| |
|
|
|
|
| |
Latest News |
| 2007-09-09 |
| Find onboard Our GREAT INDIAN RICH DADS! |
|
Lakshmi Mittal
$11.2 billion
London
56 . Married . 2 Children .
Associated Companies: Arcelor - Mittal
|
|
Mr. Lakshmi N. Mittal is one the most powerful Indian - at least on financial terms. He founded his steel company (formerly the LNM Group) in 1976. Over the last couple of decades Mittal has steered this venture into stratospheric heights.
All through his Arcelor takeover bid Mittal was given a second class treatment.
Mr. Mittal is an active philanthropist and a member of various trusts. Mittal Steel is a significant contributor to local community and welfare activities for employees in countries where the Group operates. Mr. Mittal is a member of the Foreign Investment Council in Kazakhstan, the International Investment Council in South Africa, the World Economic Forum’s International Business Council and the International Iron and Steel Institute’s Executive Committee. He is a Director of ICICI Bank Limited and is on the Advisory Board of the Kellogg School of Management in the U.S..
|
Azim Premji
$10.0 billion
Bangalore
59 . Married . 2 Children .
|
|
Associated Companies:
|
Mukesh & Anil Ambani
$6.4 billion
Mumbai.
|
|
Associated Companies:
|
Kumar Mangalam Birla
$3.5 billion
Mumbai
37 . Married . 3 Children .
|
|
Associated Companies:
|
Pallonji Mistry
$2.9 billion
Mumbai
75 . Married . 4 Children .
Associated Companies:
|
|
Pallonji is a construction tycoon and is often described as being media shy, He also benefits from his 18.5 % stake Tata Sons which is the holding company of the Tata conglomerate. Noel Tata the CEO of Retail arm of Tata's is his son-in-law. Noel Tata is also the half-brother of Ratan Tata.
The fifth richest Indian and Chairman of the Shapoorji Pallonji Group, Pallonji Mistry is a man who rarely appears in public. It is commendable to see the way in which Pallonji has been able to carry out his association with the Tata family.He holds more then 18.5% in tata Sons while Ratan tata holds less then 1%
|
Shiv Nadar
$2.3 billion
Delhi
59 . Married . 1 Children .
Associated Companies: HCL Group
|
|
From modest beginnings in his garage, built and still chairs $1.2 billion (revenues) HCL Group, a leading InfoTech provider. Moving to Delhi from Tamil Nadu in 1968, Shiv Nadar worked as an engineer with DCM Ltd. Keen on starting on his own Nadar convinced a handful of colleagues to start HCL in 1976. The new firm would be engaged in making office products like copiers. The void created by IBM's exit worked to Nadar's advantage.Nadar started work on computer manufacture and by 1982, HCL came out with its first computer.
The software story that Nadar tried to incubate has rode on very well.Over the years his group has managed to blend a unique business model that encompasses both the hardware as well as the software divisions. But unlike his peer group icons Narayan Murthy and Azim Premji Nadar could not become the poster boy of the Indian IT industry.
In February 1997, TIME magazine wrote: "The world has caught up with Nadar's vision of a networked future, and the results are shaking up enterprises, economies and government around the world"
While introducing Nadar to the list of the ricest Indians Forbes called him a man who began, by making computers in his garage.
|
Adi Godrej
$1.9 billion
Mumbai
62 . Married . 3 Children
Source: Forbes
Associated Companies: Godrej
|
|
Third generation to head $1 billion (sales) Godrej Group, whose businesses include soaps, hair dyes, office furniture and mosquito repellent. One of Mumbai's biggest landowners, has benefited from rising real estate prices. Adi Godrej has been on a restructuring move of sorts. Godrej spent the past couple of years selling un viable businesses and growing emerging ones. His flagship company Godrej Consumer seems to be on a stronger footing. The hair color market has shown tremendous growth and with India's demographic profile skewed in favour of the younger generation Adi Godrej will have to help many Indians colour their hair before his business reached maturity.
Adi Godrej once remarked that in Europe and the west the hair colour market is suibstantially larger then the soaps market. In India the soap market is currently in multiples of the hair colour market. Godrej expects this anamoly to correct soon. Broadly Adi Godrej is not a Sunil Mittal he prefers to take things as they come along and is interested to change the pace a bit not the direction.
"Godrej touches lives of millions of Indians everyday. To them it is a symbol of enduring trust and reliability in a changing world," the group's Web site quotes him
|
Malvinder & Shivinder Mohan Singh
$1.5 billion
Delhi
Associated Companies:
|
|
Two brothers inherited the family's 33.5% stake in India's leading pharmaceutical company Ranbaxy Laboratories. That was more then five years ago because of the premature death of their father, Parvinder Singh. Since then the brothers have quite admirably managed themselves as well as the company. Although Ranbaxy's profits taken a beating over the last 12 months the long range plans are very much on course.This year the brothers' private holdings are up. Malvinder is president of Ranbaxy's pharma business while younger sibling Shivinder runs Fortis, the family's hospital chain, which recently bought one of India's leading cardiac institutes Their new diversification stream is financial services and their financial services company "Religare" has started making noises on that front.
Malvinder is responsible for the entire global operations of the billion dollar company, spanning across 40 countries An MBA graduate from the Fuqua School of Business, Duke University, USA (1996-98), Malvinder has done his under graduate studies in St Stephen’s college BA (Hons) Economics, (1990-93). Before that Malvinder did his schooling from Doon School. During 1993-94 Malvinder was briefly associated with American Express Bank in Delhi and Mumbai. In 1994 Malvinder joined Ranbaxy as a management trainee.Younger brother Shivinder also studied at the Doon School before following it up with a graduate degree in mathematics from St. Stephen’s College. Shivinder is also an MBA with specialisation in health sector management from the Fuqua School of Business, Duke University, USA.
Mathematics and healthcare are quite different from one another but Shivinder says that maths and computers have been his favourite subjects since childhood. Shivinder is one of the principal promoters of Fortis Healthcare and SRL Ranbaxy.
The brother often say that big success is always associated with big risks. The company took a few such risks which eventually paid off. In the early 1990s, Ranbaxy invested heavily in creating infrastructure in various countries across the globe. Then their huge research and development (R&D) investment in new chemical entities (NCE’s) have started to pay off.
Malvinder is also fond of photography and travelling. He learnt photography from his father who was a good photographer. Shivinder on the other hand is fond of playing golf, tennis and table tennis. He is also a huge movie buff.
In Ranbaxy circles, brothers Malvinder Mohan Singh and Shivinder Mohan Singh are referred to as MMS and SMS respectively
|
Dilip Shanghvi
$1.5 billion
Mumbai
49. Married. 2 Children.
Source : Forbes
Associated Companies: Sun Pharmaceuticals
|
|
With loan from his father started manufacturing psychiatric drugs in 1983. His Sun Pharmaceuticals has a stake in Caraco Pharmaceutical Labs, a U.S. generic drug company.
The company has concentrated in the specialty segment of neurology, cardiology, gastroenterology and diabetology. Over the years Sun Pharmaceuticals has aggressively expanded its therapeutic presence through brand and company acquisitions. Shanghvi recently bought manufacturing facilities in the US and Hungry. Talking on the Indian Pharmaceutical Industry Dilip Shanghvi has some very interesting numbers. He often remarks that a country with a population of 1 billion has a total pharmaceutical market of Rs 180 bilion. On the basis of this data the per capita pharmaceutical consumption works out to barely Rs 180 which is miniscule and rivals only thrid world countries like Bangladesh.
Talking of the future Dilip SHanghvi expects the industry to show consolidation both at the company level as well as the brand level.
|
Anil Agarwal
$1.2 billion
London / Mumbai
51 . Married . 2 Children .
Source: Forbes
Associated Companies:
|
|
Anil Agarwal has shot into fame over the past five years. Like all first generation entrepreneurs he started quite moderately and turned his metal trading business into a conglomerate of copper, zinc and aluminum assets. Some time back he raised US $ 825 million by listing his Vedanta Resources on the London Stock Exchange, The mid-1970s, was a tough time for Indian business men. The License raj was at its peak and the overhanging cloud of bureaucracy, paperwork and red tapism ensured that no entrepreneur could move forward - they could only crawl. Each expansion or purchase required a license, inspection or review. A simple trip to the bank could become an all-day affair". Agarwal says that anything he did for ten years encountered phenomenal roadblocks,”
In the early part of this decade Anil Agarwal took some fierce bets. All these bets have paid off and catapulted him into the billionaire list. He bought copper mines in Zambia when the metal was at its trough; he aggressively bid for and won the majority shares in BALCO.
Now he wants to turn Vedanta into a mining and metals company on quality par with companies like the British giant Anglo American. The listing of Vedanta has attracted both attention and trouble. Investors, bureaucrats and labor unions have all treated Agarwal's ambitions with suspicion questioning the corporate governance practices at Agarwal's flagship company.
It has been 30 years since Anil Agarwal started his small time scrap metal trading business in Mumbai. The initial years were tough but he managed to expand his business under the burning fire of rising ambition. In the early 1980's Anil Agarwal was waiting for the telecommunication industry to create major demand for copper wires. Anticipating this huge demand Agarwal visited the U.S in 1983 to buy a closed down copper cable manufacturing plant. His managed to buy one of those for about US $ 2 million. He had more then partially funded it with a US $ 1.5 million bank loan. The new company that he formed Sterlite Industries grew very well. To fund his expansion plans he raised money from the Indian equity markets in four separate offerings. With this money and more Anil Agarwal set up aluminum products plant and later put up a copper smelter. All through out people called Anil Agarwal a bubble but the bubble was rising – high in the skies.
When environmentalists tried to stop Sterlite's copper plant from being put up in Maharashtra Agarwal showed great strength and character. In a bold move Anil Agarwal moved his metal business Tuticorin, where again Agarwal tangled with protesters. A 1997 explosion at the plant killed at least two workers and injured several others. But Agarwal has managed himself very well. He has kept these protest, allegations, suits and regulatory problems away from his mental frame work and continues to do what he has done for the past two decades – expand his metal business.
Grasim, Hindalco Industries,Aditya Birla Nuvo, Ultra Tech Cement, Indo Gulf
Fourth-generation head of $6 billion (sales) commodities conglomerate, with operations in nine countries, India’s largest cement producer. Mr. Kumar Mangalam Birla is the Chairman of the Aditya Birla Group, which is among India's largest business houses. Among its major companies in India are Grasim, Hindalco, UltraTech Cement, Aditya Birla Nuvo and Idea Cellular. Its JVs include Birla Sun Life (Financial Services) and Birla NGK (Insulators).
At the time of his father's death in 1995 the young Birla was considered in experienced and novice. But he responded to the situation with equal courage and intellect. Merging related businesses, acquiring newer ones, disposing off unrelated activities. He spent the past decade providing that focus to the various Birla companies. Right now he has his pie in the growing sectors of telecom, insurance, financial services as well as into the old economy heavyweights like Cement Aluminum Copper, fertilizers, palm oil etc.
Soft spoken and modest Kumar Mangalam was raised in Calcutta and Mumbai. He is a Chartered Accountant and earned an MBA (Masters in Business Administration) from the London Business School, Mr. Kumar Mangalam Birla and his wife, Neerja have three children, Ananyashree, Aryaman Vikram and Advaitesha. Reliance Industries
Two years after the death of their father, Reliance group's founder Dhirubhai Ambani, the brothers finally broke away. The older brother controls the petrochemical businesses and is setting sights to become the czar of India's Retailing revolution. He is also busy setting up Special Economic Zones in almost all corners of the country. Whether he succeeds or not is another issue but the older Ambani sibling is truly making a tryst with destiny. On the other hand he has roped in Chevron for his petrochemical complex at Jamnagar and is getting into oil and gas exploration in a big way – Gas he says is finite and needs to be found as quickly as possible.
The younger brother Anil on the other hand is setting up a conglomerate of businesses from Telecom (it used to be Mukesh's pet project), to financial services, power and infrastructure. Anil is known as much for his out of the office activities as much as he is known for his business acumen. These range to dating and marrying the film actress Tina Munim, being friends with the Big B of Bollywood "Amitabh Bachchan", the influential business man turned politician “Amar Singh" or jogging to the polling booth at 7.00 in the morning - to exercise his voting rights. A Wharton graduate Anil was considered a financial wiz kid and he introduced the 50 year Yankee bond to the US investors -the first by an Indian company.
The Reliance group is one of the best anecdotes of the rags to riches variety. Their father Dhirubhai Ambani started his career working at a petrol pump in Aden. Over the past few years Reliance has also had its share of controversy whether it was the defense deal papers in the homes of one of its employees, or the private placement of shares to UTI or the share swapping controversy where some one’s share was inadvertently swapped with some body else’s, to the L&T stake sale controversy but inspite of that the group has chugged at blistering pace. Wipro
Azim Premji owns 84% of Wipro , India 's second-biggest InfoTech Company. Premji's initial days are very interesting. He was studying at Stanford when he had to rush back to India because of his father's ill health. As fate would have it Premji had to get into business leaving his Stanford stint uncompleted at that point in time - this was completed later on in his career. A modest man Azim Premji was once rumored to have change the location of his plant rather then bribe the local officer who was refusing to allot power connection to one of his proposed ventures. Last year he traded his eight-year-old Ford Escort for a new Toyota Corolla.
Under his leadership, a Rs.7 crore company in hydrogenated cooking fats has grown to over Rs 10,000 crores diversified, integrated Corporation in Services, Technology Products and Consumer Products with leadership positions in the businesses it is in.
A workaholic Premji starts work at 4.30 in the morning sending e-mails to his employees, contacts and partners. At 7, Premji walks his way to office where he works all day long. Frequently, Premji ends his day on a commercial flight -- there are no corporate jets -- to Mumbai, San Francisco , London -- anywhere that he thinks is important for his company.
A role model for young entrepreneurs across the world, Mr.Azim Premji has integrated the country's entrepreneurial tradition with professional management, based on sound values and uncompromising integrity. He was born in Sadulpur in Rajasthan, India on June 15, 1950, and graduated from St. Xavier’s College in Calcutta where he received a Bachelor of Commerce degree. He is married to Usha Mittal, and has a son, Aitya Mittal and a daughter, Vanisha Mittal The French Finance Minister remarked that he had a grammar problem while Guy Dolle the CEO of Arcelor called him a specialist at buying out obselete installations. Dolle further compared the Steel that Mittal Compared as cheap "eau de cologne" compared to Arcelor's steel as perfume. Laxmi Mittal’s ability to guide the company in its identification, acquisition and turnaround of steel assets has led to his emergence of the world’s largest steel producer. Mittal began his career working in the family’s steelmaking business in India. Over the last 30 years Mr. Mittal has also championed the development of integrated mini-mills and the use of Direct Reduced Iron or “DRI” as a scrap substitute for steelmaking. Mittal has always preferred to add manufacturing facilities when the steel industry was in a down trend (Arcelor is an exception). During industry downtrends companies sell cheap and Mittal made full use of this logic.
In a recent move Mittal Steel acquired Arcelor of France. Post this deal the new company (Arcelor - Mittal) produces three and a half times as much steel as its closest rival, controls more than 10% of the world's steel production (more than 100 million tonnes and $70 billion in annual sales), employs 320,000 worker |
|
|
|
|
|
