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Business
The Economist July 9th 2022
Schumpeter SelfReliance
The future of its biggest company is important for India itself
I
ndia inc’s business calendar has only one contender to rival Berkshire Hathaway’s famous shareholder gathering. The sub continent’s equivalent of that “Woodstock for capitalists” is the annual general meeting of Reliance Industries. Like Warren Buf fett’s shindig it usually features a celebratory crowd of devoted in vestors (although not the same quality of corporatefi nance in sights). The company’s founder, Dhirubhai Ambani, an upstart en trepreneur from Gujarat, was also an outsider with a nose for op portunities. He built India’s largest company from a humble trading and textiles fi rm into a vast conglomerate. It has contin ued to expand after his death under the leadership of his son Mu kesh Ambani and today encompasses petrochemicals, refi ning, telecoms, a shopping app and retail stores—among other things. The importance of the resulting entity to India is impossible to overstate. With a market value of $206bn, the fi rm’s revenues are the equivalent of 3% of the country’s gdp. Among India’s largest 500 public companies, it is responsible for 6% of sales and profi ts, 7% of total capitalisation and a staggering 18% of capital invest ment. Jio, the telecoms division, provides service to 410m Indians, and is the latest in a series of massive, stomachchurning capital intensive bets that have paid off over the years. The retail opera tions are by far the largest in India, encompassing 15,000 shops. Its refi nery and petrochemicals operation in the northwest of the country is among the biggest in the world. In short, any change at Reliance aff ects India as a whole—and it appears that change may well be on the way. The rumour mill has been abuzz because this year the annual meeting, usually held in June or July in Mumbai, has yet to be scheduled. Mr Ambani seems to have largely withdrawn from public appearances. The company says he is spending time in Jamnagar, the site of the company’s massive oil refi nery. India’s gossipy business world, where no fi gure receives more attention, is alight with talk that he may be suff ering from health problems. The company says he is well and continues to attend public func tions within the restrictions of a pandemic. On June 28th the company said that Mr Ambani would step aside from the chairmanship of Jio Infocomm, a subsidiary of the telecoms arm, in favour of his 30yearold son, Akash. The next
day reports emerged that Akash’s twin sister, Isha, would soon head Reliance’s retail operations. And on July 3rd the Hindu Business Line, a newspaper, said that Mr Ambani’s wife, Nita, already a director of Reliance, was favoured by some on the board to become a vicechairman of the company. Another son, Anant, is also said to be positioned to take over running part of its energy operations. Interpreting these rumours is tricky. Perhaps they refl ect pru dent succession planning. Mr Ambani is 65, not old for an Indian tycoon, but it is time to start teeing up the next generation of lead ers. Even if his children were to take over the running of some of the group’s major subsidiaries, they would ideally have years more experience at management and building teams before even being considered as candidates qualifi ed to take over Reliance itself. And Reliance’s history shows the drawbacks of leaving it too late. Soon after Dhirubhai died in 2002 a brutal succession battle broke out between Mr Ambani and his brother, Anil, which ended with the company being split into two, and Anil’s side of the business fading into obscurity. Whenever he departs, there is little debate that Mr Ambani’s ex it would constitute a huge loss for the company. Reliance has a loyal cadre of managers but he is regarded as the driving force be hind every facet of Reliance’s business from strategy to fi nance. He is seen as having the ability to deal with the complicated judicial, political and economic currents of India better than anyone. Whether in telecoms, energy or retail, Reliance has navigated and benefi ted from innumerable rules and rulings that make ham strung competitors seethe with envy. Ensuring that this continues will be a tall order for the next generation at Reliance. Perhaps most important, Mr Ambani has continued a pattern that his father began: betting the fi rm on enormous and risky pro jects within India. Some of these wagers have not worked well: Re liance’s attempt to develop gas fi elds in the Bay of Bengal has been underwhelming, for example. But some have been been both jaw droppingly daring and successful. Reliance’s telecoms and digital operation required huge upfront investments—its assets are now $49bn, according to Bloomberg data, up from close to zero a de cade ago. And by bringing cheap communications to the masses it has helped transform Indian society. This may go some way to explaining the respect now shown to Reliance even by its critics. Unlike classic crony capitalism where the extraction of rents is paramount, Reliance’s huge level of rein vestment mean its return on capital is modest: below 10% every year for the past decade. Already the next big bet is being lined up. Profi ts from refi ning are providing tens of billions of dollars for investments in renewable energy infrastructure in a country with a shortage of power generation and an overdependence on fossil fuels that will need to be remedied soon. A reliable appetite for risk One theory is that the annual meeting has been delayed while a breakup of the company is debated. The fi rm is certainly in good nick. After India went into lockdown in 2020 it brought minority investors, including Google, into its digital arm. The cash was used to slash debt. Refi ning profi ts are at high levels, notwith standing the recent imposition of a windfall tax by the govern ment. Jio enjoys a steady subscriber base and rising tariff s. Reli ance’s retailing arm is profi table and expanding. All this suggests Reliance, or its constituent parts, could plod on without Mr Amba ni at the helm. But would the group still have the appetite to un dertake some of the boldest bets in global business? n
