Reliance Industries - The Dispute between Mukesh and Anil Ambani (Part A)

 
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Case Details:
Case Code : HROA009
Case Length : 08 pages
Period : 2004
Pub Date : 2004
Teaching Note :Not Available
Organization : Reliance Industries
Industry : Petrochemical
Countries : India

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Excerpts

Background Note

Reliance was not just any other family owned business. It was India's largest private sector company with annual sales in the region of Rs 90,000 crore. Reliance not only provided livelihood to over 80,000 employees but also accounted for over 3% of the nation's GDP and 10% of the revenue collected.

Its empire stretched from well heads to plug points. Reliance was owned by a clutch of 14 companies which in turn were owned by a complex web of investment outfits, the control of which extended to over 1,400 entities...

Human Resource and Organization Behavior | Case Study in Management, Operations, Strategies, Human Resource and Organization Behavior, Case Studies

The Road Ahead

Press reports indicated that Mukesh had offered Anil 30% of the group while he retained 70%. As part of the deal, Mukesh wanted Anil to withdraw from RIL. Anil had apparently rejected this offer. He wanted 40% of the group and was not prepared to quit the RIL Board.

Anil was vice chairman and managing director of RIL. He ran Reliance Energy as well as Reliance Capital but these companies accounted for only Rs. 5,622 crore of the Rs. 1,35,490 crore empire. For Anil, this was clearly inequitable...

Exhibits

Exhibit 1: The Reliance Group
Exhibit 2: Brief History of Reliance
Exhibit 3: Ownership Pattern

 

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