Reliance Industries Limited’s immediate focus should be to embark on a ‘value unlocking’ journey on the invested capital. Speedy restructuring into focussed business is the only way to achieve this.
The aim is to add a million in headcount in three years, primarily in the retail arm, as the company transforms itself into an enterprise that now includes two mega consumer and technology businesses.
The oil-to-telecom behemoth has created a strong balance sheet that supports growth plans for three hyper-growth engines—Jio, Retail, and O2C. And as part of CSR, it’s also in the healthcare space.
The oil-to-telecom conglomerate is trying its best to deal with the second wave of Covid-19-induced disruptions in its retail operations. But it will be difficult for Reliance Retail to escape unhurt.
The Mukesh Ambani-led cash-rich giant is all set to carve out its traditional oil-to-chemicals business into an independent subsidiary, and create a holding structure by itself.
The two new growth engines—telecom and retail—strive to take India’s largest corporate to a new peak while its traditional businesses continue to be a drag.
Urban Ladder—once a darling of investors—saw a drastic reduction in its valuation and was sold to Reliance Retail Ventures at a much lower price. Where did it go wrong?
