONGC, BPCL and IOCL, takes out a hefty profit in its
account as dividend every year. So, this has created a wide gap between
Reliance O2C and its competitors.
Reliance O2C kind of has a partial monopoly in the offerings it provides.
 
2. Reliance Jio & Its Competitors
Reliance Jio is the fast-growing subsidiary of the conglomerate and has gained a
good market share since it first launched back in 2016 by offering 4G services
free of cost for a year.
 

 
 Since that day, it has been unstoppable in adding new customers every
year compared to its competitors like Vodafone Idea, Airtel and BSNL.
 But now, things are kind of slowing down for Jio as Airtel has been
working hard and has also been successful in adding more customers than
Jio since the Covid-19 pandemic
 However, the other competitors that are Vodafone Idea and BSNL have
lost more customers than ever due to their poor quality of customer
service and experience.
So, to conclude, Reliance Jio still has a healthy market share but Airtel has now
emerged as an equally competitive candidate in terms of services and the
experience offered.
 
3. Reliance Retail & Its Competitors
Reliance Industries Limited has been focusing on the retail business for years
now but in the last two to three years it has increased its focus on this segment.
It has acquired a lot of retail companies and start-ups in the last two to three
years and thus making its intentions clear of establishing itself as “The Retail
Leader” just like it had done with Jio a few years ago.
The retail arm of Reliance has been working on conquering both the online and
offline mode of retail by acquiring the Future Group and launching Jio Mart

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Its primary competitors are Dmart, Amazon and Flipkart. However, all its
competitors are working along the same lines of increasing their presence both
online and offline either through acquisitions or through building things from
scratch.
 

 
The Future Group which is acquired by Reliance Retail is under the scrutiny of
the Supreme Court and the acquisition has been halted temporarily as Amazon
has accused Future Group of violating an agreement previously agreed upon.
As it is an industry that is yet to establish thoroughly, only time will tell us
whose efforts were appreciated by the customers.
Now with this, you have an idea about how the competition is folding out in the
industry in general, let’s now understand the strategy that Reliance Industries
Limited is implementing to place itself ahead of its competitors in the next
section.
 
Marketing Strategy of Reliance
Marketing strategy helps companies achieve business objectives.
There are several marketing strategies like product/service innovation,
marketing investment, customer experience, etc. which have helped a
brand grow and place itself better in the market.
Reliance Industries’ marketing strategy focuses on implementing
aggressive marketing tactics for its telecom subsidiary, Reliance Jio
and retail subsidiary, Reliance Retail as they are Business to
Consumer (B2C) businesses.

Starting with Reliance Jio,

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1. Marketing Strategies of Reliance Jio
Jio advertises aggressively during prime-time events such as IPL in
India.
 Their “Jio Dhan Dhana Dhan” campaign is one of the most
successful campaigns of all time.
 It was launched during IPL 2017 edition and is still in the
running since then.
Jio has launched a new online portal called Jio Mart for home
delivery of its products in collaboration with its sister company
Reliance Retail.
 
2. Marketing Strategies of Reliance Retail
Reliance Retail has recently started working aggressively to increase
its presence in India. The company has launched Jio Mart that offers
home delivery of products and services to its customers.
 Jio Mart does not charge any delivery fee as of now whereas its
competitors like Amazon and Flipkart charge a mandatory
delivery fee irrespective of the size of the order. This
distinguishes Jio Mart from its customers.
It is also currently working in onboarding Local Kirana Stores and
Petty shops from all the regions of India and help them with home
delivery services for their products and offerings
So, this is how Reliance Industries’ marketing strategy is placed so
that it can be one step ahead of its competitors.
 

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FINANCES

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 CONTROVERSIES
De-merger of RIL in 2005–2006
The Ambani family holds around 45% of the shares in RIL. Since its
inception, the company was managed by its founder and
chairman Dhirubhai Ambani. After suffering a stroke in 1986, he
handed over the daily operations of the company to his sons Mukesh
Ambani and Anil Ambani. After the death of Dhirubhai Ambani in
2002, the management of the company was taken up by both the
brothers. In November 2004, Mukesh Ambani, in an interview,
admitted to having differences with his brother Anil over 'ownership
issues'. He also said that the differences "are in the private domain".
The share prices of RIL were impacted by some margin when this
news broke out. In 2005, after a bitter public feud between the
brothers over the control of the Reliance empire, mother Kokilaben
intervened to broker a deal splitting the RIL group business into the
two parts. In October 2005, the split of Reliance Group was
formalised. Mukesh Ambani got Reliance Industries and IPCL.
Younger brother Anil Ambani received telecom, power,
entertainment, and financial services business of the group. The Anil
Dhirubhai Ambani Group includes Reliance Communications,
Reliance Infrastructure, Reliance Capital, Reliance Natural Resources
and Reliance Power.
The division of Reliance group business between the two brothers
also resulted in de-merger of 4 businesses from RIL. These businesses
immediately became part of Anil Dhirubhai Ambani Group. The
existing shareholders in RIL, both the promoter group and non-
promoters, received shares in the de-merged companies.
Nepotism
Seminar magazine (2003) detailed Reliance founder Dhirubhai
Ambani's proximity to politicians, his enmity with Bombay
Dyeing's Nusli Wadia, the exposes by the Indian Express and Arun
Shourie about illegal imports by the company and overseas share
transactions by shell companies, and the botched attempt to
acquire Larsen & Toubro.

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As early as 1996, Outlook magazine addressed other controversies
related to fake and switched shares; insider trading; and a nexus with
the state-owned Unit Trust of India. Five main allegations concerning
Reliance, and which have plunged the Indian capital markets into a
period of uncertainty unsurpassed since the days of the securities
scam were:

 Reliance issued fake shares.

 It switched shares sent for transfer by buyers to make illegal
profits.
 It has indulged in insider trading in shares.
 It established a nexus with the Unit Trust of India to raise
huge sums of money to the detriment of UTI subscribers.
 It attempted to monopolise the private telecom services
market through front companies.
NICL
The Central Bureau of Investigation (CBI) filed a chargesheet in a
Mumbai Court against Reliance Industries Limited (RIL) and four
retired employees of National Insurance Company Limited (NICL),
including a former CMD, under provisions of the Prevention of
Corruption Act for criminal conspiracy and other charges. Acting on a
reference from CVC in March 2005, the CBI started probing the
conspiracy that led to the filing of the chargesheet on 9 December
2011. The 2005 complaint had alleged irregularities in issuance of
insurance policies — for coverage of default payments — by NICL to
RIL. Chargesheet also mentioned criminal offences with dishonest
intention and causing wrongful loss totalling ₹147.41 crore to NICL
and wrongful gain to the private telecom provider.
Two retired senior officials of National Insurance Company Limited
and 11 others were awarded varying jail terms by a Delhi court in Jan
2014.
RIL plane grounded
A business jet owned by Reliance Industries (RIL) was grounded by The
Directorate General of Civil Aviation (DGCA) on 22 March 2014 during a
surprise inspection, for carrying expired safety equipment on board; its
pilot was also suspended for flying without a licence.

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 SUBSIDIARIES
 Jio Platforms Limited, essentially a technology company, is a
majority-owned subsidiary of RIL. It is the result of a corporate
restructuring announced in October 2019, resulting in all the
digital initiatives and the telecommunication assets being housed
under this new subsidiary. This new subsidiary holds all the
digital business assets including Reliance Jio Infocomm Ltd,
which in turn holds the Jio connectivity business - Mobile,
broadband and enterprise and also the other digital assets (JIO
Apps, Tech backbone and Investments in other tech entities like
Haptic, Hathaway and Den Networks among others. In April
2020, RIL announced a strategic investment of ₹43,574
crore (US$5.8 billion) by Facebook into Jio Platforms. This
investment translated into a 9.99% equity stake, on a fully diluted
basis. Further in May 2020, RIL sold roughly 1.15% stake in Jio
Platforms for ₹5,656 crore (US$750 million) to the American
private equity investor, Silver Lake Partners. Intel became the
12th company to invest in Reliance Jio platforms after it invested
₹1,894.50 crore ($250 million), the total investments in Jio
platforms is ₹117,588.45 crore so far. On 16 July
2020, Google announced that it will acquire a 7.7% stake in Jio
Platforms for ₹33,737 crore.
 Reliance Retail is the retail business wing of the Reliance
Industries. In March 2013, it had 1466 stores in India. It is the
largest retailer in India. Many brands like Reliance
Fresh, Reliance Footprint, Reliance Time Out, Reliance Digital,
Reliance Wellness, Reliance Trends, Reliance AutoZone,
Reliance Super, Reliance Mart, Reliance iStore, Reliance Home
Kitchens, Reliance Market (Cash n Carry) and Reliance Jewel
come under the Reliance Retail brand. Its annual revenue for the
financial year 2012–13 was ₹108 billion (US$1.4 billion) with an
EBITDA of ₹780 million (US$10 million).
 Reliance Life Sciences works around medical, plant and
industrial biotechnology opportunities. It specialises in
manufacturing, branding, and marketing Reliance Industries'
products in bio-pharmaceuticals, pharmaceuticals, clinical
research services, regenerative medicine, molecular medicine,

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 novel therapeutics, biofuels, plant biotechnology, and industrial
biotechnology sectors of the medical business industry.

LOGISTICS

 Reliance Logistics is a single-window company selling

transportation, distribution, warehousing, logistics, and supply
chain-related products. Reliance Logistics is an asset-based
company with its own fleet and infrastructure. It provides
logistics services to Reliance group companies and outsiders.
 Reliance Solar, the solar energy subsidiary of Reliance, was
established to produce and retail solar energy systems primarily
to remote and rural areas. It offers a range of products based on
solar energy: solar lanterns, home lighting systems, street lighting
systems, water purification systems, refrigeration systems and
solar air conditioners. Merged content from Reliance Solar to
here.
 Reliance Industrial Infrastructure Limited (RIIL) is an
associate company of RIL. RIL holds 45.43% of total shares of
RIIL. It was incorporated in September 1988 as Chembur
Patalganga Pipelines Limited, with the main objective being to
build and operate cross-country pipelines for transporting
petroleum products. The company's name was subsequently
changed to CPPL Limited in September 1992, and thereafter to
its present name, Reliance Industrial Infrastructure Limited, in
March 1994. RIIL is mainly engaged in the business of setting up
and operating industrial infrastructure. The company is also
engaged in related activities involving leasing and providing
services connected with computer software and data
processing. The company set up a 200-millimetre diameter twin
pipeline system that connects the Bharat Petroleum refinery at
Mahul, Maharashtra, to Reliance's petrochemical complex
at Patalganga, Maharashtra. The pipeline carries petroleum
products including naphtha and kerosene. It has commissioned
facilities like the supervisory control and data acquisition system
and the cathodic protection system, a jack well at River Tapi, and
a raw water pipeline system at Hazira. The infrastructure
company constructed a 71,000 kilo-litre petrochemical product
storage and distribution terminal at the Jawaharlal Nehru Port
Trust (JNPT) Area in Maharashtra.

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 Network 18, a mass media company. It has interests in
television, digital platforms, publication, mobile apps, and films.
It also operates two joint ventures, namely Viacom
18 and History TV18 with Viacom and A+E
Networks respectively. It also have acquired a partial part of ETV
Network and since renamed its channels under the Colors
TV brand.

 Reliance Eros Productions LLP, joint venture with Eros

International to produce film content in India.
 Reliance Industrial Investments and Holdings Limited
(RIIHL), a wholly-owned subsidiary of RIL provides financial
services. The Company owns securities of companies other than
banks, as well as offers investment services. RIIHL bought
majority stakes in two companies - logistics firm Grab A Grub
Services Private Limited (Grab) and software company C-Square
Info Solutions - for over ₹146 crore in March 2019. RIIHL also
sponsored the Tower Investment trust (InvITs) for the acquisition
of 49% equity in RJio’s tower assets for ₹25,215 crore by the
Canadian asset management firm Brookfield Infrastructure
Partners. On April 22, 2021, RIIHL acquired the entire issued
share capital of Stoke Park Ltd, company that owns and manages
sporting and leisure facilities in Stoke Poges,
Buckinghamshire for £57 million.
 Reliance Strategic Business Ventures Limited (RSBVL), a
wholly-owned subsidiary of RIL bought a 51.78% stake in
robotics and AI firm Asteria Aerospace for ₹23.12 crore and an
85% stake in NowFloats Technologies for ₹141.63 crore in Dec
2019.[73] It also holds 18.83% in EIH Limited, the flagship
company of The Oberoi Group, one of the largest luxury hotel
chains in India. In November 2019, RSBVL invested an
undisclosed amount in SkyTran Inc. for 12.7%, increased it
further to 26.3% by April 2020. In February 2021, RIL became
the majority stakeholder with 54.46% with an additional
investment of $26.76 million.
 Reliance Sibur
 Embibe, Bengaluru-based EdTech start-up raised a funding of
₹89.91 crore from RIL in February 2020. Over a period of three

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 years, Reliance Industries had invested around $180 million in
the start-up. A part of it was towards acquiring a stake of 72.69%
from Embibe's existing investors. In December 2019, Embibe,
under the proprietary name (Individual Learning Private
Limited), announced that it picked up equity shares in Bengaluru-
based K12 start-up Fun toot (eDreams Edusoft). The deal was
capped at ₹71.64 crore in cash, which holds for 90.5% in the
equity share capital of Funtoot. In February 2020, it acquired the
rival platform OnlineTyari
 NowFloats
 Model Economic Township

Associates
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 Relicord is a cord blood banking service owned by Reliance
Life Sciences. It was established in 2002. It has been
inspected and accredited by AABB, and also has been
accorded a licence by Food and Drug Administration (FDA),
Government of India.
 Reliance Jio Infocomm Limited (RJIL), previously known
as Infotel Broadband, is a broadband service provider which
gained 4G licences for operating across India.

 Reliance Institute of Life Sciences (RILS), established by
Dhirubhai Ambani Foundation, is an institution offering
higher education in various fields of life sciences and related
technologies.
 Reliance Clinical Research Services (RCRS), a contract
research organisation (CRO) and wholly owned subsidiary of
Reliance Life Sciences, specialises in the clinical research
services industry. Its clients are primarily pharmaceutical,
biotechnology and medical device companies.
 LYF, a 4G-enabled VoLTE device brand from Reliance
Retail.

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 STRENGTHS OF RELIANCE INDUSTRIES Ltd
1.Reliance Industries is one of the biggest players in
India 
2. Strong brand name of Reliance Industries
3.Excellent financial position and strong
profitability
4.One of the few Indian companies to be featured in
Forbes
5.Employs over 25,000 people
6. The company has business spread across petrol,
energy, retail, telecom etc
7. Strong advertising and marketing through TVCs,
print, online ads, billboards etc
8. Reliance Industries has been recognized through
several awards

Weakness OF RELIANCE INDUSTRIES Ltd

1.Reliance Industries and ONGC had issues

regarding the Krishna Godavari basin exploration
2.Intense competition means limited market share
growth

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 RELIANCE INDUSTRIES Ltd OPPORTUNITIES

1.Growing demand for petroleum products is a

huge opportunity for Reliance Industries
2.Buyout of competition to strengthen its position
3. Increasing number of industries and cars in
India is a huge opportunity and potential for
growth
4. Tie-ups with global oil companies can boost
business for Reliance Industries

RELIANCE INDUSTRIES Ltd threats

1.Government regulations and strict guidelines
can disrupt operations
2.High Competition can reduce Reliance
Industries' market share
3.Environmental laws and NGOs against oil
exploration can affect business
4.Economic instability and recession can decline
margins and fuel prices

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 ENVIRONMENTAL IMP ACT
Environmental Initiatives

Reliance Power strives to preserve and uphold natural resources and

reduce the environmental impact of its products and services
throughout their lifecycle in order to be a responsible corporate citizen
The guiding principle for their environmental initiatives is the
5Rs: Reduce, Reuse, Recycle, Renew and Respect.
The imperative is to use natural resources efficiently to leave a
minimal carbon footprint and impact on biodiversity. Reliance Power
strives to develop and promote processes and newer technologies to
make all their products and services environmentally responsible.
Employees, the supply chain and other stakeholders are sensitized
through personal interactions and other channels of effective
communication. Initiatives can be measured through resource savings
in all cases. The company aims to engage with government and non-
government agencies to promote conservation.
 
Environmental initiatives for Reliance Power townships
Strategies are in place for sustainable township development in
various sites of Reliance Power by designing structures with
minimum disturbance to the topography and ecology. The various
steps towards building an eco-friendly composition are:
o In the township phase I of all sites, the construction, hostel and
housing blocks modified to accommodate and preserve existing big
trees.
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o Rainwater harvesting has been made mandatory for all sites.
o Solar heating for public buildings
o Use of energy efficient building material
o Minimum day lighting arrangements for over 75% of the area
o Energy efficient electric fixtures within minimum 3-star BEE
rating
o Water efficient plumbing fixtures
o Use of lead-free paints
o Treatment of sewage water and reuse for landscape and
irrigation purposes
 
Use of Green Technology
Reliance Power believes in using the best technology for all its
businesses to lessen the environmental impact. The company would
be using super-critical technology and ultra-super-critical technology
that enables better combustion of coal and thereby reducing the
emission levels apart from the Flue Gas-De-sulphurisation plant that
reduces sulphur dioxide emissions in flue gas. For some sites of
Reliance Power, we would be using imported coal with low ash
content. Moreover, to limit ground level concentration of pollutants,
the chimneys are being made taller at all their plant sites.
Apart from using major breakthrough technologies and initiatives,
Reliance Power has been very keen on ensuring optimum utilization
of the resources.
Of the 4000 acres of the land available with the company towards
building of the power plant, we are striving to build their plants within
minimum possible use of land using compact designs and creating
more capacity within the existing sites. The rest of the land resource is
utilized for strengthening the green belt around the plants. We
therefore ensure that we are ‘building a power plant in a forest’.
Water being another of the precious natural resource, Reliance Power
endeavours that in all their plant sites the design and the technology
will use only minimum required amount of water and further employ
100 per cent recycling too.

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The company is also involved in implementing green steps like the
fly-ash collected from the plants which is further recycled for use by
using it in manufacture of concrete bricks. Events and days of
ecological importance are celebrated to raise awareness for
conservation of natural resource. Environmental sanitation with
special emphasis on solid waste management, waste segregation and
vermin-composting are practiced at site locations.

MISSION

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 o To attain global best practices and become a leading power
generating company.

o To achieve excellence in project execution, quality, reliability,

safety and operational efficiency.

o To relentlessly pursue new opportunities, capitalizing on

synergies in the power generation sector.

o To consistently enhance their competitiveness and deliver

profitable growth.

o To practice highest standards of corporate governance and be a

financially sound company.

o To be a responsible corporate citizen nurturing human values

and concern for society.

o To improve the lives of local community in all their projects.

o To be a partner in nation building and contribute towards India’s

economic growth.

o To promote a work culture that fosters learning, individual

growth, team spirit and creativity to overcome challenges and
attain goals.

o To encourage ideas, talent and value systems and become the

employer of choice.

o To earn the trust and confidence of all stakeholders, exceeding

their expectations.
o To uphold the guiding principles of trust, integrity and
transparency in all aspects of interactions and dealings.

  Working at Reliance Group

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The Reliance Group is one of the biggest private sector employers in
India. With the help of a robust, consistent and meritocratic HR
framework, Reliance continues to maintain a progressive people
environment, where purpose driven talent is attracted and engaged.
Reliance’s entrepreneurial culture aims to motivate all employees to
play an integral role in the company’s growth.

Learning and Development

Reliance identifies and develops high potential talent within the
organisation and provide them with accelerated learning and growth
opportunities. There are various initiatives taken by the organisation
to achieve this, including on-the-job training, digital learning,
coaching and workshops.

CAREER ACCELERATION PROGRAMME (CAP)

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CAP is one of the flagship cadre development programmes for middle level
managers and provides them with multi-faceted learning, development and
mentorship opportunities. It grooms them for senior level leadership roles.

STEP-UP PROGRAMME
This highly focused programme was introduced in 2015 to prepare high
potential employees to be skill-ready for their transition into next level
leadership roles in the organisation.

SPECTRUM
Spectrum is a week-long initiative aimed at strengthening the learning
culture at Reliance. The initiative draws participation from thousands
of employees, who engage in a plethora of learning activities, where
one could learn anything right from how to play the flute to how to
beat pollution.

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 Diversity and Inclusion
Their people represent diverse nationalities, cultures, genders, abilities,
generations and experiences. Reliance strives to create a comprehensive
workplace environment and leverages its rich and diverse human resource
with a sustainable competitive advantage where each one is provided with
an opportunity to participate, contribute and grow.

R-AADYA
‘R-Aadya–Awaken the Senses’ is Reliance’s flagship mentoring programme
designed for women across Reliance with an objective to prepare them for
leadership positions. In this programme employees from different businesses
are assigned internal mentors from senior leadership with other interventions
and engagement sessions making this a wholesome learning experience.

SAKSHAM
Saksham is dedicated to highlight the strengths and contributions of their specially-
abled associates. Through Saksham, Persons with Disabilities (PwD) at Reliance
gain a platform to share their stories and experiences through various performances
and leadership talks.

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Employee Engagement and Welfare
“Their people are their strength.” This is the reason Reliance regularly
conceptualises and implements initiatives to enhance employee engagement and
welfare. Their aim is not only to boost productivity, but also to create an enjoyable
work environment and a vibrant community.

RELIANCE FAMILY DAY (RFD)

RFD is one of the biggest corporate celebrations in India, celebrated to
commemorate the birth anniversary of Reliance Founder Chairman Mr. Dhirubhai
Ambani. A host of indoor and outdoor activities, before and during the event, are
planned for employees and their families as part of the celebrations. In addition,
several awareness campaigns are carried out and blood donation camps are
organised. RFD truly reflects the spirit of ‘One Reliance’ – one of their six values.

BRING YOUR FAMILY TO WORK

Bring Your Family to Work (BYFW) is an initiative that fills employees’ family
members with pride and brings both home and work families together. Every
year’s BYFW event witnesses thousands of colleagues and family members
participating in a plethora of activities and awareness initiatives. In a bid to raise
environmental awareness, saplings and recycled products are given away as
souvenirs.

R-SWASTHYA

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R-Swasthya provides for preventive, curative and promotive aspects of not only
the physical but emotional, mental, spiritual and financial aspects of wellness.
Initiatives are designed to educate employees about lifestyle modifications to
prevent early cases and complications of chronic lifestyle disorders.

CASHE
The Change Agents for Safety Health and Environment (CASHE) movement is a
step towards inculcating the best practices in the field of occupational health,
safety and environment. Through monthly and yearly reviews, and a project
charter, CASHE helps create a culture of healthy and safe workplace.

REFERS
Reliance Employee and Family Emergency Response Services (REFERS) offers
continuous assistance in case of any medical, accident, fire or security exigencies.

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 MAJOR HR ISSUES FACED BY RELIANCE
 ISSUES IN RELIANCE COMMUNICATIONS
 EMPLOYEE RETENTION
 POOR HR POLICIES
 CASH AND COMPENSATION ISSUES

1.CASH AND COMPENSATION ISSUES:

Cash and compensation issues is a major problem faced by HR

managers in reliance communications. There is more pressure on HR
function to pay more incentives and basic pay for the employees.
However, reliance paying basic salary to each individual employees
the company faces more pressure to meet the employee benefits.

2.EMPLOYEE RETENTION ISSUES:

Most of the companies face the same problem of employee lay-offs.

So, the organisation has to prevent the issue by retaining the
employee by providing good working condition and benefits
whichever the employees need. In reliance industries there are so
many employees leave the company due to lack of co-ordination
between workers. The organisation tries to check the issue but fails
sometimes.

3. POOR HR POLICIES:

The policies and practices adopted by the HR managers regarding

their networking sector is an important example. They brought some
new plans in mobile networking sector like low call rate for mobile
users, low internet browsing charge. Etc., but the competitors like
AIRTEL communications, BSNL network, VODAFONE facilitated
some more exciting offers than the reliance. In that situation the
Reliance communication hesitated to change their HR policies and
techniques.

From the graphical representation of reliance communications profit

from 2007 to 2012, we can easily determine that the profit is coming
down in last two years comparing to the past this is due to the poor
HR issues as mentioned above. The company is earning a high growth
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in 2008 and 2009 which is around 55000 million and it is dramatically
falling down in the upcoming years. That means the company is
facing some major HR issues and also high competition from other
companies, so the organisation must change their HR policies
eventually.

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 SUGGESTIONS TO OVERCOME THE HR
ISSUES

Nowadays telecommunication industry is facing high competition

from other telecommunication companies,

If the company has no good HR strategies the company cannot exist

in the highly competitive world. Reliance communication is facing
some HR issues as mentioned above, to overcome this problems
company must do some good HR restructuring process in the
company. The first main issue is;

Cash and compensation issues- 

As it is a major problem the company must find a good solution to

overcome this issue, the suggestion to solve this problem is to pay
cash and compensation based on the experience of the employees. As
mentioned above the company is paying a basic salary to each
individual, first of all the company must change this basic payment
method, and the compensation and benefits must be paid according to
the experience and skills of each individual. So, the company can
reduce the cost of labour so the company can meet the compensation
and benefits of each individual according to the profit earned by the
company.

Employee retention issues–

Retention of employees is another HR issue faced by the company,
nowadays a lot of employees are leaving the company due to high
pressure of work and lack of co-ordination between employees are the
main employee retention issues faced by reliance communication, to
reduce this problems reliance must provide good working
environment to reduce the pressure of work, communication is
another way to overcome this problem good communication between
the management and staff will make a good understanding between
the employees and management, this will increase employees
confidents and reduce the work pressure. A high rate of employees
resigning their job and going to other companies who offer better
63 | P a g e
working environment. Better co-ordination is another way to improve
employee retention, co-ordination will improve better relationship
between employees and management. And this will result increase
employee’s confidence and work efficiency.

Poor HR policies- 

Due to high competition in communication industry lots of companies

introducing new HR techniques to improve their company goodwill.
Reliance communication is following the traditional HR policies and
plans so the company is facing high market competition from other
companies, to exists in the competitive market company must
improve their HR strategies and policies. Nowadays companies are
providing good offers to the employees so the company must realise
the problems and try to overcome such issues.

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 CONCLUSION

The phenomenal success of Reliance was very much a product of

the pre-1991 regime of Indian capitalism, though the group was
also able to make use of that success as the foundation to benefit
greatly from the subsequent liberalization process. This of course
begs the question—was Reliance truly an outsider which forced
its way into the Indian business elite by achieving business
success and overcoming the disadvantages of not being initially a
part of it? Or was its success itself based on its finding a way to
become a privileged insider and making use of the means made
available by that privilege? On balance, it would seem that the
Reliance story was a specific reflection of the fact that in Indian
capitalism business success has heavily relied upon securing
means—financing, technology and state support—from the
outside rather than on creating technological and managerial
capabilities within firms that would be proprietary in nature.
Many, though not all, older members of the business elite were
able to use precisely this feature to transform their enterprises and
grow even as the industrial landscape changed and the industries
in which they had originally established themselves declined in
importance. Reliance’s success and the way it was achieved,
however, serves to establish that the degree of influence
commanded by a business firm did not have a simple relationship
with its past business success, as the causality also operated in the
other direction. The growth of Reliance and the survival among
the elite of those it joined thus had common roots—highlighting
in the process the persistence of the mercantile element in Indian
capitalism. Given this, it cannot really be said that the rise of
Reliance was an expression of a fundamental transformation in
the nature of India’s capitalist class. That the ability to influence
government decisions has been an important facet of Reliance’s

65 | P a g e
success even after 1991 (Guhathakurta 2014) would suggest that
some essential features of Indian capitalism have survived the
transition to liberalization.

BIBLIOGRAPHY
o  "Company History – Reliance Industries Ltd". The
Economic Times. Archived from the original on 28
September 2013. Retrieved 26 August 2013.
o  "Reliance Industries: Milestones of an oil giant –
Slide 9". NDTV.com. Archived from the original on
2 October 2013. Retrieved 25 August 2013.
o  "About us, Reliance
Logistics". Reliancelogistics.com. Archived
from the original on 21 November 2010.
Retrieved 18 August 2013.
o www.business-standard.com
o https://www.britannica.com/biography/
Dhirubhai-Ambani
o WWW.QUORA.COM
o News channel NDTV , INDIA TODAY ,CNBC ,
ECONOMIC TIMES ETC

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