RIL Clocks .₹ 7.4kcr Q4 Profit on Re­fin­ing, Petrochem Boost

Gross re­fin­ing mar­gins in Q4 rise to $10.8/bar­rel even as turnover falls 9%; Net profit for en­tire FY16 rises to a record 27,630 cr Jio Launch Af­ter Waves In­te­gra­tion HDFC Bank Net Jumps 20% in Q4

The Economic Times - - Front Page - Our Bureau

Mum­bai: Re­liance In­dus­tries posted a 16% in­crease in quar­terly net profit, buoyed by record per­for­mance at its re­fin­ing and petro­chem­i­cals busi­nesses, and the com­pany said it is en­cour­aged by the ini­tial feed­back for its am­bi­tious broad­band ven­ture. For the Jan­uary-March quar­ter, Re­liance re­ported a net profit of .₹ 7,398 crore, com­pared with the av­er­age es­ti­mate of .₹ 7,302 crore in a Bloomberg poll of an­a­lysts.

Turnover fell 9% to .₹ 64,569 crore. For the full fis­cal year, con­sol­i­dated net profit rose to 17.2% to .₹ 27,630 crore while turnover dropped 24% to .₹ 2,96,091 crore.

Its Jam­na­gar re­fin­ing com­plex, the world’s largest, earned $10.8 for each bar­rel of crude it pro­cessed in Jan­uary-March, up from $10.1 a year ear­lier, although it was slightly lower than the $11.5 recorded for the De­cem­ber quar­ter. Turnover Net Profit EPS (Rs) 64,569 7,398 25.1

RIL to spend on capex in 2016-17, of which:

will go for re­fin­ery & petrochem ex­pan­sion 70,863 6,381 21.7 -8.9 15.9 15.7 2,96,091 27,630 93.8

will go to­wards Re­liance Jio 3,88,494 23,566 80.1 MUKESH AM­BANI Chair­man, Re­liance In­dus­tries -23.8 17.2 17.1 grew 21% Re­tail busi­ness

Petrochem biz re­ported op­er­at­ing mar­gin of

in Q4 while rev­enue fell yearon-year

date for Re­liance Jio broad­band ser­vices

Hopes to restart

re­tail out­lets by end of cur­rent fis­cal year

RIL Chair­man Mukesh Am­bani said the com­pany’s down­stream hy­dro­car­bon busi­nesses saw a year of out­stand­ing achieve­ment

Not too long ago, when Hyundai Mo­tor was plan­ning to start a third shift at its Alabama plant in the US, a team of about 30 peo­ple vis­ited the Korean com­pany’s Chen­nai fac­tory to un­der­stand, among other things, the shift pat­tern, lo­gis­tics man­age­ment and peo­ple move­ment.

Ford Global Busi­ness Ser­vices, which em­ploys close to 14,000 peo­ple in In­dia, of­fers var­i­ous ser­vices to Ford Mo­tor’s global oper­a­tions, in­clud­ing in IT, ac­count­ing, engi­neer­ing ser­vices and data an­a­lyt­ics.

Suzuki repli­cated Maruti Suzuki’s dealer man­age­ment sys­tem at Suzuki Pak­istan. The Maruti sys­tem mea­sures op­er­a­tional per­for­mance of the com­pany’s nearly 2,000 deal­er­ships. The Ja­panese par­ent uses the Maruti-de­vel­oped, IT-based ware­house man­age­ment sys­tem at its In­done­sian sub­sidiary, Suzuki In­doMo­bil. In­dian ex­ec­u­tives were roped in to help their for­eign coun­ter­parts in th­ese process trans­fers. “Man­ag­ing the ware­house for parts is a com­plex process. Given the wide range of Maruti Suzuki mod­els, and the need to ser­vice a mas­sive na­tional net­work in time, the com­pany has cre­ated an ef­fec­tive ware­house man­age­ment sys­tem for parts. This too is be­ing adapted in other mar­kets,” said a Maruti spokesper­son. As the world moves to­wards more of soft­ware and soft skills, there is a larger recog­ni­tion of ex­cep­tional work done by com­pa­nies in In­dia and global or­gan­i­sa­tions are will­ing to take the good work to other ge­ogra­phies and oper­a­tions, said VG Ramakrishnan, man­ag­ing di­rec­tor of Avan­teum Ad­vi­sors. “We should ex­pect In­dian en­ti­ties of global or­gan­i­sa­tions hav­ing larger im­pact on global busi­ness in fu­ture.” Ac­cord­ing to Mercedes-Benz, its In­dian plant is on par with those in Ger­many in terms of process qual­ity and sta­bil­ity.

In In­dia, Mercedes doesn’t pro­duce the en­tire car, but as­sem­bles it from im­ported kits. But the maker of the S-Class saloon and GLA sports util­ity ve­hi­cle is in­creas­ing the use of lo­cal parts to make its prod­ucts more af­ford­able here. Copy­ing the pro­cesses and prac­tices al­lows the com­pany to quickly set up fa­cil­i­ties in other sim­i­lar emerg­ing mar­kets, such as Brazil.

When the Brazil­ians were at the Chakan plant, ev­ery vis­i­tor was as­signed a men­tor, with both work­ing closely un­til the end of the train­ing, said Arora, the ex­ec­u­tive di­rec­tor of oper­a­tions at MercedesBenz In­dia. And he sees In­dia play­ing an in­creas­ingly key role when­ever and wher­ever the com­pany sets up a new plant.

“How­ever, what kind of role we shall play, can’t be de­fined now,” he said. “It can be in the do­main of train­ing, best prac­tice shar­ing, shar­ing of IT sys­tems, tech­ni­cal change man­age­ment ex­per­tise, etc.”

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