2. BUILDING RELIANCE
 Dhirubhai was born on December 28, 1932, to Hirachand Govardhandas
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Ambani and Jamunaben Hirachand Ambani.
He was the middle of five children, three boys and two girls.
His father was a local school teacher in a village called Chorwad in the
Junagadh district of Gujarat.
After his matriculation in 1949, Dhirubhai left for Aden, (now in Yemen) at the
young age of 17.
His first job was to fill gas and collect money at a Shell petrol station, earning
Rs 300 a month.
Within a few years, he rose to the position of a sales manager in the same
company.
After working for eight years in Aden, Dhirubhai decided to come back to India
and start something on his own.

3. BUILDING RELIANCE
 On December 31, 1958, he came back to Mumbai and started the Reliance
Commercial Corporation (RCC) with a borrowed capital of Rs.15,000. RCC was
mainly involved in exporting commodities like
ginger, cardamom, pepper, turmeric, and cashewnut. Using his connections in
Aden, he exported a wide range of commodities to Aden. Aden, being a free port
attracted lot of exports.
 In the mid 1960s, the Government of India (GoI) introduced an export
promotion scheme under which the earnings from the export of rayon fabrics
could be used for the import of nylon fiber.
 In the mid 1960s, the Government of India (GoI) introduced an export
promotion scheme under which the earnings from the export of rayon fabrics
could be used for the import of nylon fiber.
 This attracted Dhirubhai's attention and he decided to switch from spices to
textiles.

4. BUILDING RELIANCE
 In 1966, he set up a spinning mill at Naroda 20 kms from Ahmedabad
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with borrowed funds of Rs 2,80,000 and registered it (Reliance Textile
Industries) as a powerloom unit with a paid up capital of Rs 150,000.
Another program, the High Unit Value Scheme introduced by the GoI in
1971 gave tremendous boost to Reliance textiles.
The scheme allowed the import of polyester filament yarn against the
export of nylon fabrics.
RCC was benefited the most from this scheme and its exports constituted
more than 60% of exports under this scheme.
There were rumors that the scheme was solely devised for Dhirubhai.
Dhirubhai strongly denied the allegations saying that Reliance cannot be
blamed for taking advantage of the scheme „when others kept their eyes
shut.‟

5. BUILDING RELIANCE
 He said “I do not consider myself cleverer than my colleagues in the industry. If
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there was a very large margin of profit, why did they not take advantage of it?”
When the High Unit Value scheme ended in 1978, Dhirubhai focused his
attention on the domestic market.
During this time, Reliance Textiles was not a very well known name in the
domestic market.
His first priority was to establish the Vimal brand, under which Reliance
Textiles sold its fabrics in India.
An advertising programme was launched to facilitate its entry into the domestic
market.
Dhirubhai knew that a strong brand image was crucial for winning the
consumer's confidence.
To achieve this objective, Reliance tried to emphasize the superior quality of its
fabric in all its advertisements.

6. BUILDING RELIANCE
 Besides this, Dhirubhai also took steps to develop an efficient distribution
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system for Vimal as he found that the existing marketing channels were
inadequate and inefficient.
Dhirubhai adopted the concept of company stores from its main
competitor, Bombay Dyeing and pursued it on a grand scale.
Dhirubhai toured the entire country intensively, offering franchises to
shareholders. Dhirubhai promised that Reliance would provide financial and
advertising support.
In his search for high volumes, Dhirubhai identified a new market - the
nonmetro urban segment.
By 1980, Reliance fabrics were available all over India through 20 company
owned retail outlets, over 1000 franchised outlets, and over 20,000 retail
stores.

7. EXHIBIT I
RELIANCE GROUP OF COMPANIES
RELIANCE •RIL was the world's second-largest producer of polyester
INDUSTRIES staple fiber and polyester filament yarn, the third-largest
LIMITED
producer of paraxylene, the fourth-largest producer of purified
terepthalic acid, and the sixthlargest polypropylene producer.
It operates the world's largest grassroots multi-feed cracker at
its Hazira petrochemicals complex.
•RPL is India's largest private company in terms of sales, second only to
RELIANCE
PETROLEUM RIL in terms of profit, net worth and assets. The first refinery to be set
LIMITED
up by the private sector in India, RPL is the world's largest grassroots
refinery, and the seventh-largest refinery in the world at any single site,
having a capacity of 27 million tonnes per annum. The refinery has the
technical capability to deliver products of international specifications
(even beyond Euro II norms). It is the only refinery in India capable of
producing gasoline with less than 1 percent benzene content, and diesel
with less than 0.05 percent sulfur content.

8. EXHIBIT I
RELIANCE GROUP OF COMPANIES
RELIANCE
CAPITAL
LIMITED
The company focuses on infrastructural investments and insurance. The
company also seeks attractive opportunities in the financial services
sector. The company is also into leasing. RCL has invested in areas like
power, telecommunications, ports etc. In 2002, RCL also entered the
life insurance and general insurance business.
RELIANCE
INDUSTRIAL
INFRASTRUCTURE
LIMITED
RIIL is engaged in the business of infrastructure and leasing activities. The
company has operations in Surat, the Mumbai-Pune belt and in Jamnagar. The
company has so far transported over 16 million metric tons of petroleum
products through product pipelines. No failure or leakage has been reported
during its 10 years of operations.
RELIANCE
POWER
Reliance pursues its interests in the power sector through BSES (Bombay
Suburban Electricity Supply). BSES and its subsidiaries provide electricity
services to more than 5 million consumers, covering an estimated population
of 45 million. As on March 31, 2002, Reliance was the single largest
shareholder in BSES, with an equity stake of nearly 38%, and 2 nominees
on the board of directors of the company, out of a total of 9.

9. EXHIBIT I
RELIANCE GROUP OF COMPANIES contd...
RELIANCE RIL holds a 26 % equity stake in Reliance Telecom Limited (RTL). Incorporated in
TELECOM 1998, RTL provides cellular telephony services in 15 states, 118 cities and towns in
India. The company holds a license for providing basic telecom services in the state
LIMITED
of Gujarat and the union territories of Daman, Diu, Dadra and Nagar Haveli. The
company has initiated both infrastructure build-up and marketing activities so as
to launch commercial services in rural, semi-rural and urban short distance charging
areas (SDCAs).
RELIANCE
GENERAL
INSURANCE
COMPANY
LTD.
RGICL is one of the first non-life insurance companies to get license from
IRDA. It is one of the few companies in the private sector, which provides
complete insurance solution. The company has a state-of-the-art technology
which enables it to fulfill the needs of its insurance customers.
RELIANCE
LIFE
SCIENCES
PRIVATE
LIMITED.
Reliance Life Sciences Limited was incorporated in January 2001.
The company taps business opportunities in the fields of medical
biotechnology, plant biotechnology, industrial biotechnology,
contract research and clinical trials.

10. EXHIBIT I
RELIANCE GROUP OF COMPANIES contd...
RELIANCE Reliance Infocomm provides a host of communication services: from
INFOCOMM. restrictive wireline connectivity to the all pervasive wireless technology;
from public service telephone network to broadband; from analogue to
digital transmissions; and from plain voice telephony to virtual
networks. The company aims to set up a nationwide, worldclass
broadband communication infrastructure comparable with the best in
the world. Reliance Infocomm plans to start its services in three well
defined phases: The first phase begins in 2003 and aims at providing
the Reliance India Mobile service through a nationwide wireless
network reaching out to nearly 90% of India's population. The second
phase beginning in mid 2003, aims at bringing about enterprise netway
revolution, by providing 100 mbps Ethernet links. The final phase
begins in end 2003, with the objective of bringing about a consumer
convergence revolution, by providing high speed Ethernet links to
enlighten every home with an entire range of television channels, highspeed telephony, audio conferencing, videoconferencing and video on
demand.

11. EXHIBIT II
THE AMBANI FAMILY TREE

12. CHRONOLOGY OF EVENTS
YEAR
EVENTS
1932
Dhirubhai Ambani was born.
1949
At the age of 17, he went to Aden, and worked for A. Besse & Co., the sole selling distributor of Shell products.
1958
Dhirubhai Ambani returned to India.
1958
Started his first company in Mumbai, Reliance Commercial Corporation, a commodity trading and export house.
1966
Set up a textile mill in Naroda, Ahmedabad - the first step in Reliance's road to success.
1977
Reliance goes public and heralds the equity cult in India.
1980
Announces Rs 1 billion Patalganga project to integrate into fibres.
1986
Dhirubhai suffers stroke. Anil and Mukesh catapulted to the hot seat.
1988
Fibre intermediates and chemical production starts.
1989
Floods ravage Patalganga complex.
1991
First plant of the Rs 90 billion Hazira project commissioned.
1992
First ever GDR by an Indian company.
1993
Expansion into plastics and PVC.
1994
Major expansion planned to triple Hazira petrochemical‟s capacity to 6 mtpa.

13. CHRONOLOGY OF EVENTS
Jan,
1994
Chosen 'Businessman of the Year 1993' by Business India.
1994
Awarded the Companion Membership of the Textile Institute, UK, anaward
which is limited to 50 living members who have "substantially advanced the
general interests of the industries based on fibres.
1995
Becomes the first Indian company to report a net profit of Rs 10 billion.
1996
Becomes the first Indian company to be rated by S&P and Moody's.
1997
World's largest multi-feed cracker commissioned in Hazira, first Asian company to
raise 100-year debt.
1997
Commences cellular services.
1999
World's largest grassroot refinery commissioned at Jamnagar.
2001
Reliance life sciences incorporated.
2002
RPL merged with RIL.
2002
Wins IPCL through competitive bidding.
6-Jul2002
Dhirubhai Ambani passes away.

14. EXHIBIT IV
BACKWARD INTEGRATION

15. EXHIBIT V
MANAGEMENT MANTRAS OF DHIRUBHAI AMBANI
Growth has no
limit
- keep revising
your
vision
If you make one grand plan and stick to it without updating it with new
inputs, adapting to new forces and adopting new practices, then it is a
recipe for disaster. Remember, a goal is worth it only if you get there. And
growth is life.
Leap, look, leap
There is a saying that there are only three kinds of people. Those who
make things happen. Those who watch things happen and those who say
what happened. Those that belong to the first category think big, project
it with clear vision and then move with great speed to achieve their goal.
Nurture and
motivate the youth
The youth are energetic and brimming with new ideas, and have talent
and a desire to excel. Extend them the support they need, nurture them.
Each one of them has an infinite source of energy. Create the right
environment and they will deliver with glorious returns on investments.
Build competencies
Holding people hostage to core competencies restricts
them. It is more productive to create competencies around
people and processes to create value. This promotes
flexibility, encourages growth and the value add-on will far
exceed anything a conventional approach can bring.

16. EXHIBIT V
MANAGEMENT MANTRAS OF DHIRUBHAI AMBANI
Break out of
your
orbit
The world is a series of hierarchically stacked orbits. To be
successful, you have to break out of your orbit and enter the one
above. After a spin in that orbit, you must break into the next one
and so on till you reach the top.
Bet on people 'trust' is a five
letter word for
success
Trust is the most valuable thing and it is also the most valuable
thing that you can give. There is nothing like partial trust - you
either trust completely or not at all. Trust is the foundation of
growth.
Reject
incremental
thinking
Piecemeal, blinkered and incremental thinking guarantees slow
and stunted growth. True growth can come only with lateral
thinking with multiple options and paths to attain a goal. Always
encourage people to think out - of - the - box. Ideas are no ones
monopoly.
Be humble
Humility in success is the greatest virtue. Realize that success is a
matter of hard work and teamwork – of employees, shareholders
and well-wishers. Never let them down and always let them feel
they are a part of the family. In turn, they will never let you down.

17. EXHIBIT V
MANAGEMENT MANTRAS OF DHIRUBHAI AMBANI
Shun pretence
A leader is not afraid to say he or she does not know. There is
no equitable distribution of knowledge expertise and energy.
Do what you can do to acquire knowledge and apply it.
Delegate the rest to the best.
Detail. Detail.
Detail
God is in the detail. Worship it. There isn‟t a single successful
individual enterprise or nation that has succeeded without
paying attention to detail. Some will argue and say 'simplify'. I
say simplify the process but never forsake detail. Work with
determination and
perfection and success will follow.
Achievement is
history. Look
ahead.
This is often the most difficult to achieve but the most crucial
for continued success. Any achievement is instant history; it
becomes the past as soon as it is achieved. How you build on
that achievement decides how far you go.

18. EXHIBIT VI
ACHIEVEMENTS OF DHIRUBHAI AMBANI
YEAR
ACHIEVEMENT
June,
1998
Leading business magazine, Business Barons placed Dhirubhai Ambani
in its list of 'India's 25 Most Influential Business and Financial Leaders'.
June,1998 Chosen as „Star of Asia‟ by Business Week, USA.
June,1998 Awarded the Dean's Medal by the Wharton School, University of
Pennsylvania for setting an outstanding example of leadership.
October,
1998
Dhirubhai Ambani is the only Indian industrialist to feature in
the 'Business Hall of Fame' in Asiaweek.
July, 1999
Declared as the 'Most Admired Indian Business Leader' by The Times of
India
August,
1999
Placed amongst 'The Power 50 - India's 50 most powerful
decision-makers in Politics, Business & Finance', Business
Barons.
Decembe Voted as 'Indian Businessman of the Century' in Business
r,1999
Barons Global Multimedia Poll.

19. EXHIBIT VI
ACHIEVEMENTS OF DHIRUBHAI AMBANI
December, Chosen by the Indian Merchants Chamber as 'An Outstanding Visionary of the
1999
20th Century' in recognition of his unique achievements and contribution in the
development of industry and capital markets in India.
January,
2000
Voted as 'Creator of Wealth of the Century‟ in The Times of India poll.
January,
2000
Voted the most admired Indian of the millennium in the field of Business &
Economics in 'Legends - A Celebration of Excellence‘ poll audited by Ernest &
Young for Zee Network.
January,
2000
Chosen as one of the three 'makers of equity' by India Today in its special
millennium issue '100 People Who Shaped India in the 20th Century'.
March,
2000
Indian Entrepreneur of the 20th Century' award by FICCI, for his meticulous
scripting of one of the most remarkable stories of business endeavor of the 20th
Century.
November,
2000
'Man of the Century' award by Chemtech Foundation and Chemical Engineering
World for his contribution to the growth and development of the Indian
chemical industry.
August,
2001
The Economic Times Award for Corporate Excellence and Lifetime Achievement.
February,
2002
Conferred the Lifetime Achievement Award by India HRD Congress.