1. RISK BEARING FACTOR
AFFECTING THE INTERNAL
ECONOMICS OF SCALES OF
RELIANCE JAMNAGAR
REFINERY.
PRESENTED BY:-
JYOTI KUMARI(12)
NAVNEET BISHT(18)
RAHUL KUMAR(21)

2. OVERVIEW:-
 RELIANCE AT GLANCE.
 CHALLENGE,RISKS & CONCERNS.
INTERNAL CONCERNS.
 ENVIRONMENT SAFETY
CONTROLLING GHG
CMD
TECHNOLOGY
 RELIANCE AGRO INITIATIVES.
 SAFETY MEASURES.
 TALENT MANAGEMENT.
 BETTER RELATIONSHIP WITH STAKEHOLDERS.
 HANDLINGS PERCEPTION OF POLYETHENE BAGS.
 RESEARCH DEVELOPMENT.

3. RELIANCE AT GLANCE
 The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private
sector enterprise, with businesses in the energy and materials value chain. Group's annual
revenues are in excess of US$ 58 billion. The flagship company, RIL, is a Fortune Global 500
company and is the largest private sector company in India.
 Backward vertical integration has been the cornerstone of the evolution and growth of
Reliance. Starting with textiles in the late seventies, Reliance pursued a strategy of
backward vertical integration - in polyester, fibre intermediates, plastics, petrochemicals,
petroleum refining and oil and gas exploration and production - to be fully integrated along
the materials and energy value chain.
 The Group's activities span exploration and production of oil and gas, petroleum refining
and marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals),
textiles, retail, infotel and special economic zones.
 Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fibre
producer in the world and among the top five to ten producers in the world in major
petrochemical products.
 Revenue US$ 58.55 billion (2011)
 Net income US$ 04.54 billion (2011)
 Total assets US$ 63.84 billion (2011)
 Total equity US$ 34.12 billion (2011)
 Employees 22,661 (2011)

4. CHALLENGES, RISKS AND CONCERNS
 Technology Challenges.
 Operational Risks.
 Inventory Risks.
 Logistics Risks.
 Pricing Risks.
 Extensive International Competence.
 Tightening Supply-Demand Scenario.
Feedstock integration, lower operating costs and high
operating rates are critical for profitability in the
petrochemicals business.
RIL has successfully maintained high operating rates on the
back of strong domestic demand and a balanced portfolio of
liquid and gas-based crackers.

5. INTERNAL CONTROLS
 RIL’s internal control systems are commensurate with the nature of its
business and the size and complexity of its operations.
 These systems are designed to ensure that all the assets of the Company are
safeguarded and protected against any loss and that all the transactions are
properly authorized, recorded and reported.
 The Company has an internal audit function, which is empowered to examine
the adequacy and compliance with policies, plans and statutory requirements.
 It is also responsible for assessing and improving the effectiveness of risk
management, control and governance process.
 The internal audit function team comprises of well-qualified, experienced
professionals who conduct regular audits across the Company’s operations.
 The management duly considers and takes appropriate action on the
recommendations made by the statutory auditors, internal auditors and the
independent Audit Committee of the Board of Directors.
 RIL has well established policy towards maintaining the highest standards of
health, safety and environmental norms while maintaining operational
integrity.
 This policy is strictly adhered by all RIL manufacturing facilities.

6. Risks Relating to Our Business
The Project involves engineering, construction and other commercial risks,
including:
 The availability of financing on acceptable terms;
 The acquisition of additional land to construct the Project and notification
of the project site as an SEZ;
 Reliance on third parties to construct and complete, among other things,
the Project, power and port facilities, pipelines and storage tanks;
 Engineering design and technological changes;
 Mobilizing the required resources, including housing and training a large
workforce;
 Failure to obtain necessary governmental and other approvals;
 Changes in management’s views of the desirability of our current plans;
 Changes in market conditions;
 Actions of our competitors;
 Accidents, natural disasters and weather-related delays;

7. CONTROLLING GREENHOUSE GASES EMISSIONS
 Climate change is a major issues facing
mankind today.
 For this RIL, has adopted Clean
Development Mechanisms.
 They have identified several projects during
the year of which four are currently in
progress of validation with the UN
framework conversions on climate changes.
 They are trying to lower the greenhouse
gases by cleaner technologies.

8. CLEAN DEVELOPMENT MECHANISM
 RIL has built in-house capacity to develop CDM projects and obtain the
registration and issuance of the same in the form of Certified Emission
Reductions (CERs) from the United Nations Framework Convention Climate
Change (UNFCCC).
 In FY-11, RIL undertook validation of two renewable energy CDM projects
harnessing solar and biomass energy.
 These projects have received host country approval from Ministry of
Environment and Forest, Government of India.
 Biomass based process steam generation project is at the final stage of
registration at UNFCCC.
 Also, verification audit of one of the registered projects at Patalganga
Manufacturing Division has been conducted in FY-11.
 UNFCCC has approved the changes proposed by RIL to the small scale
methodology for “Recovery and recyling of materials from solid wastes” to
include PET recyle.
 RIL has undertaken replacement of CFC based chiller units with new energy
efficient non-CFC chillers.

9. Role of ICT
IN
Reliance Agro-Initiatives
Jamnagar
9

10. Vision
To establish a pilot project aimed at fulfilling the
Founder Chairman’s vision of bringing Waste lands
into productive usage …in the process transforming
the arid desert refinery site into an ever green
environmental show piece.
10

11. Objectives
1. Improve visual relief, biomass, aesthetics, & ecology and abet pollution.
2. Transform arid lands of Jamnagar Farms to an evergreen environment
3. Maximize Financial returns by optimal utilization of resources.
4. Catalyze faster agricultural growth and higher wealth generation through
agriculture.
11

12. Plantation Plan
Category Area in acres No.of plants
Greenbelt 122 172,000
Greenbelt 730 501,800
commercial
Med & Arom. 127 1222,800
plants
Landscaping 563 1,065,300
Coastal eco- 126 793,000
development
Total 1750 37,54,900
12

13. Crop Mix
Crop Area in acres No of plants
Mango 375 102,000
Other fruits 150 27,000
Teak & Sawan 287 205,000
Bamboo 50 20,500
13

14. Mango Production Technology
1. Varieties: Kesar- 90% + Alphonso -5% +Exotics& others 100 var. 5%
2. High Density Planting: 5m X 3m, i.e. 666 plants/ha
6m X 2m, i.e.. 833 plants/ha
3. INM - based on soil and leaf analysis
4. Fertigation
5. Pruning to hedge row
6. Application of Paclobutrazol (Cultar)
7. IPM
8. High productivity of 25MT/ha at steady state
14

15. Crop :Cultivars
Fruit Varieties
Chiku Kalipatti, Cricket Ball,
Dharwad Selection
Pomegranate Ganesh,Arakta,Mridula
Ber Umran, Gola
Amla NA7, Krishna, Anand-1 & 2.
Tamarind PKM-1
Grapes Thompson Seedless,Flame
15

16. Crop :Cultivars
Fruit Varieties
Guava L-49, Allahabad Safeda
Litchi China, Shahi
Cashew Vengurla-4, Vengurla-7
Sweet Orange Mosambi, Kinnow
Mandarin Nagpuri
Grape Fruit Marsh
Avocado Seedlings
16

17. Timber Crops
•Teak (Tectona grandis) and Sawan (Gmelina arborea).
•HDP with 2200 to 2778 plants/ha.
•Fertigation.
•Irrigated with ETP water.
•Thinning.
•Teak :
• 50% in 6th year.
• 50% of remaining in 12th year.
• Harvesting in 17th to 20th year. 18 cft/tree.
Sawan :
• 50% in 6th year.
17

18. Achievements
“Perhaps the most organized Corporate initiative
witnessed in India in the farm sector”
------Cornell Faculty visit, Jan 2002
18

19. Various technologies used by ril to
reduce ghg & voc’s are:-
 Combustion Devices
Incinerators
Flares,
Heaters.
 Recovery/Recapture Devices
Condensers
Adsorbers etc.
 Specific techniques for transfer
racks/storage emissions

20. Changes MADE by use of these
technologies:-

21. ENSURING SAFETY OF PEOPLE & ASSETS
 Change Agents for Safety, Health & Workplace Environment programme. This
programme focuses on workplace improvements to promote healthy work places
and reduce health and safety risks.
 SAFFETY OBSERVATION PROCESS” (ReSOP), focuses on the behaviour safety
aspect of all personnel. It also focuses on Process Safety Management (PSM) the
company has undertaken special initiatives like “PROJECT HEALTH CHECK” to
reduce safety risk and prevent injuries in the short term by identifying and
addressing the safety issues requiring immediate attention.
 The Company has state-of-the-art Occupational Health Centres (OHC) at its
manufacturing divisions and major offices.
 RIL's medical and occupational health departments are also in the forefront to
prevent lifestyle diseases such as heart problems, hypertension, diabetes and
communicable diseases such as malaria, tuberculosis and HIV / AIDS through a
series of regular health awareness sessions, daily health tips and personal
counseling.
 RIL's HSE Management System (HSE-MS) has been further strengthened with
new initiatives.

22. ATTRACTING AND RETAINING TALENTED
PROFESSIONALS:-
 RIL has adopted TALENTS DEVELOPMENT & RETENTION PROGRAMS.
 They have also included INNOVATIVE CAREER MANAGEMENT &
MANAGERIAL DEVELOPMENT PROGRAMS.
 RIL aspires to be one of the most innovative companies in the world.
 The Reliance Innovation Leadership Centre designs, develops and
deploys programmes in realizing this vision anchored around this
agenda.
 LEAP has been designed to inspire the RIL family through the life, work
and experience of global innovation leaders. Sustainable growth of any
organisation has one important element- generation, exploitation and
management of its IP.
 RIL’s patent portfolio is on the upswing, both in quality and quantity
terms including protection in overseas markets.

23. UNDERSTANDING OUR
STAKEHOLDERS BETTER
 One of the important measures for the sustain
ability in earning the contest of the stakeholder co-
operate & grow.
 To able to achieve, them, it is important to
understand them better.
 For this RIL, has adopted STRUCTURED
STAKEHOLDER ENGAGEMENT METHOD,
 The outcomes of the structured feedback is the
refinement in their reporting structure & the
inclusion of achievement & opportunity.

24. HANDLINGS PERCEPTION OF
POLYETHENE BAGS
 The biggest disadvantage is handling perception
of polyethene bags which effect the
environment adversely as they are non-
biodegradable products.
 For this RIL has adopted SUSTAINABILE
ENVIRONMENTS FOR DEGRADATION.
 For example:-
 PCL,PLA,PBAT or AAC.
 Hydrolysis by hydrolytic scission of the ester
bonds in the chain backs one for which suitable
environment can be compostable,
biodegradable & marine degradable.

25. RESEARCH DEVELOPMENT
 The Company focuses its attention to fundamental R&D for sustainability of its
business, advanced technical services, enhancing internal capability to develop
basic engineering packages, and in building capabilities.
 In refining, the focus areas include maximising light olefins yields from the
fluidised catalytic cracker (FCC), improving propylene recovery in FCC; advanced
characterisation of crude and evaluation of chemicals for desalting; increasing
efficiency and reliability of refinery processes and enhancing process capabilities in
coking technology to help widen the crude operating window.
 In the petrochemicals area, the focus is on providing technology support to ensure
efficient asset utilisation, development of specialty grades/materials, development
of catalysts /additives for cost reduction, value addition to by-product streams,
and leveraging opportunities at the chemicals/oil interface.
 RIL is involved in some cutting-edge technologies like fuel cells, carbon fibres, bio-
fuels, and gasification of several types of feedstocks.
 RIL is the sole industry partnerin the New Millennium Indian Technology
Leadership Initiative (NMITLI) project on indigenous Fuel Cell.

26. References:-
 www.ril.com
BIBLOGRAPHY:-
 DEVELOPMENT OF NATIONAL EMISSION
STANDARDS FOR PETROCHEMICAL PLANTS.pdf
 Profitability improvement in the oil refinery.pdf
 Annual report for the yaer 2010-2011.pdf
 Final report ICMZ.pdf
 PDD_waste%20gas_RIL_JN_Version3.pdf
 Relptroleum.pdf
 Reliance.pdf