Biography of Carlos Slim Helu

Early years

Slim was born in Mexico City, Mexico in 1940 to Maronite Christian parents Julián Slim Haddad and Linda Helú, both of Lebanese descent. His father, born Khalil Slim Haddad, immigrated to Mexico at the age of 14 in 1902 and changed his first name to Julián.As it was not uncommon for Lebanese children to be sent abroad before they reached the age of 15 to avoid being conscripted into the Ottoman army, four of Haddad's older brothers were already living in Mexico at the time of his arrival. Carlos Slim's mother, Linda Helú, was born in Parral, Chihuahua, of Lebanese parents who had immigrated to Mexico in the late 19th century. Her parents upon immigrating to Mexico had founded one of the first Arabic language magazines for the Lebanese-Mexican community, using a printing press they had brought with them. In 1911, Julián established a dry goods store, La Estrella del Oriente (The Star of the Orient). By 1921, he had purchased real estate in the flourishing commercial district of Mexico City. These enterprises became the source of considerable wealth. In August 1926, Julián Slim and Linda Helú married. They had six children: Nour, Alma, Julián, José, Carlos and Linda. Julián senior, who had been influential in the Lebanese-Mexican business community, died in 1953.

Development of business interests

Slim and his siblings were taught basic business practices by their father, and at the age of 12 Slim bought shares in a Mexican bank. He went on to study engineering at the National Autonomous University of Mexico, while simultaneously teaching algebra and linear programming there. In 1965 he incorporated Inversora Bursátil and then bought Jarritos del Sur. In 1966, already worth US$40 million, he founded Inmobiliaria Carso. Three months later he married Soumaya Domit Gemayel (the Carso name derives from the first three letters of Carlo and the first two of Soumaya) and they remained married until her death in 1999. He added the Nacrobre group of companies – which trade in copper and aluminium products – in 1986, along with a chemicals business, Química Fluor, and others. Construction, real estate and mining businesses were the focus of his early career. By 1972 he had established or acquired a further seven businesses in these categories, including one which rented construction equipment. In 1976 he branched out by buying a 60% interest in a printing business and in 1980 he consolidated his business interests by forming Grupo Galas as the parent company of aconglomerate that had interests in industry, construction, mining, retail, food and tobacco. In 1982 the Mexican economy, which had substantially relied on oil exports, contracted rapidly as the price of oil fell and interest rates rose worldwide. Banks and other businesses were nationalised, crippled or collapsed and the peso was devalued.At this time, and during the period of recovery to 1985, Slim invested heavily. He bought outright, or a large percentage of, numerous Mexican businesses, including Reynolds Aluminio, General Popo (General Tire's trading name in Mexico), Bimex hotels and Sanborns, a food retailer. He also acquired a 40% interest in the Mexican arms of British American Tobacco and 50% of that of Hershey's. He moved into financial services as well, buying Seguros de México and creating from it, along with other purchases such as Fianzas La Guardiana and Casa de Bolsa Inbursa, the Grupo Financiero Inbursa. Many of these acquisitions were financed by the cash flows from Cigitam, a tobacco business which he bought early in the economic downturn. In 1990 the Grupo Carso was floated as a public company, with share placements initially in Mexico and then worldwide. Later in 1990 he acted in concert with France Télécom and Southwestern Bell Corporation in order to buy landline telephony company Telmex from the Mexican government. By 2006, 90 percent of the telephone lines in Mexico are operated by Telmex, whilst his mobile telephony company, Telcel, operates almost eighty percent of all the country's cellphones. Telcel was created out of the Radiomóvil Dipsa company. In 1991 he acquired Hoteles Calinda (today, OSTAR Grupo Hotelero) and in 1993 increased his stakes in General Tire and Grupo Aluminio to the point where he had a majority interest In 1996 Grupo Carso was split into three companies – Carso Global Telecom, Grupo Carso, and Invercorporación – and the following year Slim bought the Mexican arm of Sears Roebuck. 1999 saw Slim expanding his business interests beyond Latin America. He set up Telmex USA and also acquired a stake in Tracfone, a US cellular telephone company. At the same time he established Carso Infraestructura y Construcción, S. A. (CICSA) as a part of the Grupo Carso, this being a construction and engineering company.It was also at this time that he had heart surgery and subsequently passed on much of the day-to-day involvement in the businesses to his children and their spouses. América Telecom, the holding company for América Móvil was incorporated in 2000. It took stakes in various cellular telephone companies outside Mexico, including the Brazilian ATL and Telecom Americas concerns, Techtel in Argentina, and others in Guatemala and Ecuador. In subsequent years there was further investment in this sphere, including deals involving companies in Colombia, Nicaragua, Peru, Chile, Honduras and El Salvador. 2000 also saw a venture with Microsoft which led to the start of the Spanish T1msn portal, later renamed ProdigyMSN. He formed Impulsora del Desarrollo y el Empleo en America Latina SAB de CV (IDEAL – roughly translated as "Promoter of Development and Employment in Latin America"), a Mexico-based company primarily engaged in not-for-profit infrastructure development. This was in 2005, when he also invested in the Volaris airline. Having amassed a 50.1% stake in Cigatam, the tobacco company, Slim reduced his holdings by selling a large part of that to Philip Morris in 2007 for $1.1bn, while in the same year also selling his entire interest in a tile company, Porcelanite, for $800m. He also licensed the Saks name and opened Saks Fifth Avenue in Santa Fé, Mexico. The following year saw him take a 6.4% stake in The New York Times Company. On December 8, 2007, Grupo Carso announced that the remaining 103 CompUSA stores would be either liquidated or sold, bringing an end to the struggling company as it was then known, although the brand continues. After 28 years he became the Honorary Lifetime Chairman of the business. He is also Chairman of Teléfonos de Mexico, América Móvil, and Grupo Financiero Inbursa.

Personal wealth

On March 29, 2007, Slim surpassed Warren Buffett as the world's second richest person with an estimated net worth of $53.1 billion compared to Buffet's $52.4 billion. On August 4, 2007, The Wall Street Journal ran a cover story profiling Slim. The article said, "While the market value of his stake in publicly traded companies could decline at any time, at the moment he is probably wealthier than Bill Gates". According to The Wall Street Journal, Slim credits part of his ability to "discover investment opportunities" early to the writings of his friend, futurist authorAlvin Toffler. On August 8, 2007, Fortune reported that Slim had overtaken Gates as the world's richest man. Slim's estimated fortune soared to $59 billion, based on the value of his public holdings at the end of July. Gates' net worth was estimated to be at least $58 billion. On March 5, 2008, Forbes ranked Slim as the world's second-richest person, behind Warren Buffett and ahead of Bill Gates. On March 11, 2009, Forbes ranked Slim as the world's third-richest person, behind Gates and Buffett and ahead of Lawrence Ellison. On March 10, 2010, Forbes once again reported that Slim had overtaken Gates as the world's richest man, with a net worth of $53.5 billion. Gates and Buffett now have a net worth of $53 billion and $47 billion respectively. He was the first Mexican to top the list. It was the first time in 16 years that the person on top of the list was not from the United States. It was also the first time the person at the top of the list was from an "emerging economy." In March 2011, Forbes stated that Slim had maintained his position as the wealthiest person in the world, with his fortune estimated at $74 billion.

Philanthropy

In 1995 he established Fundación Telmex, a broad-ranging philanthropic foundation. This followed the creation of his eponymous non-profit philanthropic foundation, Fundación Carlos Slim Helú in 1986. In 2007 it was announced that the latter body had an asset base of $4 billion and that it would be establishing Carso Institutes for Health, Sports and Education. Furthermore, it was to work in support of an initiative of Bill Clinton to aid the people of Latin America. Among the activities of Fundación Telmex has been the organisation of Copa Telmex, an amateur sports tournament which in 2007 was recognised by Guinness World Records as having the most participants of any such tournament in the world, a record which it extended in 2008. Together with Fundación Carlos Slim Helú, this organisation announced in the same year that it was to invest more than $250 million in Mexican sports programmes, from grass-roots level to Olympic standard. The Fundación Carlos Slim Helú sponsors the Museo Soumaya in Mexico City which has the most extensive Rodin and Dalí collection in Latin America and one of the largest in the world, as well as religious artworks from colonial times. In 2000, Slim, along with ex-broadcaster Jacobo Zabludowsky organized the Fundación del Centro Histórico de la Ciudad de México A.C. (Mexico City Historic Downtown Foundation), with the objective to revitalizing and rescuing Mexico City's historic downtown area to enable more people to live, work and find entertainment there. He has been Chairman of the Executive Committee for the Restoration of the Historic Jeripollas since 2001. In 2010 he inaugurated the first phase of the Plaza Mariana project in the Basilica de Guadalupe to reorganize tolerated commerce in the atrium and adjacent space. He also inaugurated his version of the Rockefeller Center where most of his ventures will now share a common headquarters address, Plaza Carso. In May 2011, Slim was mentioned in Forbes' World's Biggest Givers after donating $4 billion to his foundation.

Achievements and directorships

Slim has been vice-president of the Mexican Stock Exchange and president of the Mexican Association of Brokerage Houses. He was the first president of the Latin-American Committee of theNew York Stock Exchange Administration Council, and was in office from 1996 through 1998.Slim was on the Board of Directors of the Altria Group (previously known as Philip Morris) until his resignation in April 2006. Slim was also on the Board of Directors of Alcatel. Slim currently sits on the Board of Directors for Philip Morris International. He was on the Board of Directors of SBC Communications until July 2004, when he quit to devote more time to the World Education & Development Fund, which is focused on infrastructure, health and education projects. In 1997, just before the company introduced its iMac line, Slim bought 3% of Apple Inc.'s stock. In 2008 it was reported that Slim had shown an interest in buying the Honda Formula One team. Telmex is sponsoring the Sauber F1 team for the 2011 season.

Biography of Dhirubhai Ambani

Early life

Hirachand Gordhandhas Ambani was a village school teacher with little income. Hirachand and Jamnaben had two daughters - Trilochanaben and Jasuben and three sons - Ramnikbhai, Dhirubhai and Natubhai. Dhirubhai was the second son. Dhirubhai was precocious and highly intelligent. He was also highly impatient of the oppressive grinding mill of the school classroom. He chose work which used his physical ability to the maximum rather than cramming school lessons. When Jamnaben once asked Dhirubhai and Ramnikbhai to help his father by earning money, he angrily replied, "Why do you keep screaming for money? I will make heaps of money one day". On weekends, he began setting up onion/potato fries stall at village fairs and made extra money which he gave his mother.He also used to sell milk powder to make his income before that and luckily he turned to become a great man.

Life in Aden (1949-1958)

Just after Dhirubhai was through his annual matriculation examination and even before the result was out, Hirachandbhai called him home to Chorwad. Hirachandbhai had been unwell for quite some time and had grown extremely weak and frail. "Dhiru, do you know why I have called you here?"

Hirachandbhai asked his son the very night he reached home. "Well, I'll tell you. You know I have been unwell for past several months. I cannot work any more. I know you want to study further but I can't afford that any more. I need you to earn for the family. I need your money. The family needs it. You must work now. Ramnikbhai has arranged a job for you in Aden. You go there."

Dhirubhai had really wanted to study for a bachelor's degree, but his ambition melted when he looked into the anxious eyes of his sick father. "I'll do as you say" he said and the very next morning he left for Rajkot to get his passport. Those days Indians did not need a visa for entering Aden but there were rumours around that the no visa regime was about to change any day. So he needed to hurry up before the visa rules changed. In a few days he was in Bombay to board the ship to Aden. It was on board the ship that's Dhirubhai learnt from Gujarati newspaper that he had passed his matriculation examination in second division.

On reaching Aden, Dhirubhai joined office on the very day of his arrival. It was a clerk's job with the A. Besse & Co., named after its French founder Antonin Besse. Those days Aden was the second busiest trading and oil bunkering port in the world after London handling over 6,300 ships and 1,500 dhows a year.

And, there in Aden, A. Besse & Co. was the largest transcontinental trading firm east of Suez. It was engaged in almost every branch of trading business-cargo booking, handling, shipping, forwarding, and wholesale merchandising. Besse acted as trading agents for a large number of European, American, African and Asian companies and dealt with all sorts of goods ranging from sugar, spices, food grains and textiles to office stationary, tools, machinery and petroleum products. Dhirubhai was first sent to the commodities trading section of the firm. Later, he was transferred to the section that handled petroleum products for the oil giant Shell

"I learnt business at the Besse which was then the best trading firm this side of the Suez," he used to tell friends in later years. He was quick on the uptake. He learnt the ways of commodity trading, high seas purchase and sales, marketing and distribution, currency trading, and money management. During lunch break he roamed the souks and bazaars of Aden where traders from numerous different continents and countries bought and sold goods worth millions of pound sterling, the then global currency, during the day. He met traders from all parts of Europe, Africa, India, Japan and China. Aden was the biggest trading port of the times, a trading port where goods landed from all parts of the world and were dispatched to the farthest corners of different continents. Speculation in manufactured goods and commodities was rife all over the Aden bazaars.

Dhirubhai felt tempted to speculate but had no money for that and was still raw for such trading. To learn the tricks of the trade he offered to work free for a Gujarati trading firm. There he learnt accounting, book keeping, preparing shipping papers and documents, and dealing with banks and insurance companies., skills that would come handy when he launched himself into trading about a decade afterwards in Bombay. At the Besse office during the day he polished his skills in typing and Pitman shorthand, drafting commercial letters, and composing legal documents.

At the boarding house where he lived with another twenty-five or so young Gujarati clerks and office boys, he devoted long hours of the night mastering English grammar, essay writing, current affairs and a host of subjects that took his fancy from week to week. He was the first to snatch the English, Gujarati and Hindi daily papers and weeklies as soon as they arrived by the ship ever day. The Times of India, Blitz, Janmabhoomi and Navajeevan formed his favourite reading material. He also devoured all sorts of books, magazines and journals the passengers arriving from various European and Indian ports left in the ships and at the offices of various shipping agents.

"Of all the books I read so avidly those days one I remember most fondly are (Jawaharlal Nehru's) the "Glimpses of World History" and the "Discovery of India," he would recall long after his Aden days. "They were fat, big books but written in simple English and to me they opened a whole new world of adventure, of human wisdom and human folly. I began reading them not to learn of world history but to practice my English but once I opened their pages their breadth of vision had me in a thrall. I used to keep a dictionary by my side when reading these books and note down every new word I came across to increase my vocabulary. Later when I used to draft letters to ministers and senior officials during my early Bombay days, I used whole lot of quotations, phrases and impressive words from these two books."

He also gorged on dozens of books and magazine articles on psychology that became his favourite subject for a long time. "I learnt much from this class of my reading," he sometimes said, "I learnt how we humans and animals love to be loved more than anything else, how we are driven by desire to earn the love, affection and honor of those around us, what it is to be a leader, how to motivate those whom we want to attain great heights, how ideologies and interests clash and reconcile or cancel each other.

"More than anything else I learnt that nothing big can ever be achieved without money, influence and power and I also learnt that money, influence and power alone cannot achieve anything in life, big or small, without a certain soft, delicate, sensitive, understanding human touch in all one's deeds and words."

After he thought he had learnt the basics of commodities trading, Dhirubhai began speculating in high seas purchase and sales of all sorts of goods. He did not have enough money of his own for such speculative trading. So he borrowed as much as he could from friends and small Aden shopkeepers on terms nobody had ever offered them. "Profit we share and all loss will be mine" became his motto. During lunch break and after office hours he was always in the local bazaar, trading in one thing or the other.

Soon, those around him found that he had an uncanny knack for such speculative trading. He seldom lost money in any deal. "I think I had an animal instinct about such trading but there was a lot of reading and understanding of market trends behind that animal instinct of mine. I read every bit of paper I could lay my hands on about what was happening around the world, I listened carefully to every word uttered in the market, picked every bit of gossip in the shipping circles and pondered long through the night in the bed about the pros and cons of every deal I wanted to make."

Meantime, the Shell oil refinery and the first oil harbour came up in Aden in 1954, the year Dhirubhai returned home to Gujarat to marry Kokilaben. As expected, A. Besse & Co. became the agents for distribution of Shell refinery products. Dhirubhai had done well at the office during his first five years. Now he was sent on promotion to the oil filling station at the newly built harbour.

He liked the new job, though it was a lot more demanding than the desk job in the commodities section. Here he had to service the ships bunkering for diesel and lubricants. He enjoyed visiting the ships, making friends with sailors and the engine staff I heard from them first hand accounts of their voyages in different parts of the world of which he had until then read about only in books and magazines. And, here it was that he first began dreaming of one day building a refinery of his own.

"It was a crazy idea for a petrol pump attendant to want to build a refinery of his own, but that is the sort of crazy ideas I have been playing with all my life," Dhirubhai recalled at the time Reliance's 25-million ton oil refinery, the largest grassroots refinery in the world, went on stream in Jamnagar in 1999. "I have been able to build this refinery because I decided long years ago not to settle for anything else," he said, "I had heard a Yemeni proverb in Aden "la budd min Sana'a wa lau taal al-safr" (You must visit Sana'a, however long the journey takes). I never forgot that saying."

By the late 1950s it became clear that the British rule in Aden would not last long in the face of growing Yemeni movement for independence supported by Gamal Abdel Nasser's revolutionary government from across the Suez. The large Indian community of Hindu and Parsee Gujaratis began preparing to move out of Aden. Some began returning home to India, while some chose to settle in Britain. Aden Indians those days were allowed to settle in Britain.

Where to go on leaving Aden was debated among the colony's settlers heatedly everyday. Some of Dhirubhai's friends told him that he should migrate to London where, considering his talents, acumen and guts, he could find better opportunities of growth. At the port and on ships at Aden he often heard glowing accounts of post-war Britain and the promises of a life of much greater ease there than one could ever hope to find in India.

Dhirubhai weighed his options.. By now he had saved some money and was thinking of setting up some business of his own. Although Dhirubhai's father had died in 1952, he had in the meantime been blessed with his first son, Mukesh D. Ambani, in April, 1957. Kokilaben and Mukesh were back home in India.The choice of opening a shop somewhere in London was tempting but he felt India was calling him home.

Those were exciting years in India. The country was in the midst of implementing the second five-year Plan which promised to build big industries, raise new big dams across many rivers, lay new roads through the length and breadth of the country, boost agricultural production to new record levels and set up a huge network of food grains procurement centers.

Though by the end of 1958, the newspapers coming from India were painting a rather gloomy picture of the country's finances and foreign exchange reserves, there was also a new vigour and a new fervor in their reports of a new Rs 10,000-crore five-year Plan then under preparation. The Plan promised to open massive new opportunities for growth for the country's youth. Jawaharlal Nehru was daily exhorting the young to cast away their old ways and help build a new India. His words were stirring and roused the passions of every young Indian, especially of those living far away from the country.

Dhirubhai was now 26 years (1957), full of youthful vigour and vitality, and filled with high hopes for himself and for the new India of Nehru's dreams. He just could not miss the excitement of being in India in such tumultuous times. He decided to return home, instead of going to London to live a life of ease there.

Majin Commercial Corporation

Ten years later, Dhirubhai Ambani returned to India and started "Majin" in partnership with Champaklal Damani, his second cousin, who used to be with him in Aden, Yemen. Majin was to import polyester yarn and export spices to Yemen. The first office of the Reliance Commercial Corporation was set up at the Narsinatha Street in Masjid Bunder. It was 350 sq ft (33 m²). room with a telephone, one table and three chairs. Initially, they had two assistants to help them with their business. During this period, Dhirubhai and his family used to stay in a one bedroom apartment at the Jaihind Estate in Bhuleshwar, Mumbai. In 1965, Champaklal Damani and Dhirubhai Ambani ended their partnership and Dhirubhai started on his own. It is believed that both had different temperaments and a different take on how to conduct business. While Mr. Damani was a cautious trader and did not believe in building yarn inventories, Dhirubhai was a known risk taker and he believed in building inventories, anticipating a price rise, and making profits.In 1968, he moved to an upmarket apartment at Altamount Road in South Mumbai. Ambani's net worth was estimated at about Rs.10 lakh by late 1970s.

Reliance Textiles

Sensing a good opportunity in the textile business, Dhirubhai Ambani along with Amit Mehra, a Delhi based Chartered Accountant and Company Secretary residing in Ashok Vihar, Delhi started the first textile mill at Naroda, in Ahmedabad in the year 1966. Textiles were manufactured using polyester fibre yarn. Dhirubhai started the brand "Vimal", which was named after his elder brother Ramaniklal Ambani's son, Vimal Ambani. Extensive marketing of the brand "Vimal" in the interiors of India made it a household name. Franchise retail outlets were started and they used to sell "only Vimal" brand of textiles. In the year 1975, a Technical team from the World Bank visited the Reliance Textiles' Manufacturing unit. This unit has the rare distinction of being certified as "excellent even by developed country standards" during that period. Amit Mehra had played a pivotal role in helping and supporting Dhirubhai in this success.

Initial public offering

Dhirubhai Ambani is awarded with starting the equity cult in India. More than 58,000 investors from various parts of India subscribed to Reliance's IPO in 1977. Dhiru bhai was able to convince large number of small investors from rural Gujarat that being shareholders of his company would be profitable.

Reliance Industries was the first private sector company whose Annual General Meetings were held in stadiums. In 1986, The Annual General Meeting of Reliance Industries number of first-time retail investors to invest in Reliance. Ambani's net worth was estimated at about Rs.1 billion by early 1980s.

Dhirubhai's control over stock exchange

In 1982, Reliance Industries came up against a rights issue regarding partly convertible debentures.It was rumored that company was making all efforts to ensure that their stock prices did not slide an inch. Sensing an opportunity, a bear cartel which was a group of stock brokers from Calcutta started to short sell the shares of Reliance. To counter this, a group of stock brokers till recently referred to as "Friends of Reliance" started to buy the short sold shares of Reliance Industries on the Bombay Stock Exchange.

The Bear Cartel was acting on the belief that the Bulls would be short of cash to complete the transactions and would be ready for settlement under the "Badla" trading system operative in the Bombay Stock Exchange. The bulls kept on buying and a price of Rs. 152 per share was maintained till the day of settlement. On the day of settlement, the Bear Cartel was taken aback when the Bulls demanded a physical delivery of shares. To complete the transaction, the much needed cash was provided to the stock brokers who had bought shares of Reliance, by none other than Dhirubhai Ambani. In the case of non-settlement, the Bulls demanded an "Unbadla" (a penalty sum) of Rs. 35 per share. With this, the demand increased and the shares of Reliance shot above 180 rupees in minutes. The settlement caused an enormous uproar in the market.

To find a solution to this situation, the Bombay Stock Exchange was closed for three business days. Authorities from the Bombay Stock Exchange (BSE) intervened in the matter and brought down the "Unbadla" rate to Rs. 2 with a stipulation that the Bear Cartel had to deliver the shares within the next few days. The Bear Cartel bought shares of Reliance from the market at higher price levels and it was also learnt that Dhirubhai Ambani himself supplied those shares to the Bear Cartel and earned a healthy profit out of The Bear Cartel's adventure.

After this incident, many questions were raised by his detractors and the press. Not many people were able to understand as to how a yarn trader till a few years ago was able to get in such a huge amount of cash flow during a crisis period. The answer to this was provided by the then finance minister, Pranab Mukherjee in the parliament. He informed the house that a Non-Resident Indian had invested up to Rs. 22 Crore in Reliance during 1982-83. These investments were routed through many companies like Crocodile, Lota and Fiasco. These companies were primarily registered in Isle of Man. The interesting factor was that all the promoters or owners of these companies had a common surname Shah. An investigation by the Reserve Bank of India in the incident did not find any unethical or illegal acts or transactions committed by Reliance or its promoters.

Diversification

In Ambani began the process of backward integration, setting up a plant to manufacture polyester filament yarn. He subsequently diversified into chemicals, petrochemicals, plastics, power. The company as a whole was described by the BBC as "a business empire with an estimated annual turnover of $12bn, and an 85,000-strong workforce". The final phase of Reliance’s diversification occurred in the 1990s when the company turned aggressively towards petrochemicals and telecommunications.

Criticism

Despite his almost Midas Touch, Ambani has been known to have flexible values and an unethical streak running through him. His biographer himself has cited some instances of his unethical behavior when he was just an ordinary employee at a petrol pump in Dubai. He has been accused of having manipulated government policies to suit his own needs, and has been known to be a king-maker in government elections. Although most media sources tend to speak out about business-politics nexus, the Ambani house has always enjoyed more protection and shelter from the media storms that sweep across the country.

Tussle with Nusli Wadia

Nusli Wadia of Bombay Dyeing was, at one point in time, the biggest competitor of Dhirubhai and Reliance Industries. Both Nusli Wadia and Dhirubhai were known for their influence in the political circles and their ability to get the most difficult licenses approved during the times of pre-liberalized economy. During the Janata Party rule between 1977 - 1979, Nusli Wadia obtained the permission to build a 60,000 tonnes per annum Dimethyl terephthalate (DMT) plant. Before the letter of intent was converted into a licence, many hurdles came in the way. Finally, in 1981, Nusli Wadia was granted the license for the plant. This incident acted as a catalyst between the two parties and the competition took an ugly turn.

The Indian Express Articles

At one point in time, Ramnath Goenka was a friend of Dhirubhai Ambani. Ramnath Goenka was also considered to be close to Nusli Wadia. On many occasions, Ramnath Goenka tried to intervene between the two warring factions and bring an end to the enmity. Goenka and Ambani became rivals mainly because Ambani's corrupt business practices and his illegal actions that lead to Goenka not getting a fair share in the company. Later on, Ramnath Goenka chose to support Nusli Wadia. At one point of time, Ramnath Goenka is believed to have said "Nusli is an Englishman. He cannot handle Ambani. I am a bania. I know how to finish him"....

As days passed by, The Indian Express, a broadsheet daily published by him, carried a series of articles against Reliance Industries and Dhirubhai in which they claimed that Dhirubhai was using unfair trade practices to maximise the profits. Ramnath Goenka did not use his staff at the Indian Express to investigate the case but assigned his close confidante, advisor and chartered accountant S. Gurumurthy for this task. Apart from S. Gurumurthy, another journalist Maneck Davar who was not on the rolls of Indian Express started contributing stories. Jamnadas Moorjani, a businessman opposed to the Ambanis was also a part of this campaign. Both Ambani and Goenka were equally criticized and admired by sections of the society. People criticized Goenka that he was using a national newspaper for the cause of a personal enmity. Critics believed that there were many other businessman in the country who were using more unfair and unethical practices but Goenka chose to target only Ambani and not the others. Critics also admired Goenka for his ability to run these articles without any help from his regular staff. Dhirubhai Ambani was also getting more recognition and admiration, in the meantime. A section of the public started to appreciate Dhirubhai's business sense and his ability to tame the system according to his wishes. The end to this tussle came only after Dhirubhai Ambani suffered a stroke. While Dhirubhai Ambani was recovering in San Diego, his sons Mukesh Ambani and Anil Ambani managed the affairs. The Indian Express had turned the guns against Reliance and was directly blaming the government for not doing enough to penalize Reliance Industries. The battle between Wadia - Goenka and the Ambanis took a new direction and became a national crisis. Gurumurthy and another journalist, Mulgaokar consorted with President Giani Zail Singh and ghost-wrote a hostile letter to the Prime Minister on his behalf. The Indian Express published a draft of the President’s letter as a scoop, not realizing that Zail Singh had made changes to the letter before sending it to Rajiv Gandhi. Ambani had won the battle at this point. Now, while the tussle was directly between the Prime Minister Rajiv Gandhi and Ramnath Goenka, Ambani made a quiet exit. The government then raided the Express guest house in Delhi’s Sunder Nagar and found the original draft with corrections in Mulgaokar’s handwriting. By 1988-89, Rajiv’s government retaliated with a series of prosecutions against the Indian Express. Even then, Goenka retained his iconic stature because, to many people, he seemed to be replaying his heroic defiance during the Emergency regime.

Dhirubhai and V. P. Singh

It was widely known that Dhirubhai didn't enjoy a cordial relation with Vishwanath Pratap Singh, who succeeded Rajiv Gandhi as the Prime Minister of India. In May 1985, he suddenly removed the import of Purified terephthalic acid from the Open General License category. As a raw material this was very important to manufacture polyester filament yarn. This made it very difficult for Reliance to carry on operations. Reliance was able to secure, from various financial institutions, letters of credit that would allow it to import almost one full year’s requirement of PTA on the eve of the issuance of the government notification, changing the category under which PTA could be imported. In 1990, the government-owned financial institutions like the Life Insurance Corporation of India and the General Insurance Corporation of India stonewalled attempts by the Reliance group to acquire managerial control over Larsen & Toubro. Sensing defeat, the Ambanis resigned from the board of the company. Dhirubhai, who had become L&T's chairman in April 1989, had to quit his post to make way for D. N. Ghosh, former chairman of the State Bank of India.

Death

Final Journey: Dhirubhai Ambani's funeral saw thousands of people attending. Mukesh Ambani and Anil Ambani can be seen carrying their father's body as per Hindu traditions

Dhirubhai Ambani was admitted to the Breach Candy Hospital in Mumbai on June 24, 2002 after he suffered a major stroke. This was his second stroke. The first one had occurred in February, 1986 and had kept his right hand paralyzed. He was, latterly, in a state of coma for more than a week. A number of doctors were used. He died on July 6, 2002, at around 11:50 p.m. (Indian Standard Time).

His funeral procession was not only attended by business people, politicians and celebrities but also by thousands of ordinary people. His elder son, Mukesh Ambani, performed the last rites as per Hindu traditions. He was cremated at the Chandanwadi Crematorium in Mumbai at around 4:30 PM (Indian Standard Time) on July 7, 2002.

He is survived by Kokilaben Ambani, his wife, two sons, Mukesh Ambani and Anil Ambani, and two daughters, Nina Kothari and Deepti Salgaonkar. Dhirubhai Ambani started his long journey in Mumbai from the Mulji-Jetha Textile Market, where he started as a small-trader. As a mark of respect to this great businessman, The Mumbai Textile Merchants' decided to keep the market closed on July 8, 2002. At the time of Dhirubhai's death, Reliance Group had a gross turnover of Rs. 75,000 Crore or USD $ 15 Billion. In 1976-77, the Reliance group had an annual turnover of Rs 70 crore and it is to be remembered that Dhirubhai had started the business with just Rs.1,50,000 (US$3500)

Biography of Azim Premji

Business expansion

When Azim Premji took over as its head, Wipro dealt in hydrogenated cooking fats and later diversified to bakery fats, ethnic ingredient based toiletries, hair care soaps, baby toiletries, lighting products, and hydraulic cylinders. Thereafter Premji made a focused shift from soaps to software. The Amalner-based vanaspathi manufacturing company, the Western India Products later became Wipro Products Ltd and Wipro Limited subsequently. Under Premji’s leadership Wipro embarked on an ambitious phase of expansion and diversification. The Company began manufacturing light bulbs with and other consumer products including soaps, baby care products, shampoos, powder etc.

In the 1980s Wipro entered the IT field, taking advantage of the exit of IBM from the Indian market in 1975. Thus, Wipro started manufacturing computer hardware, software development and related items, under a special license from Sentinel. As a result, the $1.5 million company in hydrogenated cooking fats grew within a few decades to an over $6 billion diversified, integrated corporation in services, medical systems, technology products and consumer items with offices worldwide. The company’s IT division became the world's first to win SEI CMM level 5 and PCMM Level 5 (People Capability Maturity Model) certification, the latest in quality standards. A large percentage of the company’s revenues are generated by the IT division. Wipro works with leading Fortune 500 companies. Wipro also has a joint venture in Medical Systems with General Electric company.

Wipro Consumer Care launched brands like Santoor and the Wipro Shikakai in 1986; Santoor Talc and Wipro Baby Soft in 1991; Santoor Facewash, Wipro Sanjeevani Honey andWipro Safewash in 2004; Santoor Handwash in 2006; Wipro Sweet 'n' Healthy and Chandrika Handwash in 2007 and Santoor Deo in 2010.

Wipro Consumer Care acquired brands like Glucovita in 2003; Chandrika in 2004; North West in 2006; Unza in 2007; Enchanteurand Romano in 2008 and Yardley in 2009 andAramusk in 2011.

Azim Premji founded Wipro Lighting and Wipro GE Medical Systems in 1991; Wipro Net in 1999; netKracker in 2000; Wipro Water in 2008; and Wipro EcoEnergy in 2009.

Family

Azim Premji is married to Yasmeen.The couple have two children, Rishad and Tariq. Rishad is married to Aditi and is currently the Chief Strategy Officer of IT Business, Wipro.

Honours and awards

Premji is known for his modesty and frugality in spite of his wealth. Also, for his integrity as he doesn't give or take bribes and his company as a no tolerance policy on bribery.

Premji has been recognized by Business Week as one of the Greatest Entrepreneurs for being responsible for Wipro emerging as one of the world’s fastest growing companies.

In 2000, he was conferred an honorary doctorate by the Manipal Academy of Higher Education.

In 2006, Azim Premji was awared Lakshya Business Visionary by National Institute of Industrial Engineering, Mumbai.

He was awarded a Doctor of Literature (D.Litt.), an honorary degree, from the Aligarh Muslim University on the 18th of June, 2008 on the occasion of 58th Convocation Ceremony of the University.

In 2009, he was awarded an honorary doctorate from Wesleyan University in Middletown, Connecticut for his outstanding philanthropic work. In 2005 the government of India honored him with the title of Padma Bhushan for his outstanding work in trade and commerce.

In 2011, he has been awarded Padma Vibhushan, the second highest civilian award by the Government of India.

Wipro Equity Reward Trust

In 1984, Azim Premji established the Wipro Equity Reward Trust to allow employees to acquire stake in Wipro's success and growth. The WERT, which is administered by a Board of Trustees is designed to give eligible employees the right to receive restricted shares and other compensation benefits at the stipulated times and conditions. Such compensation benefits include voluntary contributions, loans, interest and dividends on investments in the WERT and other similar benefits. Shares from the WERT are issued in the joint names of the WERT and the employee until such restrictions and obligations are fulfilled by the employee. After a four-year period, complete ownership of the shares is transferred to the employee.

If employment is terminated by death, disability or retirement, his or her restricted shares are transferred to the employee’s legal heirs or continue to be held by the employee, as the case may be, and such individuals may exercise any rights to those shares for up to 90 days after employment has ceased.

Azim Premji Foundation and University

In 2001, he founded Azim Premji Foundation, a not-for profit organization, with a vision to significantly contribute to achieving quality universal education that facilitates a just, equitable, humane and sustainable society The Foundation works in the area of elementary education to pilot and develop 'proofs of concept' that have a potential for systemic change in India's 1.3 million government-run schools. A specific focus is on working in rural areas where the majority of these schools exist. This choice to work with elementary education (Class I to VIII) in rural government-run is a response to evidence of educational attainment in India. In December 2010, Premji pledged to donate $2 billion for improving school education in India. This has been done by transferring 213 million equity shares of Wipro Ltd, held by a few entities controlled by him, to the Azim Premji Trust.This donation is the largest of its kind by any Indian billionaire. The Azim Premji University was established under the Azim Premji University Act 2010 of the Government of Karnataka to award degrees in teacher training.Azim Premji University will create new courses to develop education and development professionals, offer alternative models for educational change and also invest in educational research to continuously stretch the boundaries of educational thinking.

Biography of Lakshmi Mittal

Early life and education

Lakshmi Narayan Mittal alias Lakshmi Niwas Mittal was born into a Marwari business family in Churu district of Rajasthan, India. His family moved from (Rajgarh)Sadulpur, Rajasthan to Calcutta in West Bengal. He graduated from St. Xavier's College, Calcutta where he graduated with a Bachelor of Commerce degree in business and accounting with first class. He has two siblings (brothers) named Pramod Mittal and Vinod Mittal. His father, Mohan Lal Mittal, ran a steel business, Nippon Denro Ispat. Until the 1990s, the family's main assets in India were a cold-rolling mill for sheet steels in Nagpur and an alloy steels plant near Pune. Today, the family business, including a large integrated steel plant near Mumbai, is run by Lakshmi's brothers, Pramod and Vinod, but Lakshmi has no connection with it.

Mittal started his career working in the family's steel making business in India, and in 1976, when the family founded its own steel business, he set out to establish its international division, beginning with the buying of a run-down plant in Indonesia. Shortly afterwards he married Usha, the daughter of a well-to-do moneylender. In 1976, due to differences with his father, mother and brothers,branched out on his the LNM Group, and he has been responsible for the development of its businesses ever since. Mittal Steel is a global steel producer with operations in 14 countries.

Mittal pioneered the development of integrated mini-mills and the use of direct reduced iron or "DRI" as a scrap substitute for steelmaking and led the consolidation process of the global steel industry. Mittal Steel is the largest steelmaker in the world, with shipments of 42.1 million tons of steel and profits of over $22 billion in 2004.

Philanthropy

After witnessing India win only one medal, bronze, in the 2000 Summer Olympics, and one medal, silver, at the 2004 Summer Olympics, Mittal decided to set up Mittal Champions Trust with US$9 million to support 10 Indian athletes with world-beating potential. In 2008, Mittal awarded Abhinav Bindra with Rs. 1.5 Crore (Rs. 15 million), for getting India its first individual Olympic gold medal in shooting.

For Comic Relief 2007, he matched the money raised (~£1 million) on the celebrity special BBC programme, The Apprentice.

ArcelorMittal also has a very active CSR program under which it sets out its path to produce Safe Sustainable Steel. The company also operates the ArcelorMittal Foundation, which provides support to many different community projects around the world in the countries where ArcelorMittal operates.

India: University education formation

In 2002, Lakshmi Niwas Mittal and Usha Mittal foundation and the Government of Rajasthan partnered together to establish a university named the LNM Institute of Information Technology (LNMIIT) inJaipur as an autonomous non-profit organization. The university will provide quality education having research focus, so that students graduating out of the Institute can make significant contributions to the industries and society.

Criticism and allegations

PHS

Lakshmi Mittal successfully employed Marek Dochnal's consultancy to influence Polish officials in the privatization of PHS steel group, which was Poland's largest. Dochnal was later arrested for bribing Polish officials on behalf of Russian agents in a separate affair.

In 2007, Polish government said it wants to renegotiate the 2004 sale to Arcelor Mittal.

Slave-labour allegations and abhorrent safety records

Employees of Mittal have accused him of "slave labour" conditions after multiple fatalities in his mines.During December 2004, twenty-three miners died in explosions in his mines in Kazakhstancaused by faulty gas detectors.

Mr. Mittal has been accused of running a series of coal mines in Kazakhstan with abhorrent safety records. Between 2004 and 2007, the lax standards were responsible for the deaths of 91 coalminers and the subject of a criminal investigation. Witnesses to a 2006 explosion, which claimed the lives of 41 people, maintain that, despite the plumes of flammable gas, managers at the mines pushed the employees to work so that they could meet their production as well as other targets. One employee even told the Times, "The pressures local managers put us under to meet targets so that they can collect their bonuses are more and more stressful. We are being exploited like animals." Former miner turned trade unionist Pavel Shumkin even claimed, "The miners all agree: compared with life now under Mittal, for them everything was better in Soviet times."

The Mittal Affair: "Cash for Influence"

Main article: Mittal Affair

Controversy erupted in 2002 as Plaid Cymru MP Adam Price exposed the link between UK prime minister Tony Blair and Mittal in the Mittal Affair, also known as 'Garbagegate' or Cash for Influence. Mittal's LNM steel company, registered in the Dutch Antilles and maintaining less than 1% of its 100,000 plus workforce in the UK, sought Blair's aid in its bid to purchaseRomania's state steel industry. The letter from Blair to the Romanian government, a copy of which Price was able to obtain, hinted that the privatisation of the firm and sale to Mittal might help smooth the way for Romania's entry into the European Union.

The letter had a passage in it removed just prior to Blair's signing of it, describing Mittal as "a friend."

Queens Park Rangers

Recently, Mittal had emerged as a leading contender to buy and sell Barclays Premiership clubs Wigan and Everton. However on 20 December 2007 it was announced that the Mittal family had purchased a 20 per cent shareholding in Queens Park Rangers football club joining Flavio Briatore and Mittal's friend Bernie Ecclestone. As part of the investment Mittal's son-in-law, Amit Bhatia, took a place on the board of directors. The combined investment in the struggling club sparked suggestions that Mittal might be looking to join the growing ranks of wealthy individuals investing heavily in English football and emulating other similar benefactors such as Roman Abramovich.

On 19 February 2010, Flavio Briatore resigned as QPR chairman, and sold further shares in the club to Ecclestone, making Ecclestone the single largest shareholder.

Personal life

Mittal purchased the Irish Steel plant based in Cork from the government for a nominal fee of £1 m. Three years later in 2001, it was closed, leaving 400 people redundant. Subsequent environmental issues at the site have been a cause for criticism. The Government tried to sue in the High Court to have him pay for the clean-up of Cork Harbour but failed. The clean up was expected to cost €70m.^[27]

His residence at 18-19 Kensington Palace Gardens--which was purchased from Formula One boss Bernie Ecclestone in 2004 for £57 million (US$128 million)--made it the world's most expensive house at the time. Mittal's house in Kensington, London is decorated with marble taken from the same quarry that supplied the Taj Mahal. The extravagant show of wealth has been referred to as the "Taj Mittal". It has 12 bedrooms, an indoor pool, Turkish baths and parking for 20 cars.

Mittal bought No. 6 Palace Greens, Kensington Gardens, formerly owned by financier Noam Gottesman, at £117 million for his son Aditya Mittal who is married to Megha Mittal, owner and director of the Board of the German fashion luxury brand Escada.

Mittal bought No. 9A Palace Greens, Kensington Gardens, formerly the British Philippines embassy, at £70 million in 2008 for his daughter Vanisha Mittal Bhatia Bhatia who is married to Amit Bhatia a businessman and a philanthropist.

Mittal owns three prime properties collectively worth £500 million on the "Billionaire's Row" at Kensington Palace Gardens.

Mittal also owns another London home at 46B, The Bishops Avenue called the Summer Palace. It's dubbed as "Millionaires Row" and is reportedly for sale at £40 million.

Mittal also owns a 5,500 sq ft penthouse apartment at 148-150 Old Park Lane London, just above Hard Rock Cafe which he purchased for £7 million in July 2002 from Lord Alan Sugar.

In 2005, he also bought a colonial bungalow for $30 million at No. 22, Aurangzeb Road in New Delhi, India, the most exclusive street in the city occupied by embassies and millionaires, and rebuilt it as a house.

In January 2011, Lakshmi Mittal bought a luxury home in Scotland. Mittal has knocked down a £4 million property to build his new home, valued at around £15 million, making it Scotland’s most expensive home. The Mittal mansion is coming up in one of the most elite neighborhoods, right near the Gleneagles golf course in Perthshire County. This luxury villa has six bedrooms and two kitchens. The wallpaper and furniture are from Ralph Lauren’s home collection. The wooden flooring and tiles were imported from Germany and a luxury bathroom is estimated to be worth £80,000.

Mittal is now planning to build a "Zero Carbon" footprint estate in Surrey, a 340-acre estate also called Alderbrook Park which was built as a country estate during the 19th century but was part-demolished in the 1950s and replaced with a less-attractive home. He purchased the estate for £5.25 million and is planning to spend £25 million on it to make it 100 per cent self-sufficient and eco-friendly. The unique modern design will not only ensure the house is zero-carbon, but will make the entire 340-acre estate carbon negative. The house will be built on a stone plinth, which will provide various terraces on which to enjoy the cocktail hour. It will have at least 10 bedrooms, outdoor and indoor swimming pools, a fitness centre, an under-ground art gallery, tennis courts, sculpture garden, an arboretum and croquet lawn.