Management Discussion and Analysis

VALUE CREATION FOR THE STAKEHOLDERS

STRATEGIC ADVANTAGES AND COMPETITIVE STRENGTHS

RIL as an integrated E&P Operator is India’s leading Deepwater Operator. Globally, a distinguished leading operator in the execution of complex deepwater projects and operations. Portfolio also encompasses unconventional assets which includes CBM and US Shale assets.

Quality asset base and world class capabilities

Deepwater

• First and only greenfield deepwater project in India
• Development of 3 TCFe resources in the KG D6 Block in progress

Coal Bed Methane

• India’s largest surface footprint unconventional hydrocarbon project and highest CBM producer

Partnerships

• JV with BP in India synergising its strengths in project execution and operations with BP’s vast E&P experience
• JV with Chevron and Ensign in US shale assets

India’s premier gas producer

Will be a major contributor to India’s quest for clean energy as a leading producer of gas

Safety

Over 12 years of safe operation, with safety record among the best in the world since the commencement of production in deepwater block KG D6 and CBM

MARKET ENVIRONMENT

Nations worldwide are in pursuit of cleaner and greener energy to reduce the carbon footprint. Gas is the ideal transition fuel in the energy mix for the foreseeable future. In India, gas consumption within the energy mix is expected to triple by year 2030 from current levels of 5% to 15% with strong demand from Fertilizer, Power, Refining and other industrial sectors and the rapidly emerging City Gas Distribution sector.

Oil prices softened in 2019 due to oversupply. Brent and West Texas Intermediate (WTI) averaged US$64/bbl and US$57/bbl respectively in 2019, US$7/bbl lower than 2018 averages. Throughout the year, crude oil prices were under pressure due to increase in US production which muted the impact on prices due to, drone attacks on oil production facilities in Saudi Arabia, OPEC+ production cuts, and US sanctions on Iran and Venezuela. However, with COVID-19 destroying demand, coupled with the delay in OPEC+ in agreeing on production cuts, the oil market is in turmoil with prices falling over 70% since October 2019.

Natural gas production in the US set a record in 2019, averaging 92.1 BCF/d leading to reduced gas prices. US Henry Hub gas price averaged at US$2.6/MMBTU compared to US$3.0/MMBTU in 2018.

Given the global demand for gas is projected to grow by 4-5% y-o-y and in absence of investments in LNG projects in the next five years, gas prices are expected to rebound faster and continue its uptrend for most of the decade.

Sub-sea structures

COVID-19 RESPONSE

OIL AND GAS PORTFOLIO

Notes

1. Assignment of 10% of NIKO PI to RIL (66.67%) and BP (33.33%) was approved by Government of India, and PSC amendment is complete.

2. Panna Mukta PSC expired on 21st December 2019 and Field was handed over to GoI nominee ONGC.

3. Mid and South Tapti field PSC also expired on 21st December 2019 and decommissioning activity for facilities underway.

4. GS-OSN-2000/1 was relinquished during the year.

5. Ensign took over from Pioneer as operator

FINANCIAL AND OPERATIONAL PERFORMANCE

FY 2019-20 revenues for the Oil and Gas segment decreased by 35.8% y-o-y to `3,211 crore. Volumes from domestic upstream fields and US shale were lower because of natural decline and slowdown in development activity. Segment EBITDA was at `353 crore as against `1,642 crore in the previous year. For the year, domestic production (RIL share) was at 38.8 BCFe, down 34.1% y-o-y and in US Shale (RIL share), business was 80.4 BCFe, down 14.9% y-o-y basis.

OPERATIONAL PERFORMANCE

Domestic

Major Updates/Highlights

KG D6

D1D3 field was India’s first deepwater gas field to be put on production in April 2009. While there were initial setbacks due to geological surprises, the RIL-BP joint venture through its efforts and further investments extended the field life upto February 2020, maximising recovery from the field.

The KG D6 Block has so far produced an overall 3 TCFe of Gas, Oil and Condensate. The block has established several global benchmarks in terms of operational performance, including 99.9 % uptime and 100% incident-free operations. Majority of the production facilities established for development of the gas fields will be utilised towards development of the three new fields.

KG D6 Deepwater Development Update The development of three deepwater fields, R-Cluster, Satellite Cluster and MJ fields is on track for commencement of production in FY 2020-21. The R-Cluster fields which will come onstream first, will have a peak production of 12.9 MMSCMD, about 10% of India’s current gas production. The combined production from the three fields will ramp up to 30 MMSCMD in 2023 when all the fields are onstream.

R-Cluster

Drilling and completion of six development wells has been successfully completed.

All major sub-sea installation works such as installation of 18” subsea pipeline tie-back to Control and Riser Platform (CRP), subsea structures, in-field pipelines including PLETs, subsea Umbilicals have been completed along with testing. Currently precommissioning work is ongoing.

Existing facilities, including CRP and Onshore Terminal (OT) are being made ready to receive gas from the field.

The field is on track for start of production this year.

Sale of gas, through an open and transparent bidding process, is being pursued.

Satellite Cluster

Fabrication, assembly and testing of subsea production system is on track. 16” Satellite gas evacuation pipeline and suction piles for subsea structures have been installed during the first offshore installation campaign in Q1 2020. The second offshore installation campaign is scheduled to commence in Q3 FY 2021. Drilling and Lower Completion activities of five development wells have also commenced during the year and will get completed this year.

MJ

All contracts have been awarded. Engineering, procurement and manufacturing activities for FPSO, Subsea production system, Risers and Umbilicals are currently underway. Drilling campaign commenced in March 2020 with mobilisation of second drilling rig, ‘West Polaris’.

CBM (Sohagpur East & Sohagpur West)

RIL is currently producing Coal Bed Methane (CBM) from its block SP (West)– CBM–2001/1. Nearly 230 wells are on production with production averaging ~1 MMSCMD in the year.

To sustain production plateau, development activities of phase II of block SP (West)– CBM–2001/1 are being undertaken. Phase II included drilling and completion of 67 wells along with an additional Gas Gathering Station (GGS) and associated water gathering stations for collection and processing of CBM Gas and water respectively.

Reliance Gas Pipeline Limited, a subsidiary of RIL, has commissioned the 302 km Shahdol-Phulpur Pipeline from Shahdol (MP) to Phulpur (UP). This pipeline connects the CBM Gas fields with the National Gas Grid providing access to consumers across the country.

US Shale

In 2019, Reliance focused on preserving long-term value through continued development with strict capital discipline and use of latest technology on completion design.

Chevron focused on their “factory model” on development optimisation and brought two new well pads on stream by year-end with an optimised completion design. Also, the first well in the Utica formation was successfully put into production.

Ensign Natural Resources (ENR) took over operatorship from Pioneer in Q2 CY 2019 and commenced development activity with one rig. 21 new wells were put on stream, 9 of which were for completions only, as wells had been drilled by Pioneer already. Overall results demonstrated lower costs (~20%), improved cycle times (down by ~20%) and improved performance (initial production ~15% higher) when compared to 2017 performance.

Reliance’s aggregate capital investments across JVs increased y-o-y and was US$ 263 million during CY 2019, reflecting development momentum in Chevron during early 2019 and restart of activity in Ensign JV.

For 2020, major focus areas include value maximisation, retaining optionality, improving execution efficiency and cost structure.

Operational Performance

In 2019, the JVs together drilled 62 wells and put 51 wells on production.

Gross JV production was ~0.53 BCFe/d for the 2 JVs, down 14% y-o-y. Reliance’s share of production and sales were at 80.4 BCFe and 70.5 BCFe, respectively in CY 2019, compared to 93.5 BCFe and 84.0 BCFe in CY 2018.

CHEVRON JV

JV operated areas had significant increase in development activity during early 2019 which was followed by slowdown beginning Q4 2019, considering low gas prices. There was 1 rig operating in JV operated area.

Gross JV production declined by 4% to 127 BCFe from 131 BCFe in CY 2018, reflecting slowdown activity. However operational efficiency had improved and well performance remained strong. Reliance share of net Sales volume stood at 43.7 BCFe vis-à-vis 45.2 BCFe in CY 2018.

ENSIGN JV

In 2019, Ensign was focused on bringing the DUC (Drilled Uncompleted) wells online followed by new drills in core CGPs. Development activities commenced in July 2019, with 1 rig and 1 frac crew remaining mobilised for the balance 2019. With zero activity in H1 2019 and natural decline of the existing wells, average Gross JV production was down 29% at 66 BCFe vis-à-vis 93 BCFe in CY 2018 and Reliance share of net sales volume was at 26.9 BCFe vis-à-vis 38.7 BCFe in CY 2018. The share of liquids improved from 66.5% to 67.4% in CY 2019.

EXPLORATON OUTLOOK

RIL’s exploration strategy is focused on catchment areas in proximity to existing KG D6 block to leverage existing infrastructure. RIL won the block KG UDW-1 in the ultradeep waters of KG basin in the OALP round II. The mapped play is in geologically challenging domain and will require stateof- the-art technology in acquisition and processing to preserve amplitude fidelity for ultimate drilling decisions.

RIL is also looking for similar opportunities in the Mahanadi basin where it has discovered resources in the block NEC- 25 from NELP-I.

TECHNOLOGY AND INNOVATIONS

RIL’s endeavour towards creating E&P digital platforms aims to free up the locked down data structures, workflows and functionalities inside the native architecture of OEM solutions. The objective is to make them more interoperable through “Open Standardised Interfaces”, so that there is a good degree of freedom to innovate solutions to the business problems. This would achieve the “layered modular software architecture” which enables the delivery of products and services to the consumers of the E&P business, in a truly platform ways of working.

SOLUTIONS AS PART OF THE E&P DIGITAL PLATFORM

All these solutions deliver the following value propositions:

• Reduce manual efforts in collecting, collating and processing the information.
• Integrate workflows/ information-flows and bring in cross-domain collaborations among various technical and support functions, resulting in ease and new ways of doing the work.
• Enhance collaboration as teams work with an “outcome-based approach”.

I-UDH Installation

CRP modifications underway

UPDATE ON ARBITRATIONS AND OTHER LEGAL ISSUES

KG D6 COST RECOVERY ARBITRATION

Arbitration claim commenced by the Company in November 2011 seeking declaration that it is entitled to recover 100% of its contract costs under the PSC for the KG D6 Block. Parties have filed their respective pleadings before the Arbitral Tribunal as part of arbitration proceedings.

PUBLIC INTEREST LITIGATIONS (PILS)

Three PILs were filed before the Supreme Court in 2013 against the Company in relation to the KG D6 PSC, seeking reliefs in the nature of disallowance of cost recovery, quashing GOI’s decision to approve certain gas price formula and termination of PSC. The Company has submitted that the underlying issues in the PILs are already subject matter of ongoing arbitrations relating to the KG D6 Block. Matter is still pending in the Supreme Court.

PMT ARBITRATION

Arbitration was initiated by BG Exploration and Production India Limited and RIL (together the Claimants) against the Government on December 16, 2010 under Production Sharing Contracts (‘PSCs’) for Panna – Mukta and Tapti blocks due to difference in interpretation of certain PSC provisions between Claimants and Government. The Arbitral Tribunal by majority issued a final partial award (‘2016 FPA’), and separately, two dissenting opinions in the matter on October 12, 2016. Claimants challenged certain parts of the 2016 FPA before the English Courts, which delivered its judgment on April 16, 2018 and remitted one of the challenged issues back to the Arbitral Tribunal for reconsideration. The Arbitral Tribunal decided in favour of the Claimants in large part vide its final partial award dated October 1, 2018 (‘2018 FPA’). The Government and Claimants filed an appeal before the English Commercial Court against this 2018 FPA. The English Commercial Court has rejected Government’s challenges to 2018 FPA and upheld Claimants’ challenge and has remitted the underlying issue in challenge back to the Arbitration Tribunal for determination. Claimants have filed an application before the Arbitral Tribunal seeking increase in the PSC Cost Recovery Limit and the same is sub judice. Arbitral Tribunal is yet to schedule recomputation of accounts and the quantification phase of the arbitration, which will take place post determination of Claimants’ request for increase in cost recovery limit under the PSCs. The Government has also filed an execution petition before the Hon’ble Delhi High Court under sections 47 and 49 of the Arbitration and Conciliation Act, 1996 and Section 151 of the Civil Procedure Code, 1908 seeking enforcement and execution of the 2016 FPA ignoring the judgements of English High Court and the subsequent Tribunal Awards. The Claimants content that Government’s Execution Petition is not maintainable. Government’s Execution Petition is currently sub judice.

DISPUTE WITH NTPC

NTPC filed suit in 2006 for specific performance of contract for supply of natural gas of 132 trillion BTU annually for a period of 17 years. This suit is still pending adjudication in the Bombay High Court and the Company’s fact witnesses in the suit are to be cross examined by NTPC.

ARBITRATION RELATING TO ALLEGED MIGRATION OF GAS

GOI sent a notice to the KG D6 Contractor on November 4, 2016 asking the Contractor to deposit approximately US$ 1.55 billion on account of alleged gas migration from ONGC’s blocks. RIL, as Operator, for and on behalf of all constituents of the Contractor, initiated arbitration proceedings against the GOI contesting its unfair claim. The Arbitral Tribunal vide its Final Award dated July 24, 2018 upheld Contractor’s claims.

GOI filed an appeal on November 15, 2018 before the Hon’ble Delhi High Court, under section 34 of the Arbitration Act, against the Final Award of the Arbitral Tribunal and the appeal is currently pending adjudication before the Hon’ble Delhi High Court.

WRIT PETITION FILED AGAINST FIR IN ANTI-CORRUPTION BUREAU

In 2014, four individuals filed a complaint to the Chief Minister of the Government of National Capital Territory of Delhi alleging collusion between the then Ministers of the Central Government and the Company in relation to increasing the price of gas produced by the Company from the KG D6 Block. The Chief Minister of Delhi had ordered the ACB to register the FIR and investigate the matter.

The Company has filed a Writ Petition before the Hon’ble Delhi High Court questioning the jurisdiction of the ACB in registering the case against the Company. The Company has contended that the ACB lacks jurisdiction to file the case. The matter is currently pending before the Hon’ble Delhi High Court.

CSR ACTIVITIES

KEY PERFORMANCE INDICATORS

VALUE CREATION

As a responsible organisation, Reliance believes in creating value for the society it operates in. Throughout the years Reliance has made conscious efforts to improve its performance on energy and water footprint and created value for society.

RELIANCE’s GOALS FOR SUSTAINABLE DEVELOPMENT

MANAGING NATURAL CAPITAL AT RELIANCE

GOVERNANCE OF NATURAL CAPITAL MANAGEMENT AT RELIANCE

Manufacturing locations prepare environmental and sustainability action plans, as part of their Annual Operating Plan. The progress of implementation of such plans are regularly reviewed at site level and by the ‘Environmental Compliance Review Committees’, every quarter. These plans and their status of implementation are further reviewed and assessed by the group Safety and Operation Risk (S&OR) team. The S&OR team present the performance and initiatives to the Board every quarter. Health, Safety & Environment (HSE) Board Committee monitors and ensures the highest level of environmental, health and safety norms within the company.

Reliance strives to improve its environmental performance continuously with enhancement in its current practices and implementation of management systems across all locations. The Company’s aim is to promote ‘Nature Neutral’ practices across its operations and value chain

MANAGING NATURAL CAPITAL – towards a better planet

Reliance remains focused on its main objectives of furthering statutory compliances and improving the organisation’s environmental performances through sustainability initiatives. The compliance systems and processes continue to be strengthened with rigorous internal and external audit processes and review by Environmental Compliance Review Committees. Reliance’s initiatives have been recognised by various domestic and international agencies. Reliance aligns the organisational level environmental performance with UN Sustainable Development Goals and prepare environmental sustainability plans to achieve these objectives. The thrust areas in the sustainability drive are reduction of freshwater consumption, resource conservation, GHG emission reduction and increase in green cover.

During the year, these efforts were rewarded when

• Hoshiarpur manufacturing division achieved the distinction of being the first polyester yarn manufacturing site in India to receive the coveted ‘GreenCo Gold rating’.
• Dahej manufacturing division was awarded the ‘International Green Apple Environment Award, 2019’ by ‘The Green Organization, UK’ for environmental best practices/green initiatives implemented.

CLEAN AIR

ENERGY EFFICIENCY

At RIL, energy management encompasses energy related technologies, systems, tools, standards, best practices and procedures and also the supporting business processes and organisational structures. Cost-optimal investment into energy efficient technologies, coupled with supporting organisational and governance practices meets the challenge of energy savings and reduced production costs while maintaining product quality, safety and desired production volumes. At Reliance, the consideration towards cleaner air is built into each stage of business operations viz; (a) strategic decision making, (b) process design and later (c) continuously improving efficiency through its operational life.

STRATEGIC INVESTMENTS

1. Stabilised Gasification operations produce syngas of 950 TPH which has helped to reduce Natural gas consumption.
2. Reliable supply of hydrogen from gasification complex has minimised hydrogen generation from our own units.
3. Gas turbines at Jamnagar are being retrofitted in a phased manner to facilitate syngas firing capability with reduced NOX and SOX emissions.
4. The cogeneration power plants at Hazira Manufacturing Division (HMD) and Dahej Manufacturing Division (DMD) and the hot oil unit at Patalganga Manufacturing Division (PMD) have optimally switched fuels and reduced their energy costs, owing to the reduction in natural gas prices.

DESIGN STAGE

The Company’s initiatives on clean technology, energy efficiency and renewable energy include:

• Use of heat pump compressors at reboilers of butane- 1 distillation column and butane prefractionation column at High Purity Iso-Butylene (HPIB) plant.
• Use of steam condensate as a heat source for distillation column reboiler at HPIB plant.

OPERATIONS STAGE

1. Optimisation of steam, power and hydrogen on an hourly basis across various complexes at JMD.
2. Minimised flaring from new paraxylene plant’s Reformate Splitter Column with an innovative Subcooled Reflux Scheme.
3. Generation of medium pressure steam in Heavy Naptha Unionfining Unit and platformer section by installation of hot separator.
4. Replicated the benefit of modifying crude preheat exchangers for better heat recovery and to reduce fuel consumption in crude heaters.
5. Optimisation of dryer regeneration cycles in gas dryers of C2 Complex to reduce steam consumption.
6. Replicating the use of an advanced distillation technology for the separation of petrochemical Naphtha.
7. Increasing process efficiency by inhouse modifications in carbon recovery package in Petcoke Gasification.
8. Evaluation of an advanced Heat Integrated Distillation technology is in progress.
9. To reduce GHG emissions at the complex level, New Cracker Furnace configuration is being studied.

RIL incentivises and celebrates ideas pertaining to energy conservation in company wide forums like Mission Kurukshetra and focused annual event like energy conservation week.

PERFORM ACHIEVE AND TRADE TARGETS

Seven manufacturing locations of RIL have been given specific energy consumption targets under Perform, Achieve and Trade scheme by Government of India. These include, chlor-alkali unit at Dahej, Jamnagar refinery and petrochemical units at Dahej, Nagothane, Hazira and Vadodara and textile unit at Naroda. RIL is currently working with Bureau of Energy Efficiency (BEE), Ministry of Power, for closure of Perform, Achieve and Trade Cycle II.

Energy conservation / Resource Conservation

OBJECTIVE

Energy conservation by reducing the load on chillers

CHALLENGE/SITUATION

For Reliance Jio Infocomm Limited site operations, Heating, Ventilation and Air Conditioning (HVAC) system plays major role in total energy consumption. Precision Air conditioners and Chiller system along with air handling units are installed in server rooms to maintain the desired temperatures and ventilation.

Details: Hot Air Aisle containment inside the server rooms are installed for achieving more efficiency for Precision Air Handling Unit (PAHU).

IMPACTS

Faster cooling, improved ventilation

By implementing hot aisle containment, hot air in the server room moved in upward direction and provided clear separation between cold and hot air. This has improved overall thermal performance.

This has improved overall thermal performance by reduction in numbers of PAHUs and lowering carbon emission.

ENVIRONMENTAL PERFORMANCE

To set organisational boundaries for consolidated GHG emissions, RIL has utilised the operational control approach for the various entities covered under the Report. Accounting of GHG emission at RIL is based on its group level internal standard which is based on standards and guidelines issued by GRI, WRI/WBCSD, IPIECA and ISO 14064.

RIL has registered eight Clean Development Mechanism (CDM) projects with the United Nations Framework Convention on Climate Change (UNFCCC). These projects are related to energy efficiency, use of renewable energy and cleaner fuels. 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 UNFCCC.

GHG EMISSION REDUCTION

The climate change mitigation strategy and energy conservation initiatives implemented by the RIL team help reduce GHG emission of the organisation’s operations. RIL endeavors to adopt the best available technology and equipment in its operations, entailing least energy consumption. The dedicated energy teams across the manufacturing locations continuously work towards reducing specific energy consumption. These initiatives result in reduction of GHG emission from RIL’s operations. Additionally, the renewable energy projects also help achieve significant GHG emission reduction. During the year, the Company installed 52kW roof top solar panels at Patalganga manufacturing division. A total GHG reduction of 351.4 ktCO2e was achieved due to various energy conservation and renewable energy initiatives by the Company.

REDUCTION IN FUGITIVE EMISSION

RIL practices ‘Leak Detection and Repair’ programme across all its major sites to prevent and reduce fugitive emission. The good preventive maintenance practices at RIL’s manufacturing divisions also help prevent fugitive emissions eg.installing of double mechanical seals in pumps and valves to reduce fugitive emission (PMD).

RIL continues to encourage inclusivity by celebrating environmental occasions and spread awareness on environment and conservation, within site and beyond the fence. During the year ‘World Water Day’, ‘World Environment Day’ and ‘Energy Conservation Day’ were observed with befitting programmes within site and in neighborhood areas.

AIR EMISSIONS

RIL regularly monitors emissions as a part of its environmental management plan. At RIL, stack emissions are regularly monitored at all manufacturing locations, for all the parameters stipulated in the ‘Consent to Operate’ including Total Particulate Matter (TPM), Oxides of Sulphur (SOX) and Oxides of Nitrogen (NOX). The continuous emission and effluent monitoring systems (CEMS) for emissions and discharges, installed at the refinery and petrochemical units, are now fully operational and real time data is being continuously transmitted to Central Pollution Control Board (CPCB). Due to RIL’s perpetual efforts to reduce air emissions from its operations, in FY 2019-20, absolute PM emissions decreased by 21.7% while NOx emissions decreased 14.6% compared to FY 2018-19.

RIL’s refinery and all manufacturing units are in compliance with the prescribed permissible limits given by CPCB/SPCB for air emissions, effluent quality and discharge. All manufacturing units are ISO-14001 compliant and have robust systems in place to monitor environmental performance. The Company regularly submits environmental monitoring reports to SPCB, and annually discloses environmental performance in its sustainability report. No show cause or legal notices were received from CPCB/ SPCB during the year FY 2019-20.

CLEAN WATER

Water remains one of the most precious resources on the planet. In addition to minimising the use of freshwater, Reliance continues to widen its use of recycled water and treated effluent.

RIL continues to reuse treated effluent from the manufacturing plants for other application, besides horticulture purpose. Over the years, the treated effluent is increasingly being reused for cooling tower make-up and for firewater requirement. Water losses are being minimised and rainwater harvesting capacities are being augmented.

During FY 2019-20, Reliance took several steps across multiple manufacturing locations to reduce its water related impacts. In Vadodara Manufacturing Division (VMD), treated sanitary effluent streams are diverted as make-up water for cooling tower. In Nagothane Manufacturing Division (NMD) treated effluent is increasingly being used in fire water network and horticulture. In Patalganga Manufacturing Division (PMD) efforts have been taken to reduce steam and water losses in system. In Silvassa Manufacturing Division (SMD) AHU condensate is being collected and treated for reuse in the process. In Hoshiarpur Manufacturing Division (HoMD) multiple initiatives were taken this year like, installation of water efficient faucets and taps, reuse of treated wastewater for plant and domestic usage, among others. Overall rainwater harvesting capacity was increased in NMD, SMD and HoMD.

As a result of these efforts, in FY 2019-20 the total water recycled across all manufacturing plants was 74.4 million m3 as compared to 73.1 million m3 in FY 2018-19. Total water recycled has increased by 1.8% compared to previous year. RIL ensures that all wastewater generated is treated and meets all state and central regulatory requirements.

WATER RECYCLED

PREVENTING SOIL CONTAMINATION

RIL focuses on using resources as efficiently as possible and simultaneously works towards minimising emissions and waste generated. The Company ensures that all waste is sent to government-authorised disposal agencies. Effluents generated are treated to meet the most stringent state and central regulatory requirements. RIL has undertaken initiatives such as converting the organic waste into ‘bio-manure by vermi-composting method, thereby reducing the waste disposed. RIL also undertakes stringent monitoring measures to prevent spills during storage, handling, and transportation of materials. During FY 2019-20 the hazardous and non-hazardous waste disposed from RIL’s hydrocarbons operations were 92.4 kT and 606.6 kT respectively.

RIL sends its hazardous waste generated in its manufacturing units for co-processing as alternate fuels and raw material (AFR) in cement industries. Manufacturing locations, namely HMD, DMD and VMD, continue to utilise the waste generated at the locations, for co-processing in cement industries. The main projects undertaken during the year include; utilisation of plastic waste in 40 km road resurfacing project (NMD), installation of anaerobic digester for disposal of degradable waste (DMD), installation of volute machine to reduce quantity of ETP sludge (HoMD), and usages of new modified adsorbent to NGCT to get higher life with consequent reduction in waste disposal frequency (PMD).

BIODIVERSITY MANAGEMENT

RIL regularly monitors impact of its operations on the surrounding ecosystem by conducting periodic environment impact studies through external experts. It also carries out environment impact assessments for all greenfield and brownfield projects to understand and mitigate their impacts on the surrounding environment and ecosystem.

Reliance has initiated an evaluation of its environmental aspects using the Natural Capital Protocol published by the Natural Capital Coalition.

RIL’s efforts for in-situ preservation of ecosystems prompts the organisation to improve green cover at its locations. To promote biodiversity, more than 2.2 crore saplings have been planted across all RIL sites till date. Apart from this 2,600 acres of green belt has been added across all manufacturing divisions since inception.

Marine litter clean-up at Versova beach and volunteering program

OBJECTIVE

Reduce and remove plastic littered into the oceans, which creates risks for marine ecosystems and life under water.

ACTION

RIL is working with Afroz Shah’s team to clean up the Versova beach in Mumbai. RIL sponsored BobCat to expedite retrieval of solid waste off the beaches and from the oceans. This one-of a kind solution has replaced the need for manual clean-up. The machine clocks 4,000 man-hours of work in an eight-hour shift and can work in both dry and wet weather. RIL encouraged employee volunteers, contributing 1200+ hours in regular clean-up activities on clean of Versova beach.

IMPACTS

More efficient and systematic clean-up recovering about 8500 MT of solid waste in 12 months.

OUTCOME

Beach cleaned of non-biodegradable waste from the ocean and saw return of a thriving ecosystem including seeing Olive Ridley turtles on the beach after a gap of 20 years.

NATURAL CAPITAL PROTOCOL

Given the many ecosystem services that nature provides, the organisation is committed to factor in its environmental impacts on wider societal wellbeing.

The concept of natural capital and measuring, valuing and accounting for it – is evolving, hence Reliance have taken various initiatives to develop understanding about Natural Capital, including methods for its measurement, valuation and to learn about its applications. Natural capital assessments provide extra insights which enable Reliance to understand RIL’s impact and dependency on the environment to help us manage it in a suitable way and take informed decisions.

TRANSITION PATHWAY INITIATIVE (TPI)

Reliance is making conscious efforts to adopt the elements of Transition Pathway Initiative (TPI) into its business strategy. The company uses its three line of defense model for continuous and real-time assessment of climate related risks. As part of these efforts, the Company measures and monitors its GHG emissions, identifies emission hotspots and develops strategies to mitigate its GHG emission footprint. Through, its Research and Development efforts Reliance is driving development of climate friendly technology solutions such as, alternate energy sources like Fuel cells, bio fuels etc. Reliance is also consciously investing in renewable energy and energy efficiency technologies to mitigate the GHG emissions at an organization level. These include many ingenious solutions developed by employees at plant level. One example of which was to utilize methane in waste water in PTA plant at Dahej which reduced the dependency of the plant on conventional fuel.

DIGITAL ECONOMY

Reliance continually explores new ways to make its operations more efficient by putting technology to use for direct energy savings, increasing renewable energy sources and establishing a culture of digital collaboration that lessens the need for travel.

Jio has created a massive digital ecosystem for a millions of Indians. By connecting the unconnected, the platform company doesn’t just provide world class fixedmobile converged connectivity, but also digital solutions across the customer life cycle. Digital solutions that enable seamless video conferencing like facilities thereby reducing the need to travel and avoiding travel emissions. Advanced technologies and the digital economy enable a reduced footprint.

Moved from Physical to Digital

Be better connected with Jio and reduce the need for travel

Enhancing the quality of life through digital commerce facilities

KEY PERFORMANCE INDICATORS

VALUE CREATION

Whether it is in the form of employment opportunities or in the form of wellbeing of its employees, Reliance has put conscious efforts to deliver increasing value.

RELIANCE’s GOALS FOR SUSTAINABLE DEVELOPMENT

Reliance, is committed to attracting the best talent, empowering them with opportunities for continuous learning and, developing an organisational culture wherein every individual personifies the 3Ps – Purpose, Passion and Perseverance. The benefits of competitive advantages and the synergies that exist between them are only realised through the 3Ps. The result is a workforce with unmatched capabilities, anchored in a culture of grit and excellence.

“Pursue your goals even in the face of difficulties and convert adversities into opportunities”

Shri Dhirubhai H. Ambani

Staying true to vision of the Founder Chairman, Reliance employees are encouraged to be entrepreneurs and architects of their own destiny and embody the “Founder-Owner” mentality. “Ownership Mindset” is also enshrined as one of Reliance’s six core values. The Company ensures the right conditions for its people to grow and flourish while living the core values and behaviours.

EMPLOYEE ENGAGEMENT

RIL’s objective is to assess and continuously improve the state of employee engagement across hiring, onboarding, performance, development and retention in an ongoing manner to enable continuous feedback and improvement of employee’s experience.

BRING YOUR FAMILY TO WORK

Bring Your Family to Work (BYFW) is an initiative for employees to showcase their workplace to their family members. The fourth edition of the BYFW witnessed participation from over 21,400 employees and family members, a 50% jump from the third edition of the event. BYFW 2019 showcased how. The “New Reliance for a New India” theme was incorporated across stalls and displays. 3,000 saplings were given away as souvenirs by Reliance Foundation to raise awareness on sustainability. The event also garnered 25.23 lakh impressions.

RELIANCE FAMILY DAY

Reliance Family Day (RFD) commemorates the birth anniversary of RIL’s visionary Founder Chairman, Shri Dhirubhai Ambani, through many activities. This year, RIL Chairman and Managing Director Sh. Mukesh Ambani said, “We have to always remember the values of our Founder, Sh. Dhirubhai Ambani. For him, purpose was most important. We always say that for all of us at Reliance, it is India first; Reliance, second; and self, last. I am sure that many generations of Reliance will carry this tradition forward.” In 2019, over 3 lakh people attended the celebrations across various locations.

RECOGNITION

The Company has received several awards and accolades in recognition of its people practices:

Rankings:

LinkedIn WIWTW – Top 10: RIL has been recognsed as an employer of choice and has been ranked 10th in the 2019 ‘LinkedIn Top Companies: Where India Wants to Work Now’ list, the only non-tech / non-IT company to make it to the top 10 companies in the list.

BT Best Places to Work For – Top 25: RIL has featured in India’s Top 25 ‘Best Companies to Work For’ in Business Today’s ‘People Strong Survey’ for the 4th consecutive year.

EMPLOYEE ENGAGEMENT DURING COVID-19

As India’s largest private company with almost all of its businesses in the “essential services” sectors, Reliance recognised the special responsibility it bore to support the nation and fellow citizens through the COVID-19 crisis.

The evolving situation around COVID-19 was monitored closely and the resulting safety, social, and economic risks posed by the crisis were evaluated on an ongoing basis. Right from the beginning, the leadership pushed towards extensive safety protocols and mandatory practices across India to ensure all efforts were made to keep Reliance COVID-free.

Employee and Family Wellbeing

1. Reliance Foundation Hospitals, RIL doctors, and other healthcare personnel worked round-the clock for the health and safety of nearly 20-lakh extended Reliance family throughout India.
2. Developed COVID-19 testing capabilities.
3. Set up a 24x7 emergency helpline number for Reliance employees and families globally for any emergency situation.
4. With the digital capabilities of Jio and the medical expertise of doctors at Sir H N Reliance Foundation Hospital, developed a Virtual OPD and Inpatient Care platform on the JioHealthHub app. Employees and family members could book a free video consultation with RIL doctors and receive virtual healthcare, counselling, diagnosis, and prescription.
5. The self-diagnostic daily COVID-19 Symptoms Checker was enabled for all employees and their family members to monitor their health status on a daily basis. Emergency response protocols were triggered automatically in case anyone’s symptoms showed a high risk of COVID-19.
6. Continued to issue frequent, accurate, valuable, and up-to-date communication on COVID-19, and created guidance resources on mental health and physical safety for all employees and family members.
7. Psychological guidance sessions were arranged with Reliance psychiatrist and regular resources on well-being were shared with employees.

New ways of working

1. Approximately 90% of staff was moved to an agile working arrangement.
2. IT and Medical Support was enabled for all staff members and to help them adjust to new work arrangements, curated, bite-sized learning modules on R-University, the Company’s learning portal, were also rolled out.
3. Adapted the hiring process to roll out a Virtual Summer Internship Programme. Engaged 84 new hires through remote onboarding, virtual friendly projects, gamification, online learning modules, and virtual assessments for preplacement offers.

Crisis Communication Practices

The Company issued advisories, guidelines, and guidance documents regularly to encourage early adoption of safety measures and enable business continuity. Communications were timely, accurate, consistent and prioritised the physical and mental wellbeing of all employees, contractors and family members.

The Company also developed a comprehensive compendium “RIL Info Pack on COVID-19” and published on the internal employee portals including topics such as:

1. Enabling working from home through helpful manuals on IT connectivity
2. Guidance resources on coping with stressful situations for employee wellbeing
3. Ways of dealing with personal challenges in new work environments
4. Providing easy access to all important contacts such as medical assistance, IT, among others through frequent reminders
5. Encouraging daily monitoring of health and reinforcing safety and hygiene practices

TALENT MANAGEMENT

RIL endeavors to meet all internal talent requirements. It focuses on developing high potential talent pools by providing accelerated learning and growth opportunities. There are various initiatives taken by the organisation to achieve this, including on-the-job trainings, digital learning, coaching and workshops.

Some prominent Talent Management practices are:

1. Career Acceleration Programme
   Launched in 2015, the Career Acceleration Program (CAP) is the flagship mid-level cadre development program to identify calibre and provide an accelerated career growth. The program offers a unique opportunity to the participants to work on cross business assignments, high-impact action learning projects and to interact with senior leaders.
2. Sapphire Coaching Programme
   This programme provides focused and customised development opportunities to managers in the manufacturing business. Using the Growth, Self- Awareness, Authenticity (GSA) development model for leadership excellence, the programme emphasises on 2 key tenets of being a successful leader: delivering performance and developing people.
3. First Line Young Engineers at Reliance
   First Line Young Engineers at Reliance (FLYER) is a structured development program for young engineers. In association with IIM Bangalore, the program is designed to equip Reliance Engineers with requisite skills and knowledge to build their careers at Reliance. The first batch of 40 FLYER participants were selected through a robust process from a pool of 360 young graduate engineers who had applied to the program.
4. Step-Up Programme
   A highly focused programme was introduced in 2015 to prepare high potential employees to be skill-ready for their transition into next level leadership roles in the organisation. Over the last 5 years, around 300 employees have benefitted from this programme.
5. Speed mentoring
   Speed mentoring helps employees seek professional guidance and receive insights from multiple leaders in a short time-span
6. Vision boarding
   Vision boarding help employees to identify their career goals and create an individual development plans to achieve them.
7. Talent reviews
   Talent reviews are conducted annually helps identify, assess and develop employees to meet the leadership needs of the business.

EMPXP

The Employee Experience Platform (EmpXP) is an endeavor to create the dedicated digital ecosystem required to build human relationships and drive productivity. EmpXP facilitates continuous improvements by regularly soliciting employee feedback and uses advanced analytics to systemically generate insights that help leaders rethink the vision for the organisation.

Roll-out across Reliance:

EmpXP has over 96,000 users across Hydrocarbons and Retail, and with the planned scale up in Jio, will cater to over 2 lakh active employees by the end of August 2020.

The Platform’s services have customised features based on differences in the business environments, deliverables and employee needs.

The platform continues to evolve and improve in an agile manner by collecting and incorporating the user feedback on every micro-service used by employees on a real-time basis. As of today, the average app rating stands at 4.53 (out of 5) from over 23,000 employee reviews.

Learning Platform

The EmpXP features an Integrated Learning Management and Delivery Platform that is augmented by an open source content authoring tool to enable businesses, teams, and subject matter experts to create their own content. It is powered by a search engine and an AI-enabled assistant for personalised recommendations based on demographics, history and preferences of learners in line with the content library.

5E FRAMEWORK

International Women’s Day (IWD) 2020 was celebrated across RIL’s sites and offices through a host of events. The day culminated with Ms. Isha Ambani launching the coffee table book, The Women of Reliance – 101 Perspectives, featuring a hundred and one reallife stories authored by women from across Reliance. Addressing the audience at the event, Ms Ambani said, “I am proud of and grateful to the women at Reliance who have fueled the growth of this organisation. In our offices and plants, on shop floors and in stores, leading from the front and working behind the scenes – the women of Reliance have shown that diversity is not just a business imperative, but also a huge business advantage.”

Ms. Isha Ambani launching the coffee table book, ‘The Women of Reliance – 101 Perspectives’

NEW-AGE RETAIL INITIATIVES

Reliance Retail, believes in echoing the ideology of being a diverse yet inclusive organisation. The customer base is diverse and a diverse team is needed to penetrate to the mind-set of a diverse customer base. A top-down approach was adopted to demonstrate the spirit of inclusion and diversity. As a starting point, around 200+ senior leaders, have been sensitised on “Unconscious Biases” as biases often serves as blockages to an inclusive workplace. As a supporter of mindful leadership, Reliance Retail developed the “WE Women Leaders” Program which focuses on mentoring women. In Reliance Retail, there has been focus on several women initiatives to foster culture of gender equality and inclusion.

1. Building managerial capabilities for women:
   1. Jagriti and Pragati are two initiatives launched by Reliance Retail grocery teams. While Jagriti is a 6 months program focusing on building managerial capabilities of women associates, Pragati is a 90 day program which aims at building capabilities of Women Store Managers. 75 women employees have successfully completed the program and have taken up higher responsibilities.
   2. Flying Lessons was a series of oneday workshops intended to raise aspiration levels by providing exposure to ways and means of maximising their personal and professional potential. These workshops were conducted at Bengaluru and Mumbai covering 52 participants across Levels.
2. HER stories series - recognising success stories of women in the organisation.
3. All women stores: Since there are a large number of women customers, a unique concept of “All Women Stores” was brought in to cater to their specific requirements.
4. Reintegration workshop for maternity returners: Reintegration workshop was designed to offer support and help ease the transition for maternity returners back into workforce.
5. Financial planning workshops: ”Financial Planning” has been identified as one of the focus areas under “WE WOMEN” to provide requisite knowledge and skills and help them manage cash flow effectively.
6. Stores run by women store managers: There are women store managers across 65 grocery stores. They ensure better hygiene, discipline and working conditions.

There is a format-wise charter for stores and corporate with specified targets around gender equality. An increase of 3% and 6% in the women headcount percentage at corporate and stores respectively is being targeted.

LEARNING & DEVELOPMENT

RIL’s expansion into diversified segments requires specialised skill sets requiring a learning environment that is accessible and automated. During FY 2019-20, Reliance imparted 1.1+ crore man-hours of training to its people across the Group.

The organisation focusses on building two distinct set of capabilities, namely:

• Technical and Functional
• Behvaioural and Leadership

A comprehensive exercise to identify business and function-specific skill requirements has been conducted in partnership with respective apex leadership teams. Across 3 businesses and 8 functions, 251 current and 148 future skills were identified to be incorporated into learning curricula for FY 2020-21.

BEHAVIOURAL AND LEADERSHIP CAPABILITY BUILDING

Through the ‘One Reliance’ approach to behavioral and leadership capability building, a comprehensive framework called as ‘Learning Trek’ was introduced in FY 2018-19.

In FY 2019-20, Learning Trek delivered substantial results in the four focus areas that were chosen – Base Camp for new hires (Learning by Mandate), Ascender for soft skill capability building (Learning by Choice), Great People Skills for people manager capability building (Learning by Role), STAR Trek for leadership development (Learning by Invitation). It also expanded its scope to include 2 additional areas – R-Aadya (Diversity and Inclusion related Learning) and Digital Capability (Enhance our Digital Journey).

Innovative sessions as part of the R-Manager

HEALTH & WELLBEING (R-SWASTHYA)

R-Swasthya was established with the objective to Endeavour, Encourage and Enhance holistic wellness in an engaging manner encompassing the physical, mental, social, spiritual and financial wellbeing of the employees and family members.

INITIATIVES IN FY 2019-20

• The theme of the Occupational Health (OH) Week across Reliance was “Stop Diabetes. Diabetes Concerns Every Family”
• Monsoon Masti, a sports and fitness initiative, was held at Reliance Corporate Park, Navi Mumbai
• The walking challenge, 3 Billion By Founder’s Day, was launched on September 16, 2019 with a collective aim to achieve and log 3 Billion Steps in the mobile app by the year end
• International Yoga Day 2019 was celebrated across Reliance - Hydrocarbons, Retail, Jio, Network-18, Foundation and Hospital sites across the country
• A three-day workshop on Heartfulness, Relaxation, and Meditation was organised from 24^th to 26^th of September
• Happy Hour: Every Thursday ‘Yoga & Meditation’ Session was organised in the campus

Additionally initiatives such as Reliance Employee and Family Emergency Response Services (REFERS), Task Based Health Risk Assessment (TBHRA) and Change Agents of Safety Health and Environment (CASHE) continue to provide emergency services, ensuring occupational safety and promoting healthier lifestyles for all employees.

SAFETY

Reliance’s Health, Safety and Environment Policy reflects the importance of Human value, Safety & Operational Risk Management Principle and the Company’s Ambition to be a leader in the field of management of Health, Safety and Environment. To achieve safety and operational excellence, and to continuously improve the quality of Operating activities, Operating Management System (OMS) has been implemented across organisation.

The OMS defines a set of operating requirements and outlines a systematic way for businesses to deliver them. The OMS framework spells out “What” is expected and also provides “How” to meet these expectations in the form of practices, processes and procedures.

Risk management is at the heart of the OMS and implementation of standardised Risk Management process has brought in enhanced risk understanding right from Board to the Asset facing employees. An engrained process of learning from incident supports the identification of risk and barriers.

To provide necessary governance, documentation and HSE assurance, a fully equipped and well-qualified HSE and Process Safety organisation is in place at all locations. Safety and Operational Risk (S&OR) function is in place at the Corporate to bring in technical expertise and to give independent assurance. S&OR facilitates aligning the requirements of OMS with the Global standards like OSHA, API, NFPA.

R-Swasthya - 3 billion by Founder’s Day. Cumulatively achieved 3.2 billion steps and beat the target.

50^th LEAP Chairman and Dr. Mashelkar

Reliance has implemented a “Three lines of Defense” approach to keep an independent check on the operating and maintenance activities. To support this initiative S&OR has rolled out the assurance process and conducted planned assurance at Terminals and Petrochemical business.

Fostering on the founder Chairman’s vision of ‘Ushering in a digital revolution to create a magical lifestyle’, the HSE digital tools for OMS, Risk management, Incident management, Change Management and Competency development are being continuously upgraded to align business requirements and global standards.

INNOVATION

Innovation in Reliance is sharply focused on ‘Integrated innovation-led exponential growth’. Reliance develops and deploys relevant programmes leveraging digital technology and harnessing expertise aimed at creating value and a culture of innovation.

JIO LEAP

Jio LEAP was born with the aim of providing people at Reliance access to global thought and innovation leaders through interactive sessions. Since inception, 50 Jio LEAP events have been organised, including starring 3 Nobel Laureates, 2 Olympians and 19 CEOs. It is their purpose, passion, and perseverance that gets translated into inspiration.

The 50^th Jio LEAP session featured a special fireside chat between Dr. RA Mashelkar and Sh. Mukesh D Ambani, attended by 500 leaders. Sh. Mukesh D Ambani expounded on Reliance’s role in creating a prosperous India and laid out the vision, values and forward path for the next decade.

Key Messages from Chairman
Sh. Mukesh Ambani on 50^th LEAP

“Embrace the future with boldness and empower successive generations to take more risks, to do things that nobody has done, and to innovate.”

“Adaptability is key – we cannot control situations, but we can adapt to them faster than anybody else.”

“It is important to learn, unlearn and relearn – it makes you clear-headed.”

RIA Lifetime award Sanjay Mashruwala

RELIANCE INNOVATION AWARDS (RIA)

Reliance Innovation Awards recognise the innovation spirit of Reliance – to set quantum goals, be bolder than others, persevere and make the impossible possible. The infinity symbol depicts Reliance’s infinite aspirations, infinite innovation, and infinite growth. In 2019, about 1,000 applications and nominations were received of which 43 people were recognised across three award categories:

Game Changer Award - given to the most innovative, high impact projects in Reliance.

Pathbreaker Award - given to innovation leaders who demonstrate outstanding leadership and innovation through a portfolio of innovation projects that create significant value

Lifetime Innovation Leadership Award – recognises a senior leader who demonstrates long-term commitment to the cause of innovation at Reliance.

ETHICS & HUMAN RIGHTS

Reliance’s Code of Conduct provides the guidance and support needed to conduct business ethically and to comply with the relevant laws. Failure to follow this Code could result in disciplinary action and even dismissal. The Code lays down responsibility and expectations from employees and stakeholders. It also ensures that all employees, suppliers and vendors are required to respect human rights of not only each other, but also of the communities in which they operate.

RIL has developed a set of policies, codes, and guidelines to govern its directors, senior executives, officers, all employees and third parties, including suppliers and business partners. The Company takes into account global standards and endeavours to comply with all global norms on ethical conduct of business and human rights, including the principles outlined in the United Nations’ Universal Declaration of Human Rights.

Employees and other stakeholders are required to report actual or suspected violations of applicable laws and regulations and the Code of Conduct.

As part of new employee on-boarding into Reliance, an extensive induction session is conducted covering essence of the Code of Conduct and related guidelines. To ensure continued awareness about the prevalent policies and guidelines, every employee must undergo the annual mandatory training on ‘Code of Conduct’ and ‘Creating a Respectful Workplace’. As part of annual appraisal cycle, all employees submit a mandatory self-declaration of understanding and adherence of the Reliance Code of Conduct.

An Ethics and Compliance Task Force (ECTF) comprising the Reliance Group’s Executive Director, General Counsel, Group Controller and Group Company Secretary has been established which oversees and monitors implementation of ethical business practices within Reliance. The task force meets once in three months to review the complaints and incidents and reports them to the Audit committee. The Company has established a vigil mechanism and a whistle blower policy for employees and directors to deal with issues related to ethics, noncompliance and violations of the Code. The whistle-blower can make a protected disclosure either to the ECTF or directly to the Audit committee via email, telephone or through a letter.

Reliance recognises the ‘corporate responsibility to respect human rights’, as outlined in the framework of United Nations Guiding Principles on Business and Human Rights (UNGP).

An internal complaints committee has been set up at all operations locations where employees can register their complaint against sexual harassment. This is supported by the Anti-Sexual Harassment Policy, which ensures a free and fair enquiry process with clear timelines for resolution. There is also a mandatory learning program in place on “Creating a Respectful Workplace” for all employees. Reliance continues to report its progress against the 10 principles of UNGC in the Sustainability report. The 10 principles cover the topics of human rights, labour, anti-corruption and environment. During the reporting period, there were no cases of child labour, forced labour, involuntary labour, sexual harassment and discriminatory employment.

FREEDOM OF ASSOCIATION

At various sites, Reliance has registered employee unions and associations. Employees are encouraged to participate in open and constructive dialogue with the management, without fear of reprisal, discrimination, intimidation or harassment. Almost 100% of the non-supervisory permanent employees at its manufacturing locations are covered under the collective bargaining agreements with trade unions, which also comply with the local and national laws.

GOVERNANCE AND INTEGRATION

The HR function continues to raise the bar of excellence in people policies, practices, systems and data. This has been accelerated by a transformation team specifically focused on strategically driving key people-focused transformational initiatives across Reliance along with adoption of progressive HR policies.

The function is managed through a mature Human Resources – Governance, Integration and Assurance process in place with periodic reviews across various teams in the organisation.

KEY PERFORMANCE INDICATORS

VALUE CREATION

Through its manufacturing excellence, Reliance has created value for all its stakeholders. The timeline below shows a glimpse of Reliance’s effort towards manufacturing excellence:

RELIANCE’s GOALS FOR SUSTAINABLE DEVELOPMENT

SMART MANUFACTURING

Reliance promotes smart manufacturing processes in its value chain. Smart manufacturing integrates data from various systems with process expertise, enabling proactive and intelligent manufacturing decisions in dynamic environments. These technologies became more relevant to operate RIL’s manufacturing operations when all are continuing to fight against COVID-19.

RIL’S STRATEGIES FOR SMART MANUFACTURING

Reliance’s smart manufacturing adoption strategy includes:

• Deploying/developing smart sensors and control elements, including edge devices
• No touch, remote operation, paperless manufacturing and workflow execution, including robotics
• Predictive and perspective analytics for predicting performance and alert equipment failure

Technologies that leverage smart manufacturing include:

1. Deployment of AI and ML based solutions for prediction of process health to take corrective/preventive actions for any future performance deterioration, to develop the best operating zone for sustained optimum operations
2. Deployment of computer vision technology to eliminate product give away in rubber production
3. Deployment of IoT based solution for remote monitoring of pressure test during shutdowns and remote monitoring of processes in difficult-toaccess locations
4. Deployment of a sensor-based system to analyse the health of a battery in the substation to identify residual life of each cell in a battery bank
5. Development of robotic solutions for deployment in manufacturing, in collaboration with premier institutes in India
6. Real-time assessment of plant instrumentation, automation assets and performance insights to improve process stability and minimise operating cost
7. Co-development of an IIoT device with real-time edge analytics to assess the health of rotary equipment and provide the root cause of health deterioration, enabling early event detection and reduction in maintenance cost
8. Designed in-house and manufactured a robotic solution for remotely raking in/out of the electrical breaker in the substation, eliminating any arc flash incidence, which can be rolled out across multiple sites

The application of acquired skilled sets of analytical platforms, computer vision, ML, AI algorithms and programming languages, with domain expertise, aids in prescribing solutions. The Operator Training Simulator (OTS) deployed at critical plants is used extensively to improve competency, to train for start-up, shutdown and handle plant and process safety related emergencies. Reliance is also experimenting with Virtual Reality (VR) based technology for employee training.

Reliance is developing an ecosystem to integrate smart manufacturing solutions along with technology partners with the support of infrastructure available through Jio network and Jio cloud. With this initiative, Reliance is not only optimising its own process, but also contributing towards the inclusion of other Small and Medium Enterprises (SMEs) in the journey.

DIGITAL TRANSFORMATION

As part of its Digital Transformation, RIL has set out the objective of developing the underlying manufacturing digital capabilities and technologies as part of its digital enterprise, manufacturing and operational platforms. This has included leveraging the Jio network, the Hydrocarbons cloud and datalake infrastructure.

The adoption of innovative digital technologies has focused on driving strategic business objectives and outcomes. With these platforms, RIL is now providing near real-time business insights to its end users, allowing the various stakeholders to take fast and effective business decisions through a common and intuitive User Interface (UI). RIL’s digitisation strategy has therefore, focused on two main themes:

ELEMENTS OF RIL SECURED CONNECTED SYSTEM

RIL has developed and effectively implemented a real-time analytics system known as RIL Secured Connected System (RILSCS). By virtue of this system, the Company can analyse the operations on an instantaneous basis for predicting future challenges. The elements of RILSCS are described in the diagram below:

AUGMENTED CUSTOMER EXPERIENCE

To enhance the customer experience, RIL has rolled out the Augmented Customer Experience (ACE) programme with the objective of enhancing customer experience based on the voice of customers, improving supply chain processes and enabling value-added services. This initiative integrates business planning through advanced analytics, better supply planning and execution, to drive higher customer service levels.

PRODUCT STEWARDSHIP

Reliance proactively ensures that its products positively impact the environment and society at large. The three key categories of products that the Company manufactures are – transportation fuels, polymers and polyester fibres. RIL sets a uniformly high standard for product development, which goes beyond regulatory requirements.

Product stewardship initiatives undertaken in FY 2019-20 are listed below:

RETAIL

Reliance Retail launched a new store concept ‘Trends Junior’, a destination store for kids aged 0-14 years and offers apparel, footwear and accessories in a differentiated store environment.

During the year, Reliance Retail launched SMART Point, a one-stop multi-purpose store concept, offering grocery, pharmacy and assisted e-commerce. The entire process from concept to execution took less than 45 days during which 18 stores were launched across Thane, Navi Mumbai and Kalyan in Maharashtra.

DIGITAL SERVICES

• Launched JioPOS Lite, creating a completely new pool of entrepreneurs who can serve their micro-communities as Jio channel partners, for recharges or on-boarding on Jio platform
• Launched JioMeet app in these testing times of global pandemic, connecting families, enabling corporate meetings and collaboration and helping educational institutions to continue with their academic calendar.

MEDIA

• On election counting day, Network18 News deployed ‘Magic Wall’, an analytical tool that uses artificial intelligence for election programming and result presentation. Powered by research done at the constituency level by the extensive News18 network, this innovation enabled the breakdown of LIVE results based on parameters like demographics, industrial growth, farmer distress, millennial influence, the impact of government schemes, etc.

REFINING & MARKETING

RIL has focused on debottlenecking, capacity enhancement, energy conservation and product quality improvement to enhance its competitive strengths. Some efforts inter alia include:

• Debottlenecking of the Coker unit augmented the Company’s capacity to convert residue to high-value distillates
• Coke Drums replacement one of the most difficult project undertaken globally. Unique strategy to safely replace drums.
• Commissioning of a High Purity Isobutylene (HPIB) unit for C4 value addition
• In its’ endeavour towards continuous improvement in its’ energy performance, Jamnagar Refinery has implemented quite a few schemes, translating into 63 Gcal/hr energy savings. Further, Energy Real Time Optimiser (ERTO) has been implemented to ensure optimised energy performance of integrated operation of Refinery- Petchem-Gasifier sites at Jamnagar

PETROCHEMICALS

Polymers

• Recyclable pallets for material handling and transportation have been developed using Linear Low Density Polyethylene (LLDPE) roto-molding grades. The existing pallets available in the market contain PU foam to achieve stiffness, which make it difficult for recycling as separation of PE and PU is technically difficult. This also helps to reduce the pallet weight by 7-10%, which in turn reduces the transportation cost.
• Anti-sea erosion works with PP geobags and road stabilisation works with PP biaxial geogrids commenced in India.

Polyesters

• Launched Sustainouva^TM – an eco-friendly and sustainable range of fabrics manufactured using R|Elan™ GreenGold, in partnership with India’s leading fashion and textile manufacturer and retailer, Raymond Group

Composites

Reliance Composite Solutions using composites and carbon fibre under its trademark RelX™ has successfully developed the following:

• Introduced RELinforce^TM, a range of carbon and glass fibre reinforced polymer systems for structural strengthening and protection of the structural members and pipes

Other Brands

RIL formally launched the waste plastic to roads initiative titled ReRoute^TM. The Company has piloted around 40 km of road in Nagothane, Maharashtra and 1 km inside RIL-RCP campus at Ghansoli, Navi Mumbai

OIL AND GAS EXPLORATION AND PRODUCTION

• Commissioned OT Booster Compressor to reduce back pressure and side-track activities in the shut-in wells, to sustain production. These efforts by RIL, are first in the world for deepwater fields, helped in successfully extending the field life by almost five years
• Gas evacuation pipeline, the deepest in India, has been laid in ~2,000 m water depth and tied to Risers at CRP.

CIRCULAR DESIGN CHALLENGE 2.0

R|Elan^TM ‘Fashion For Earth’ partnered with the United Nations Environment Program (UNEP) for the 2nd edition of India’s biggest sustainable fashion award - circular design challenge — a design philosophy that promotes reusing and recycling of raw materials and end products with a view to reduce the environmental footprint of Indian fashion industry.

400 qualified registrations were received from 40 cities across the country. 86 final applications were shortlisted and further distilled to five qualifiers by the Final Selection Group (FSG).

The finalists comprised a diverse group of active and environment conscious young individuals. Gauri Gopal, the founder of Skilled Samaritan, impressed jury by showing how her label employed the rope-making skills of rural women to create commercial products. Varsha Rani Solanki, the founder of Off-grain, intrigued everyone by showing how her label converted waste products to beautiful, fashionable products. Esha Agarwal explained how her label Chambray & Co. helped consume less material and upskilled local artisans. Susmit Chempodil and Zuzanaa Gombosova, co-founders of ‘Malai’, innovated a biocomposite material from coconut waste that decomposes within 90-120 days. Finally, Mallika Reddy from Cancelled Plans, took waste materials from industrial process destined for oceans and landfills and made fashionable goods.

Susmith Chempodil and Zuzanaa Gombosova were declared as the winners of Circular Design Challenge 2.0 by the jury. They were presented the grand prize of `20 lakh to support them scale their innovation to a marketable collection and make a discernible impact to waste reduction and environment betterment. They would also have a chance to showcase their scaled-up collection at the next Lakme Fashion Week in August 2020.

KEY PERFORMANCE INDICATORS

VALUE CREATION

Through its innovation and R&D initiatives, Reliance has contributed towards nation’s intellectual capital as well as created products and services that deliver positive value to its customers. A snapshot, of that is below;

RELIANCE’s GOALS FOR SUSTAINABLE DEVELOPMENT

RESEARCH & TECHNOLOGY (R&T)

VISION

R&T will develop innovative products, processes and catalysts to increase and sustain the profitability and growth of Reliance.

Role of R&T in Reliance’s journey of value creation for its stakeholders:

• Shareholder value: R&T will build an IP portfolio to provide a long-term competitive advantage
• Customer Value: R&T will support all technologies to create customer value with short term as well as long term projects
• Societal Value:
• R&T will help businesses to reach all segments of society through products developed for masses
• R&T will support universities through sponsored research programmes that help create jobs in Reliance and in educational institutions across India

R&T ENABLERS

KEY PERFORMANCE INDICATORS

VALUE CREATION

Since its inception, Reliance has been a profit making enterprise with a focus on creating wealth for its investors. Below is the snapshot of Reliance’s financial performance.

KEY PERFORMANCE INDICATORS

VALUE CREATION

As a responsible organisation, Reliance has always strived to make positive change in the society. Whether it is contribution to the national exchequer and the nation’s GDP, CSR spend on community improvement or value created to its employees, RIL has always excelled.

RELIANCE’s GOALS FOR SUSTAINABLE DEVELOPMENT

SOCIAL AND HUMAN CAPITAL PROTOCOL

Reliance’s philosophy is focused on making a meaningful and measurable impact on the society through job creation, promotion of new business ideas and community development, with a focus on creating necessary conditions for sustainable livelihood. The Company conducts impact assessments of its programmes to assess the quantitative and qualitative socialeconomic impacts, respecting the Social and Human Capital Protocol published by the Social and Human Capital Coalition. Reliance has set up a robust framework for measuring the outcome and impact of its initiatives on primary beneficiaries. These assessments have helped the Company establish baseline values of key indicators that describe the status of stakeholders at the beginning of the intervention and periodically assesses the status of stakeholders with reference to the baseline. These assessments have further supported RIL in understanding the value created by its social initiatives in terms of improved health, education initiatives, additional income, and improvement in the quality of life.

Based on the assessments, Reliance has identified some of the key priorities, focus areas and impact created from those initiatives:

Skilling and Employment

STAKEHOLDER ENGAGEMENT

At Reliance, stakeholder inclusiveness has been a fundamental part of its responsible business practices and is essential in understanding opinions and perceptions of people most relevant to all business segments. The Company often engages with its stakeholders and, subsequently, endeavours to meet their expectations through a proactive approach. The Company’s approach is to have transparent dialogues with stakeholders and communicate to them its story of value creation.

For further details on the process, please refer to the Reliance’s Sustainability Report at www.ril.com.

Dialogue and Stakeholder inclusiveness

JIOGENNEXT – EMPOWERING INDIAN STARTUP ACHIEVE EXPONENTIAL GROWTH

JioGenNext is a start-up focused division of Reliance Industries Limited (RIL). Since its inception in 2014, JioGenNext has been a strong force in empowering the Indian start-up ecosystem. The vision of JioGenNext is to engage with high-calibre start-ups and exceptional founders and assist them in achieving exponential growth through the Jio ecosystem. Over the years, it has mentored 11 batches comprising 136 startups across multiple verticals, by helping them scale up, get market access, and raising capital. Of the 11 batches, three were theme-based cohorts – two in fintech space and one driving digital innovation in the SMB / Enterprise segment.

Focusing on mentoring, JioGenNext has built an exceptional pool of mentors from within Reliance, as well as the external ecosystem. Founders of RIL investee companies have now become mentors to early-stage start-ups, with the sense of paying it forward to the next generation of entrepreneurs.

Aakrit Vaish of Haptik, Jasminder Singh Gulati of NowFloats and Harsh Shah of Fynd, founders of RIL’s alumni start-ups, have turned mentors for start-ups as part of JioGenNext. In addition, some of the alumni start-ups are also investing and acquiring start-ups in subsequent batches. Last year, Haptik acquired one of the alumni start-ups, BuzzOpinion, to enhance capabilities in voice chatbot solutions.

JioGenNext Jury Day Deliberation

THE JOURNEY SO FAR

Dr. R.A. Mashelkar,

Board Member at RIL & Chairman of
Reliance Innovation Council

“JioGenNext provides a platform for young aspirational technopreneurs with ignited minds to achieve non-linear growth with unmatched speed, scale and sustainability.”

In the past five years, JioGenNext has emerged as one of the leading accelerators in India, assisting start-ups to scale up and achieve exponential growth. Reliance, under the leadership of Shri Mukesh Ambani, has believed in achieving 10x growth in an affordable and sustainable manner. At JioGenNext, there is a huge emphasis on doing well by doing good. For example, alums, such as Jiny, Clinikk and BharatAgri, have been able to make a considerable impact –Jiny provided digital assistance in vernacular languages for millions of Internet users; Clinikk in primary healthcare for families of blue-collar workers; and BharatAgri by increasing productivity and profitability of farmer communities, using digital technologies. Alums like LogiNext and HeadSpin have shown global scalability of their business models, thereby attracting substantial growth capital.

HIGHLIGHTS FOR FY 2019-20:

JioGenNext and NPCI collaborate for financial inclusion

JioGenNext, along with National Payments Corporation of India (NPCI) and Jio Payments Bank, will collaborate with fintech start-ups for improving existing payment related problems and build feasible solutions based on UPI 2.0 features. The programme, designed to be a hybrid version of hackathon and accelerator, enables selected start-ups to work on predefined use cases in fintech space.

A focus on startups driving innovation for Small Medium Businesses (SMBs)/ Enterprises

There are over 50 million SMB’s in India which are likely to spend US$14 - US$16 billion this year on digital technologies. Given the opportunity, start-ups will play an important role in the digitalisation of small and medium businesses (SMBs) in India, enabling them in areas, such as discoverability, customer engagement and digital transactions. JioGenNext recently concluded a cohort aimed at start-ups working on solving problems within the Indian SMBs / Enterprise segment.

SPOTLIGHT ON ALUMNI

Yamuna Sastry,

Co-founder at CabDost

“It was a great opportunity for us at CabDost to be part of JioGenNext Accelerator Program. The program was action driven and founder focused. The mentorship from the mentor pool consisting of senior RIL and Jio leaders and other thought-leaders from the entrepreneurial ecosystem was extremely useful. The program enabled us to build a strong foundation to a scalable business model and helped us expand to 25 cities. The continuous engagement and post-program support has been instrumental in our growth journey.”

Thomson Skariah,

Co-founder at Rapidor

“ The fresh perspectives from the curated sessions clubbed with strong market connects; has played a key role in helping us re-strategise and reposition our product. I immensely value the opportunity we continue to have, to collaborate not just with Jio, but also with the other startup founders in the program.”

Harsha Kadimisetty,

Co-founder at Aerchain

“In addition to the business aspects such as redefining our GTM strategy for Enterprise and Midmarket segments in Indian and global markets, build a range of connections across the ecosystem; the program helped us gain a lot of clarity the kind of culture we want to drive in our company.”

PORTFOLIO COMPANIES RAISE GROWTH FUNDING

• LogiNext, a company that offers logistic automation solution, raised US$39 million as part of its Series B funding, led by marquee investors Tiger Global Management and Steadview Capital. LogiNext plans to use this funding to expand its presence beyond India to New York (US), London (UK) and Sydney (Australia). Previously, the Company raised US$10 million in a Series A round, led by Paytm and Alibaba in 2016.
• HeadSpin, a company that ensures connected experiences enabled by web, mobile, IoT and 5G, announced a US$60 million Series C funding round, led by Dell Technologies Capital and ICONIQ Capital, with participation from institutional investors Tiger Global Management, Kearny Jackson, and Alpha Square Group. The Company, post this funding round, has achieved the status of a unicorn, valued at US$1.1 billion.

FY 2019-20 STARTUPS ALUMNI LIST

RESPONSIBILITY TOWARDS SUPPLIERS

The Supplier Code of Conduct, developed by Reliance, forms the basis of the Company’s relationship with its suppliers. Reliance’s belief in its suppliers to attain and adhere to fundamental values, comply with labour and human rights, health and safety, environmental protection, ethical conduct, business integrity and confidentiality laws and standards is reflected in its Supplier Code of Conduct. Accordingly, a rigorous screening process is undertaken by Reliance for registration and assessment of all suppliers. The Company has a system of rigorous engagement with suppliers during both pre-award and post-award stages. Using a well-defined set of assessment criteria, Reliance continues to drive high performance from its suppliers. This year, Reliance has strengthened its commitment towards the Supplier Code of Conduct by seeking explicit acceptance from all its suppliers towards the same.

Reliance is taking utmost care to ensure integrity, transparency and understanding of conflict of interest scenarios. The Company facilitates a range of measures to comply with the prevalent Anti-Money Laundering, Anti-Bribery and Prevention of Corruption Act, as well as its own Supplier Code of conduct. The Ethics Committee and compliance functions have built strong capability to undertake regulatory compliance checks, counterparty checks, real-time screening of any suspicious transactions, and investigations of reported incidents to strongly curb any unlawful behaviour by any of its suppliers.

Reliance has procured goods and services worth over ` 15,371 crore from resident suppliers. The Company’s continuous investments in mega projects and operations has led to establishment of India’s chemical and engineering supplier base. Presently, leading Indian engineering companies, raw material companies and industrial goods companies are Reliance’s long-term vendor partners. Furthermore, majority of Reliance’s suppliers and contractors are India-based. Reliance supports and encourages its suppliers to indigenise and to expand their capabilities and increase their economic value.

SUSTAINABLE SOURCING

Reliance’s sustainable sourcing emphasises on five strategic areas that are intended towards social progress, economic development and reduced environmental impacts.

The five strategic areas are:

1. Energy Management
2. Environment Responsibility
3. Product Stewardship
4. Occupational Health and Safety
5. Social Institution Building

RIL’s sustainable sourcing ethos focus on nine key parameters:

1. Green packaging
2. Environment protection
3. Regeneration/Safe disposal
4. Contract worker care
5. Community support
6. Supplier collaboration
7. Make in India and development of India’s engineering talent
8. Learning through P&C academy
9. Digitally stitched Procure to Pay (P2P)

The adoption of RC-14001, an international environmental management system, has led the Company to effectively manage activities like manufacturing, distribution and use of chemicals in its products. For improving human health impacts and for the protection of environment, Reliance sources REACH (Registration, Evaluation, Authorisation and Restriction of Chemicals) compliant materials, and its requirements include that Tier-1 suppliers also procure REACH-compliant materials.

Reliance also reaffirms its commitment towards developing a vibrant Micro, Small and Medium Enterprise (MSME) supplier base by reaching out proactively to its suppliers to update their entity status with MSME registration / UAN details in order to ensure compliance with the MSMED act.

P&C PLATFORM:

P&C Platform aims to deliver a set of P2P (Procure to Pay) services required to serve the needs of buying teams, cross-functional stakeholders and suppliers - delivering the targeted business objectives. The platform experience will be provided through many digital assets such as cognitive assistants, digital agents, BOTs, prediction machines, control towers, automated warehousing and hyper-data analytics on a “Mobile First” environment. This platform will utilise an internet scale technology architecture, set-up an open source and best in domain technologies.

This platform intends to achieve unprecedented productivity improvement – virtually delivering 100% touchless operations by eliminating all repetitive and manual tasks. Reliance seeks to develop a deep knowledge in its buy categories through the power of Artificial Intelligence, Machine Learning and Big Data-analytics. These augmented cognitive abilities will optimise the Company’s cost base, manage supply risks and achieve near perfect ontime performance.

This is an exciting journey to integrate the P2P cycle and build an agile and lean procurement function. This platform’s designs thinking harnesses and creates large, scalable network of buyers and suppliers that can interface with each other on demand. At its full potential, it can alter the industry cost structure by enabling externalised innovation. Security, governance and transactional transparency will be key tenets in the Platform Architecture of Working.

In addition, Reliance continues to invest in and experiment with new and disruptive digital technologies of 3D printing and IOT enabled systems of ‘Connected Worker’ and ‘Connected Machines’.

CUSTOMER ENGAGEMENT

RIL continues to improve business processes and enhance customer experience. The Company has rolled out state-of-art new-age fuel dispensers across the network, empowering customers to monitor their fleet on the go, offering the flexibility of 24X7 fund transfer for loading their fleet account and introduction of virtual card for enabling quicker transactions. Reliance’s petrochemicals business is building digital platforms for enhanced customer experience through scalable, agile and predictive business services, providing suite of services such as: Vehicle Tracking Solution (VTS), No touch sales order clearance, Cloudbased systems for digital settlement of commercial contracts, eBL and road freight management etc.

Reliance Retail has the largest customer franchise of over 125 million registered customers who patronise all its diverse store concepts. It will continue to invest in expanding the existing store network and enhance core capabilities, including omni-channel solutions, innovative store concepts, enhancing store environment for providing immersive customer experience, leveraging customer insights through use of sophisticated tools and much more to consolidate its market leadership. Reliance Digital takes care of entire lifecycle needs of a consumer right from identifying the need gap, narrowing down the solution, suggesting product choices, to pre and post installation support to the customers through its service arm resQ.

Jio has taken a practical approach to technology and a platform approach to bring networks, technology, services and experience under a single umbrella. This has made the time to market for Jio’s solutions the lowest across any technology firms, allowing it to be nimbler and more responsive to customer and market needs. Across technologies and customer needs, Jio endeavours to create scalable and globally exportable platforms.

‘Avani’ – all women grocery stores

ACTION

For stores with a higher footfall of women customers the right women leaders and employees were identified. These women were equipped with required trainings to prepare for managerial roles at stores. Also changed unloading infrastructure to make it easier for women associates. With support from relevant functions, Avani was launched on International Women’s Day-8th March’19.

IMPACT

Reduced customer complaints and attrition, increased customer footfalls, enhanced brand Image with better store hygiene and discipline.

OUTCOME

Avani Store launched and operated at major metro locations of Mumbai, Bengaluru, Pune, Jaipur, Indore, Bhubaneshwar, Hyderabad and Ahmedabad.

RESPONSIBILITY TOWARDS COMMUNITIES

DISASTER RESPONSE

RIL is committed in its aim to respond to all disaster situations wherein human lives and livelihood are endangered. The Company promptly assists in the aftermath of disasters to efficiently and effectively provide relief and alleviate human suffering. During FY 2019-20, Reliance relieved communities distressed by floods and cyclones across 50 districts of Andhra Pradesh, Bihar, Gujarat, Karnataka, Kerala, Punjab, Odisha, Madhya Pradesh and Maharashtra. For more details, please refer Report on Corporate Social Responsibility (https://www.ril.com/ DownloadFiles/CSR201920.pdf)

SPORTS

Reliance encourages sports as a medium to encourage learning and building leadership for the children and youth of India. The sporting initiatives offer a platform to budding athletes across India to develop their talents and prowess in multiple sports.

Since inception, Reliance’s sporting initiatives have reached 2.15 crore youngsters across the country.

For more details, please refer Report on Corporate Social Responsibility (https://www.ril.com/ DownloadFiles/CSR201920.pdf)

COVID-19

Reliance leveraged all of its resources – human as well as material – to help India overcome the threat posed by the virus. With a 24x7, multi-pronged approach, Reliance quickly mobilised on-the-ground efforts to ensure the nation wins the battle against COVID-19.

For more details, please refer COVID-19 response (https://www.ril.com/ DownloadFiles/CSR201920.pdf)

PARTNERSHIPS FOR CHANGE

GOVERNMENT AND OTHER GLOBAL INSTITUTIONS

RIL is affiliated with numerous business and industrial organisations namely;

1. The American Chemistry Council (ACC),
2. The Chemicals and Petroleum Manufacturer’s Association (CPMA),
3. Gulf Petrochemicals and Chemicals Association (GPCA),
4. Association of Oil and Gas Operators in India (AOGO),
5. Synthetic and Rayon Export Promotion Council (SRTEPC),
6. Federation of Indian Petroleum Industry (FIPI)

BUSINESS PARTNERSHIPS

Refining and Marketing, Petrochemicals, Exploration and Production:

Under OALP II Round, RIL along with BP, successfully bid for ultra-deepwater Block KG-UDWHP-2018/1, contiguous to RIL’s KG D6 block for exploration of new play fairway and resource accretion in catchment areas that can leverage the existing infrastructure. During the year, RIL joined hands with Turkey’s textile behemoth, Kıvanç Tekstil, which is partnering with Reliance to use R|Elan^TM GreenGold-an innovative sustainable fabric and market it to leading global apparel brands who source their requirements from Turkey to meet the ever-growing demand of environment - friendly apparels for consumers across the world. In partnership with Raymond Group, India’s leading fashion and textile manufacturer and retailer, RIL launched Sustainouva^TM – an eco-friendly and sustainable range of fabrics manufactured by using R|Elan^TM GreenGold.

Retail:

Reliance Retail has been establishing longstanding partnerships with renowned brands from across the globe. Reliance Brands acquired the oldest and the iconic British Toy retailer, Hamleys. The Company has also announced an iconic joint venture with Tiffany & Co, an American luxury jeweller and specialty retailer and WOMO | Bullfrog, the premium Italian men’s cosmetics brand. Reliance Brands established an exclusive partnership with Kurt Geiger to bring the British footwear and handbags brand to India. In the home appliance category, Reliance Retail entered a long-term exclusive brand licensing agreement with Kelvinator, one of the most premium American Brand.

Consequent to the partnership between JPL and Facebook, Reliance Retail and WhatsApp also entered a commercial partnership agreement to further accelerate Reliance Retail’s Digital Commerce business on the JioMart platform to support small businesses on WhatsApp. The companies will work closely to ensure that consumers are able to access the nearest kiranas who can provide products and services to their homes by transacting seamlessly with JioMart using WhatsApp.

Digital Services:

Jio’s success in building technology specifically for India and ability to proliferate across the country has attracted global technology leaders – Facebook and Microsoft to forge partnerships with it.

Facebook: In April 2020, RIL, Jio Platforms Limited and Facebook Inc. announced the signing of binding agreements for an investment of ` 43,574 crore (9.99% stake) by Facebook. This partnership is aimed to accelerate India’s all-round development, fulfilling the needs of Indian people and the Indian economy. The joint focus will be on India’s 60 million micro, small and medium businesses, 120 million farmers, 30 million small merchants and millions of small and medium enterprises in the informal sector, in addition to empowering people seeking various digital services.

Microsoft: Jio and Microsoft Corp. entered into a strategic long-term partnership to combine the world-class capabilities of both companies.This partnership aims at enhancing the adoption of leading technologies, such as data analytics, AI, cognitive services, blockchain, Internet of Things, and edge computing, to accelerate GDP growth in India and drive adoption of next-gen technology solutions at scale.

Jio will leverage the Microsoft Azure cloud platform to develop innovative cloud solutions focused on the needs of Indian businesses. Jio will set up data centres in locations across India, consisting of next-generation compute, storage and networking capabilities, and Microsoft will deploy its Azure platform in these data centres.

ACADEMIC PARTNERSHIPS:

Reliance has been working in partnership with various universities and colleges across India and the globe to grasp the attention of new talents and next generation engineers in the Company. Some universities in academic collaboration with Reliance are:

Global – Florida State University; Massachusetts Institute of Technology; Universities of Florida state, Washington, St. Louis Louisiana State, Helsinki, Penn State, Kansas State; Pacific Northwest National Laboratory; Ben-Gurion University of the Negev, Israel; University of Massachusetts Amherst; Institute for Energy Process Engineering and Chemical Engineering (IEC), Frieberg, Germany; Clemson University; University of Delaware.

Indian – Indian Institute of Science, Bangalore; Indian Institute of Technology (IIT) – Mumbai, Delhi, Kharagpur, Kanpur, Madras; Institute of Chemical Technology (ICT), Mumbai; Tata Institute of Fundamental Research (TIFR), Mumbai; International Centre for Genetic Engineering and Biotechnology (ICGEB), New Delhi; Indian Institute of Petroleum (IIP), Dehradun; National Chemical Laboratory (NCL), Pune; Indian Institute of Integrative Medicine (IIIM), Jammu; Gujrat State Forensic University.

SOCIAL STEWARDSHIP

Reliance’s social stewardship strategy includes nurturing and communicating diligently with people and communities around the manufacturing divisions and bringing qualitative changes in the lives of the underprivileged. Jio remains committed to creating the world’s premier digital society in India. It will be built on the transformative power of data, where connectivity becomes the enabler for digital platforms, improving lives of every citizen of the country. Influence of Reliance’s products, services and community investment activities on the society at large is stated in the Human Capital and People Connect, Natural Capital and Climate Change, CSR report and case studies sections of the Report. Reliance seeks to impact people’s lives through its CSR initiatives. The Company’s CSR policy is intended at improving the lives, living and livelihood for a stronger and inclusive India. Using the Social and Human Capital Protocol, the Company has set up a Monitoring & Evaluation (M&E) framework that is focused on measuring the outcome and impact of initiatives. It institutes baseline values of key pointers that defines the status of stakeholders at the commencement of the intervention and regularly evaluates the status of stakeholders with reference to the baseline.

TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES (TCFD)

TCFD was established by the Financial Stability Board with the aim of improving the reporting of climate-related risks and opportunities.

Reliance has recognised the TCFD recommendations with a commitment to enhance its climate-related disclosures, and improve the management and reporting of climate-related risks. Reliance acknowledges the efforts around the world aiming to limit global temperature rise to two degrees Celsius above pre-industrial levels.

ENTERPRISE RISK MANAGEMENT

Reliance Risk Management Framework was stress tested by the black swan event and the outcomes are encouraging. Over a number of years, Reliance has matured its Risk Management Framework which identifies, manages, monitor and reports both, the key risks and also the newly emerged risks - that can impact achievement of its strategic objectives. Reliance’s Risk Management Framework is founded on sound organisation design principles and is enabled by effective use of technology. The Company’s risk management is customised for business segments and functions and has three layered organisational structure to enable effective management and governance of key risks and emerging risks.

Reliance’s Risk Management Framework is designed to avoid incidents and maximise business outcomes by enabling the management to:

• Understand the risk environment and assess the potential exposure.
• Manage overall potential exposure and determine risk mitigation strategies.
• Monitor the effectiveness of the risk management.
• Enhance controls and improve wherever necessary.
• Report across the management chain all the way up to the Board on a periodic basis.

The Risk Management Framework covers risk management activities at three levels:

1. Day-to-day Risk Management – this includes identification and mitigation of risks by the management and staff at our entities, assets and functions. This is executed as an embedded component in the Operating Management System, Financial Management System and People Management System.
2. Business and Strategic Risk Management – this is executed by business, function and Group leadership. It also results in integration of risks with key business processes such as strategy, planning, performance management, resource allocation and project appraisal.
3. Oversight and Governance – the Board, Executive Committees, Group and functional leadership provide oversight to the identification and management of the most significant risks and are also responsible for improving the Risk Management Framework and ensuring compliance.

The organisation structure at Reliance specific to risk management is fortified with three Lines of Defense (LOD) and three layers of governance. The company has implemented a three LOD model who are collectively responsible to exercise risk management activities. They are as follows:

• The Business / Process Managers
• The Risk Management Function
• The Internal Audit and Management Assurance Function

The Board provides oversight through various risk and executive committees listed below:

1. Board and its committees:
   • Risk Management Committee
   • Audit Committee
   • Stakeholder Relationship Committee
   • CSR and Governance Committee
   • Finance Committee
   • HR, Nomination and Remuneration Committee
2. Executive Committees:
   • Group Operational Risk Committee
   • Group Financial Risk Committee
   • Group Audit and Disclosure Committee
   • Group Compliance Committee
   • Group People Committee
3. Business Risk and Assurance Committees (BRAC) which meet on a monthly basis for Business and Strategic Risk Management.
4. Business and Functional Leaders: Functional assurance and monitoring an on-going basis and weekly LOD meetings.

Leveraging Technology for Risk Management and Assurance
Reliance leverages technological advancements to support the Risk Management Framework and it has significantly matured across all 3 major business segments. New businesses also adopt leading risk management technologies, processes and the experience available in the Group to manage the risks better. Reliance uses a Group level Management System (RMS), thus creating a common risk language to facilitate risk awareness across all in the organisation. A robust ERP system, data analytics capabilities and Governance, Risk, Compliance and Audit (GRCA) tools are used for risk management process.

The key risks discussed below, separately or in combination, could have a material adverse effect on the implementation of our strategy, our business, financial performance, results of operations, cash flows, liquidity, prospects, shareholder value and returns and reputation.

RISK AND RESPONSE:

1) STRATEGIC AND COMMERCIAL RISKS

Commodity prices and markets:

Risk: Companies are experiencing significant demand destruction due to the cessation of business activities on account of lockdown due to COVID-19.

Further, external market conditions, especially, prices of crude oil, natural gas and downstream products have a direct impact on Reliance’s financial performance. These prices are affected by supply and demand, both globally and regionally. Factors that influence fluctuations in crude prices and crude availability include operational issues, natural disasters, and political instability including geopolitical risks, economic conditions and Government pricing policy of petroleum products among others.

Risk Response: Reliance exports its products to diverse geographical locations so that the risk of non-evacuation is mitigated with minimal adverse effect.

Since Reliance operates an integrated hydrocarbon business, some of these risks are offset by gains in other parts of the Group’s integrated hydrocarbon business.

The risk of non-availability of crude and feedstock is actively managed by sourcing crude from multiple geographies (Asia, the Middle East, West Africa, Latin/ South America, North America and North Africa) using short-term and long-term purchase contracts and locking prices.

In order to hedge the exposures arising from commodity price fluctuations, Reliance has a robust Commodity Risk Management Policy and Framework that ensures the risk remains within manageable levels.

Cybersecurity risk

Risk: COVID-19 has forced organisations across the board to embrace practices such as social distancing, remote working and increase the adoption of new technologies. These factors have created an ideal situation for cyber criminals to attack IT infrastructure and launch a range of hacking strategies like malware, ransomware, phishing emails among others.

Further, Reliance continues to focus on large scale digital transformation and hence it also exposes it to increased cyber risks. A digital security breach or disruption to digital infrastructure, due to intentional or unintentional actions, such as cyber-attacks, data breaches or human error could have a serious impact on business. This impact could include loss of process control, impact on business continuity or damage to assets and services, harm, to the environment, the loss of sensitive data or information, legal and regulatory noncompliance, reputational damage as well as revenue loss.

Risk Response: Reliance has strengthened and continues to strengthen its capabilities to defend itself against existing and emerging cyber security threats like phishing attacks, DDOS attacks and malware, combining detection tools with cyber threat intelligence to protect the systems.

It uses Continuous Improvement Programs which ensures that digital transformation takes into consideration Next Generation Cyber Security Architecture which is based on Defense-in-depth (DiD) strategy having enhanced prevention, detection and correction capabilities to mitigate cybersecurity threats at every layer of the IT landscape.

Also, Reliance has implemented strong and intelligent monitoring and response capabilities to protect Reliance’s Information and Information Assets. To mitigate this risk further, Reliance has conducted extensive awareness sessions about cybersecurity threats, increased use of big-data, machine learning and digital forensic capabilities to monitor these threats.

In order to ensure and demonstrate preparedness, Reliance has obtained external global certifications like ISO 27001, PCI DSS 3.2 (Payment Card Industry Data Security Standard).

Data Privacy Risk

Risk: The Government introduced the Personal Data Protection Bill, 2019, in the Parliament, which would create the first crosssectoral legal framework for data protection in India. While currently in India, the data privacy requirements are governed by the Information Technology Act 2000, amendment 2008.

Due to COVID-19, regulations will require companies to put in place processes, policies and infrastructure for collecting personal information about medical condition of employees, vendors visiting our premises and other visitors. Significant cost and effort will be expended in complying with statutory, regulatory or contractual restrictions with respect to collection of data, its storage, its security and dissemination to manage data privacy risk.

Thus, data privacy laws are increasing the imperatives to protect personal information of individuals. Citizens and Governments across the globe continue to face data scandals and data breaches. This has transformed the way that citizens, governments and organisations think about data privacy globally.

Risk Response: Reliance is constantly evolving its Data Protection Policy which are not only compliant with Indian regulations but are based on global best practices and standards to allay any personal data privacy concerns. Reliance group continues to upgrade its Data Privacy Framework and has adopted the ‘Privacy by default’ principles in its approach to data privacy i.e., privacy of data and information is upheld first by default and embedded across the entire data lifecycle. Employees’ consent management process is established, and explicit consent is being taken for services provided to a third party. Enhanced practices are in place to ensure protection of personal data while sharing it with third parties. Identified applications which store personal data are adequately secured. Besides, data privacy awareness campaigns are conducted on an ongoing basis.

Customer Experience and Retention

Risk: Digital Services has now 387.5 million customers on the back of an innovative customer acquisition strategy. Along with expansion of its current customer base, customer retention and experience are of utmost importance for Digital Services to generate sustainable business performance and return on its investments. Digital Services is committed to deliver on a differentiated customer experience and constant endeavour is to proactively mitigate any such risks that may weaken it’s value propositions, brand and customer loyalty.

Risk Response: With onset of COVID-19, Digital Services adopted Work from Home (WFH) policy for most of its staffs and proactively engaged with local authorities for smooth passage of resources to provide uninterrupted services to its customer base. Other steps taken were: deployment of JioPOS Lite for mobile recharges, limited hours store operations in few rural and semi urban areas, shift to virtual call center for customer support, enhancing network capacity for better indoor coverage in residential areas and above all continuous drive for improvement in quality of service resulting in better customer experiences.

Further, to ensure sustained customer value proposition, Digital Services’ strategic and risk framework encapsulates the following mitigations/plans to deliver next generation digital services:

1. Expand Digital Services product offerings to diversify revenue sources and customer base on the back of pan-India penetration.
2. Continual investments in operational excellence and network infrastructure to deliver superior customer experience.
3. Digital Services Prime Membership Program which offers most competitive monthly tariff plans in the industry, other attractive deals and offers from both itself and its partners to ensure retention and loyalty.
4. Digital Services pricing and tariff strategy focuses on continuous innovation on products/service offerings keeping various customer segment needs, requirements and affordability. The offerings are always benchmarked with best value and quality service assurance vis-àvis competition.

2) SAFETY AND OPERATIONAL RISKS

Health, Safety and Environmental (HSE) risks in Operations

Risk: HSE risks include the effects of natural disasters (floods, earthquakes, among others and safety lapses on human capital. The nature of our operations especially in the hydrocarbon sector exposes us, our employees and the society, to a wide range of health, safety, security and environment risks due to the geographic location and technical complexity of operations.

Various HSE regulations across geographies regulate Reliance’s business of Exploration & Production of oil and gas, and their further refining and processing. A major HSE incident, such as fire, oil spill and security breach, can result in loss of life, environmental degradation and overall disruption in business activities.

Risk Response: Reliance’s HSE policy reiterates our value that ‘Safety of persons overrides all production targets’ and that we believe that all injuries, occupational illnesses as well as safety and environmental incidents are preventable.

Reliance has a state-of-the-art dedicated Safety and Operational Risk (S&OR) function which provides oversight on safety and operational risk exposures, periodically conducts risk assessments and reviews through competent multidisciplinary team, to provide independent assurance on the conformance to the Operating Management System. These risks across Reliance’s wide spectrum of businesses in the hydrocarbon sector are managed through various embedded controls at multiple levels of the hydrocarbon value chain.

The safety operational risk process has matured across hydrocarbon entities and the entity risk registers are periodically reviewed and updated. Risk understanding is cascaded through regular risk communication to stakeholders at both leadership and asset facing levels. It ensures that all employees strive for excellence in their own personal safety and the safety of others including employees, contractors, customers and the communities within which Reliance operates with no harm to environment.

Safety and Environmental risks during Transportation

Risk: With most crude being supplied to Reliance by sea vessel, road and pipeline and the overwhelming majority of refined products being exported by sea, Reliance faces the risk of HSE incidents, oil spills leading disruption to business activities.

Events like technical integrity failure, natural disasters, extreme weather, human error and other adverse events or conditions could lead to loss of containment of hydrocarbons or other hazardous materials, as well as fires, explosions or other personal and process safety incidents during transportation by road, sea or pipeline.

Thus, Reliance is exposed to a complex and diverse range of marine risks, including exploration vessels, oil tankers, chemical tankers, gas tankers, dry cargo vessels and Reliance is operating a fleet of tugs port service vessels and operations of port and terminal infrastructure.

Risk Response: Reliance has a strong vessel vetting and incident monitoring and emergency response system.

Using an augmented ship vetting program, all vessels contracted to carry Reliance cargo are screened based on risk rating prior to its induction. For incident response in shipping, formal documentation and cascading have been completed.

Reliance has an improved and advanced controls framework for road transportation which is efficiently run in collaboration with Reliance’s contractors. Reliance supports the contractors in accessing quality training for their drivers and risk mitigation measures during the journey. Reliance has supported capacity building in the key areas impacting transportation safety, like: defensive driving training, route hazard mapping and real-time tracking. A dedicated state-of-the-art emergency response center can provide emergency response to transporters in the country including transportation through contractors. Reliance’s contractors can use these in an integrated way to deliver safe operations while on contract with Reliance.

Physical Security and Natural Calamity risks

Due to the geographical presence and nature of its business operations, Reliance is susceptible to hostile acts such as terrorism or piracy which could harm the Company’s people and disrupt its operations. Some of Reliance’s sites are subject to natural calamities such as floods, cyclones, lightning and earthquakes.

Failure to respond quickly or to be perceived as not responding fast enough, in an appropriate manner to either an external or internal crisis, could disrupt its business and operations severely and also damage reputation. The impact of such disruption can be prolonged and severely impact Reliance’s business and operations if it is unable to restore or replace critical capacity to the required level within an agreed timeframe.

Another natural calamity, the coronavirus pandemic (COVID-19), is an unprecedented event in the history of the world and has created humongous challenges for mankind and enterprises. The emerging risk arising out of social distancing, national lockdown, uncertainty in environment, demand contraction, government intervention (ranging from encouraging certain business to indirect stoppage of goods and services) – has overshadowed the last couple of week out of the entire year.

Risk Response: Global Corporate Security (GCS) is a distinct function of Reliance mandated to de-risk, safeguard and secure the Company by harnessing expertise from across the spectrum and help Reliance maintain a proactive posture by continuously monitoring and assessing emerging threats, vulnerabilities and risks to manage its physical security. Further, Reliance maintains a best in class detailed disaster recovery, crisis and business continuity management plans to respond to natural calamities, any disruption or incident.

The businesses are provided assurance on an ongoing basis by GCS with respect to the management of security risks affecting its people, assets and operations. It actively monitors the threat landscape to prevent or mitigate risks using a ‘de-risking’ framework, ensuring safe operations and business continuity.

Continuous application of pre-emptive mitigation measures, proactive engagement with concerned stakeholders and sustained relationships with sovereign agencies continue.

Reliance Foundation has been actively involved in India’s war against COVID-19. The health of our employees and their family is of utmost priority and we have throughout the pandemic supported our employees through different means including provision of emergency medical response. Company ensured the availability of essentials by swiftly enhancing its capability to deliver beyond stores and ensured adequate supplies to partner Kirana Stores along with direct pickup from farmers.

3) COMPLIANCE AND CONTROL RISKS

Regulatory compliance risks

Risk: COVID-19 has led the government to announce a range of notifications which companies needs to adopt swiftly and effectively.

The evolution of the regulatory environment globally and at home, the Government of India’s ambition for reforms and transparency have resulted in increased regulatory scrutiny that has raised the bar with regards to regulatory compliance. This requires the alignment of corporate performance objectives, while ensuring compliance with regulatory requirements.

“Governance” has been expanded to cover more laws, that companies would be expected to comply with such as SEBI changes to Governance policy, Ministry of Corporate Affairs National Guidelines on Responsible Business Conduct.

Risk Response: While Reliance recognises that meeting all applicable regulatory requirements can be challenging, it has a comprehensive and digitally enabled compliance management framework which is enhanced on an ongoing basis to:

Understand changes to regulatory standards, in a timely manner and integrate these changes in the business strategy, risks, compliance processes, controls;

Assign single point of accountability with appropriate responsibility matrix cascading till the lowest level of organisation with oversight linked back to the committee of the Board of Directors.

To reduce risks associated with fraud, bribery and corruption, further controls have been put in place, awareness has been enhanced and training for all employees has been made mandatory.

COVID-19 instigated regulatory changes across legislative bodies were also tracked and integrated within reliance compliance management system by a dedicated team of multidisciplinary competent people including lawyers, Company Secretaries, Chartered Accountants with zero tolerance tone from the Board of Directors.

4) FINANCIAL RISKS

Treasury risks

Risk: Treasury risks include, among others, exposure to movements in interest rates and foreign exchange rates. Reliance also maintains sufficient liquidity, buffer to be able to meet all its financial commitments on due dates and is not forced to obtain funds at higher interest rates. It has access to markets worldwide and uses a range of products and currencies to ensure that its funding is efficient and well diversified across markets and investor types.

Interest Rate risk
Reliance borrows funds from domestic and international markets to meet its long-term and short-term funding requirements. It is subject to risks arising from fluctuations in interest rates.

Foreign Exchange risk
Reliance prepares its financial statements in Indian Rupee, but most of the payables and receivables of hydrocarbon business are in US Dollars, minimising the cash flow risk on account of fluctuations in foreign exchange rates. Reliance avails long-term foreign currency liabilities (primarily in USD, EURO and JPY) to fund its capital investments. Reliance also avails short-term foreign currency liabilities to fund its working capital.

Risk Response: All long term liabilities which are due for maturity in FY 21 have already been refinanced and the company continues to maintain enough liquidity buffer to meet additional demands that may emerge on account of COVID-19 crisis.

The interest rate risk is managed through financial instruments available to convert floating rate liabilities into fixed rate liabilities or vice versa and is aimed at reducing the cost of borrowings.

Foreign exchange risk arising from mismatch of foreign currency assets, liabilities and earnings is tracked and managed within the Risk Management Framework. The foreign exchange market is highly regulated and Reliance ensures compliance with all the regulations.

EMBRACING CHANGE AND CONTINUOUS IMPROVEMENT

Reliance’s ability to withstand the impact of the risks was bolstered by its robust Risk Management Framework. It helped us to preempt scenarios, respond in time and is providing us with the fortitude to withstand pressure. As we go through the VUCA (Volatile, Uncertain, Complex and Ambiguous) world, we have an enhanced risk refresh cycle both in terms of its periodicity and intensity. Teams are being trained to be future-ready, harnessing technological support and match with emerging domain knowledge. The GRCA team has also demonstrated its capability to deliver through technology tools, in remote working scenario. Process mining tools are being deployed to help enhanced real-time monitoring of process, controls and compliances. We shall now perform what-if analysis, predictive scenario building, use of external risk proxies and indices in data analytics and machine learning with more periodicity and intensity in the risk management process for key risks and emerging risks.

LEADERSHIP

• Shri. Mukesh D. Ambani was recognised as the Iconic Business Leader of the Decade at the Indian Business Leader Awards (IBLA).
• Smt. Nita Ambani became the first Indian to be honoured and elected to the Board of The Metropolitan Museum of Art at New York.
• Smt. Nita Ambani has been named among the top-10 iSportconnect's Influential Women In Sport 2020 by the largest global private network of Sport Business Executives.
• RIL retains No. 1 Indian company tag in Forbes magazine's 'Global 2000 – The World's Largest Public Companies' list for 2019.
• RIL has become the first Indian private company to top the Fortune India 500 List of largest corporations.

TECHNOLOGY, PATENTS, R&D AND INNOVATION

• Awarded for exceptional presentation in UNIPOL PE Global Technology Conference 2019 in USA.
• DTA refinery was awarded "India Manufacturing Excellence Award 2019" in High Platinum Category & Future Ready Factory Award by Frost and Sullivan.
• Hazira Manufacturing Division was conferred highest Platinum Award along with Future Ready Factory certificate in Process Sector, Mega Large Business category.
• Won National Awards for Manufacturing Competitiveness (NAMC) by International Research Institute for Manufacturing (IRIM).
• Received the Federation of Indian Petroleum Industry (FIPI) Innovator of the Year Award for Development and Commercialisation of Low-Cost Anti- Coking and Sulfiding Additive from DSO – a by-product of LPG Merox.

RETAIL

• Reliance Retail received the Annapoorna Food Retailer of the Year Award 2019 conferred by Retailers Association of India (RAI) in association with Federation of Indian Chamber of Commerce and Industry (FICCI).
• Marks & Spencer Reliance JV was recognised among the top 75 ‘Best Workplaces for Women’ in India and highest ranked retailer in ‘India’s Best Companies to Work For’ as per Great Places To Work (GPTW) Institute.
• Reliance Digital was selected as India’s only Electronics Retail Superbrand for 2019-20 by The Superbrands Company.
• Reliance Retail featured in the Global 100 Top Retailers – the only Indian company to do so.
• Reliance Retail has topped the list of 50 fastest growing retailers globally in Deloitte’s Global Powers of Retailing Report, 2020.

Reliance Digital received:

• ET Now Awards 2019 – Best use of Social Media Marketing for "Digital India Sale".
• Indian Retail Awards 2019 – National Retailer of the Year by Franchise India.
• Indian Retail Awards 2019 – CDIT & Electronics Retailer of the Year by Franchise India.
• Reliance Retail received Golden Spoon Award at India Retail Forum by IMAGES Group for:
  • Most Admired Category Performer of the Year across 3 categories.
  • Most Admired Brand Retail Partnership of the Year for partnership with Daawat and Parle.
• Reliance Fresh and Reliance SMART won 4 Awards at ET Now World Digital Marketing Congress Global Digital Marketing Awards.
• Reliance Fresh and Reliance SMART won 3 Awards at ET NOW Global Awards for Retail Excellence.

DIGITAL SERVICES

• Reliance Jio won the ‘Best Data Service Innovation – Emerging Market’ at Global Carrier Awards.
• Reliance Jio won Gold Award for Excellence in Innovation in Technology Industry at Asia Pacific Stevie.
• JioPhone was adjudged as 'Mobile Device Innovation' at Global Telecom Awards.
• Jio was recognised as 'Best LTE Service Provider' and JioPhone as 'Handset Innovation of the Year' at Asia's Telecom Excellence Awards.
• JioTV won the 'IPTV Innovation Award' at World Communication Awards.
• Reliance Jio was named as 'Champions of Rural Market' by Economic Times.
• Reliance Jio was awarded for 'Excellence in Leveraging HR Technology' at SHRM Excellence Awards.
• Reliance Jio was rated as Strongest Brand in India by Brand Finance.
• Jio was ranked 2^nd in India's Most Influential Brand list by Ipsos.
• Jio was named as India's Most Valuable Brands (10^th) by Kantar Millward Brown.
• Reliance Jio was awarded as 'Marketer of the Year' by The International Advertising Association’s (IAA).
• JioSaavn was adjudged as 'Best Music App' at Drivers of Digital Awards.
• JioInteract won 'Best Innovation in Mobile Marketing' at Indian Digital Marketing Awards (IDMA) 2019.
• Reliance Jio was named as 'Winner – Leading Practice in Talent Acquisition' by People First.
• Reliance Jio was awarded as 'Best Video Distribution Platform' by Economic Times.

MEDIA

• CNN News18 won the Exchange4media News Broadcasting Awards (ENBA) Awards 2019 for “Best early prime show (English): Viewpoint”, and “Best late prime time show (English): News Epicentre”.
• CNBC Awaaz won the ENBA Awards in 2019 for “Best News Channel of the year – Hindi”.
• CNBC TV18 won the ENBA Awards 2019 for “Best Business Programme in English (India Business Hour)”, “Best Anchor – English – Shereen Bhan”, and “Best News Channel of the year – English”.
• Entertainment subsidiary Viacom18 won “Creative Company of the Year” at the 2019 ABBY Awards.
• Moneycontrol won the ACEF Global Customer Engagement Awards – Most Admired Mobile App Gold, 2018.
• Andhadhun won the National Award for “Best Hindi Film”, 2018.

HUMAN RESOURCES

• L&D VMD team won “Diamond” Award at State level HR/CSR convention.
• L&D VMD team bagged “Par Excellence Award” at NCQC 2019, Varanasi.
• RIL’s culture of open communication and enabling leadership won it the Corporate Recognition Award 2019 — the highest corporate honour from Toastmasters International.
• Runners-up in the “Happiest Workplace” and “Best New-Age Employer in Conglomerates” categories in “Times JobBuzz Workplace 2025 Conclave and Expo Den”, 2019.
• Won two gold awards for “Best Corporate University” and “L&D Team of the Year” and three silver awards for “Best Induction Training Program”, “Best Mobile Learning Program” and “Best Blended Learning Program”, at the TISS Leap Vault CLO Awards 2019.
• Reliance TUP 4.0 awarded the 2nd Most Prestigious B-School Competition by Dare2Compete Awards.

ENERGY AND WATER CONSERVATION / EFFICIENCY

• Won the 13^th CII National Award for Excellence in Water Management 2019, in heavy industry category.

CAPITAL RESOURCES

• Reliance was awarded as Best Issuer (Corporate) – South Asia by The Asset, Asia’s leading financial publication for issuers and investors.
• RIL’ became the first non-European domiciled borrower and the first Asian corporate to enter a deal of EUR 405 million which was awarded Schuldschein of the year by Global Capital, a leading financial publication for issuers and investors.
• ‘Best ECA-backed Telecoms Finance Deals of the Year’ by Trade and Export Finance (TXF) for its K-Sure supported ECA financing of US$600 million and JPY 15.90 billion.

HEALTH, SAFETY AND ENVIRONMENT

• Awarded ‘Winner’ for outstanding achievement in field of Environment Management in Textile Sector at 19^th Annual Greentech Environment Award 2019.
• Awarded ‘Winner’ at 18^th Annual Greentech Safety Award 2019 for persistent commitment in the field of Safety.
• Recertified “Green Fiber” Recycler by Control Union, Netherlands for the fibre produced at Barabanki Manufacturing Division.
• Reliance received ‘Golden Peacock Environment Management Award, 2019’ for Vadodara Manufacturing Division.
• Awarded “Energy and Environment Foundation Global Safety Award 2020”.
• HMD’s Antiretroviral Treatment centre was declared the ‘Best ART Centre in Low Load Category’ by the Information Education & Communication division, Gujarat State AIDS Control Society, Health & Family Welfare Department, Government of Gujarat.
• DTA Refinery won International Safety Award by British Safety Council, UK.
• Reliance received ‘Greentech Environment Award-2019’ for Nagothane Manufacturing Division.
• RIL’s Medical Services team received the innovative best practices at RIL, Bharat Electronics Limited Award for best scientific paper and Young Scientist Award at the National Conference on Occupational Health – OCCUCON 2020.

CORPORATE SOCIAL RESPONSIBILITY

• Reliance Industries Limited was awarded the Golden Peacock Award for Corporate Social Responsibility 2019 for improving the livelihoods of farmers, fisher-folk and livestock owners through information services.
• Reliance Foundation’s Machli app won the “Application for Social Good” Award at the 10^th AEGIS Graham Bell Awards 2019.
• Reliance Foundation’s Jal Shakti Abhiyan campaign won two gold International Advertising Association (IAA) Olive Crown Awards 2020 under “Events” and “Corporate Crusader of the Year” categories.
• Reliance won the Confederation of Indian Industry (CII) National Award for Excellence in Water Management, 2019, in the “Beyond the Fence” category.
• RIL bagged the Mahatma Award, 2019, under the category for Excellence in Corporate Social Responsibility.
• Reliance Foundation wins the ACEF 8th Asian Leaders Award, 2019, for Disaster Response during Kerala floods in 2018.
• Reliance mentored Farmer Producer Organisations in Agar, Madhya Pradesh and Kamareddy, Telangana were conferred with Samunnati and the ET FPO Awards for their Best Performance in West and South Regions respectively.
• Reliance mentored Saurashtra Swanirbhar Khedut Producer Co. Ltd. was awarded “FPO of the Year in Agriculture-2019” under Mature and Emerging category.
• Reliance Foundation received the “Best Innovative CSR Project Award 2019” by UBS Forum for improving the livelihoods of marine fishermen in India through information services.
• The Dahej Manufacturing division’s CSR team won the 4th “Ek Kaam Desh Ke Naam” Exceed Award for its CSR initiative ‘Women empowerment through skilling: Transforming human into Human Resource’.
• Sir H.N. Reliance Foundation Hospital and Research Centre won FICCI Social Initiative Awards 2019 in the Corporates & Healthcare Service Providers Category.
• The surgeons of Sir H.N. Reliance Foundation Hospital and Research Centre were honoured with Best Critical Care for Patients Award at the Emirates Critical Care Conference in Dubai.
• Sir H.N. Reliance Foundation Hospital and Research Centre awarded Times Healthcare Leaders of Medicine and technology awards 2020 for Best Multi Speciality Hospital, Best Hospital in Cardiac Science, Best Hospital in Gastroenterology, Best Hospital in Oncology and CEO of the year.
• At Economic Awards 2020, Sir H.N. Reliance Foundation Hospital and Research Centre received best national hospital award for Cardiology, Excellence in CSR at National Level and best Multi Speciality hospital at Regional level.
• Sir H.N. Reliance Foundation Hospital and Research Centre won Navbharat Healthcare summit awards 2020 for Best Healthcare Leadership.

Reliance Foundation Winners at
CII National Award

Reliance Foundation Winners at
Olive Crown Awards

RIL Winning Golden Peacock
Award for CSR

SUSTAINABILITY

• Apex India Environment Excellence Award 2019 under Platinum Category for Dahej Manufacturing Division, Silvassa Manufacturing Division and Hoshiarpur Manufacturing Division.
• RIL’s Hoshiarpur Manufacturing Division won ‘FICCI ‘Chemicals and Petrochemicals Awards 2019’ for “Most Environment-Friendly Company in Petrochemicals”.
• ‘GHKC – GreEnv Contest-2019’ for Silvassa Manufacturing Division.
• Hoshiarpur manufacturing division achieved the distinction of being the first polyester yarn manufacturing site in India to receive the coveted ‘GreenCo Gold rating’ by CII.
• Received Bronze in ‘Asia’s Best Community Reporting Award’ at Asia Sustainability Reporting Awards.

QUALITY

• PTD Parakram QC Team, Kaizen Lean QC Team of QAD and “Quality Circle- Warriors” from UB2 Plant won “Excellent Award” at NCQC 2019, Varanasi.
• RIL’s ship Relgas Isheta was awarded a Blue Flag for participating in the US Coast Guard’s AMVER (Automated Mutual Assistance Vessel Rescue System) programme.