Ritik Final Project Report

PUNE INSTITUTE IF BUSINESS MANAGEMENT, PUNE
FINAL PRESENTATION
REPORT 2023
SEMESTER 1
UID: 2023-2905-0001-
Ritik Dadhich PGDM 2
0008
Contents
EXECUTIVE SUMMARY ............................................................................................................................ 3
Business model canvas ........................................................................................................................... 5
SECTOR ANALYSIS ................................................................................................................................... 6
SECTOR DEFINITION: ........................................................................................................................... 6
Categories of Sector: ........................................................................................................................... 6
Sector GDP contribution: .................................................................................................................... 6
Sector growth and forecasting:........................................................................................................... 7
Sector categories wise CAGR: ............................................................................................................. 7
Consumer buying behaviour for BFSI: ................................................................................................ 7
Consumer buying behaviour for each category in BFSI sector: .......................................................... 7
Sector Growth factor: ......................................................................................................................... 8
Growth/Degrowth pattern for BFSI sector pre & post-pandemic: ..................................................... 8
Growth/Degrowth pattern for categories of BFSI sector pre & post-pandemic: ............................... 9
Top 3 players in BFSI: .......................................................................................................................... 9
Top players in BFSI (category wise): ................................................................................................. 10
PORTERS FIVE FORCES MODEL FOR INSURANCE SECTOR .................................................................... 11
PESTEL ANALYSIS FOR INSURANCE SECTOR:......................................................................................... 13
SWOT ANALYSIS FOR BFSI SECTOR: ...................................................................................................... 15
Reliance Capital Information ................................................................................................................ 16
Company Founded & Founder Details: ............................................................................................. 16
History of company: .......................................................................................................................... 16
Reliance capital Vision & Mission: .................................................................................................... 16
Key Business Highlights of the Year: ................................................................................................. 17
Shareholding Pattern for Reliance capital: ........................................................................................... 18
Organization Structure:......................................................................................................................... 20
Market Share in the Sector: .................................................................................................................. 21
SWOT ANALYSIS FOR RELIANCE NIPPON LIFE INSURANCE ................................................................... 21
MARKETING........................................................................................................................................... 22
Segmentation .................................................................................................................................... 22
Targeting ........................................................................................................................................... 23
Positioning ........................................................................................................................................ 24
Market Mix for Reliance Nippon life Insurance .................................................................................... 24
PRODUCT: ......................................................................................................................................... 24
PRICE: ................................................................................................................................................ 25
PLACE: ............................................................................................................................................... 26
PROMOTION: .................................................................................................................................... 26
VALUE CHAIN ANALYSIS: ....................................................................................................................... 27
PRODUCT LIFE CYCLE: ........................................................................................................................... 30
COMPETITOR ANALYSIS: ....................................................................................................................... 32
FINANCE ................................................................................................................................................ 33
INTERPRETATION FOR RELIANCE NIPPON LIFE INSURANCE ............................................................. 33
Liquidity and Debt Ratios, Profitability, Solvency, turnover, and working capital ratio for Reliance
Nippon life insurance: ....................................................................................................................... 37
COMMON SIZE ANALYSIS FOR RNIL: ................................................................................................. 41
MACROECONOMIC FACTORS THAT AFFECT THE STOCK PRICE: ....................................................... 42
DEPRECIATION POLICY: ..................................................................................................................... 43
SUBSIDIARIES OF RNLI:...................................................................................................................... 45
HUMAN RESOURCE MANAGEMENT ..................................................................................................... 46
Organisational Structure: .................................................................................................................. 46
Organizational culture and ethics: .................................................................................................... 47
RECRUITMENT AND SELECTION PROCESS: ....................................................................................... 47
EMPLOYER BRANDING: ..................................................................................................................... 49
JOB DESCRIPTION:............................................................................................................................. 50
BACKGROUND VERIFICATION CHECK AT RNLI: ................................................................................. 51
ONBOARDING FORMALITIES AND DOCUMENTS REQUIRED FOR JOINING: ..................................... 53
CANDIDATE ENGAGEMENT PROCESS: .............................................................................................. 54
TRAINING ANALYSIS AT RNLI: ........................................................................................................... 55
DESIGN TRAINING PROCESS AND MODEL USED IN THE ORGANIZATION: ....................................... 57
TRAINING CALENDAR: ....................................................................................................................... 57
PMS SYSTEM AT RNLI: ....................................................................................................................... 57
KRA AND GOAL SHEET:...................................................................................................................... 58
EMPLOYEE BENEFITS:........................................................................................................................ 59
STATUTORY BENEFITS: ...................................................................................................................... 59
HRIS SOFTWARE TOOL USED IN RNLI:............................................................................................... 60
OTHER SUITABLE HRIS SOFTWARE TOOLS: ....................................................................................... 60
NOTES TO REFRENCE ............................................................................................................................ 62
EXECUTIVE SUMMARY
INTRODUCTION:
The present study undertakes a comprehensive examination of Reliance Nippon
Life Insurance Company, a notable participant in the insurance industry of
India. The goal of the study is to offer a thorough understanding of the
company's current situation, opportunities, and challenges by using a variety of
strategic frameworks, such as financial statement analysis, Porter's Five Forces
analysis, SWOT, PESTLE, and STP analyses, as well as the creation of a job
description for a sales executive.
SWOT analysis:
Dependency Nippon Life Insurance has a well-organized internal structure. Its
wide range of products, strong brand image, and extensive distribution network
are among its advantages. Nonetheless, the business must contend with
difficulties like fierce competition and changing regulations. Its market position
must be maintained and improved by utilizing these strengths while reducing
weaknesses and threats.
PESTLE Analysis:
A number of factors influence the external environment. Economic conditions,
demographic changes, and regulatory changes are critical in India's dynamic
market. In order to prosper and maintain its resilience, Reliance Nippon Life
Insurance needs to strategically adjust to these factors.
STP Analysis:
It is critical for the business to comprehend market segmentation, target the
appropriate audience, and strategically position its offerings. This analysis can
be used by Reliance Nippon Life Insurance to better target its product and
marketing strategies.
Porter's Five Forces Analysis reveals that there is intense competition,
significant buyer power, and the emergence of new players in the Indian
insurance market. The business needs to create barriers to entry and strategically
differentiate itself in order to strengthen its competitive advantage.
Financial Statement Analysis:
Over the past few years, the company's revenues and profitability have grown
significantly, according to a careful review of its financial situation. Reliance
Nippon Life Insurance can guarantee long-term financial sustainability by
continuing to employ responsible financial management techniques.
Job Description for Sales Executive:
The success of the company is largely dependent on the Sales Executive. A
proactive, results-driven professional with the ability to manage client
relationships, comprehend customer needs, and effectively promote insurance
products is needed for this role. The duties, abilities, and credentials required of
the Sales Executive are fully outlined in the job description.
The various facets of Reliance Nippon Life Insurance Company are highlighted
in this research project, providing insightful information for decision-makers,
management, and stakeholders. Reliance Nippon Life Insurance is well-
positioned to manage the difficulties and seize the opportunities in the Indian
insurance market by building on its advantages, addressing its disadvantages,
and adjusting to the changing business environment.
Business model canvas
SECTOR ANALYSIS
SECTOR DEFINITION:
BFSI sector is a one among the different industries in a country. It defines as Banking,
Financial Services and Insurance. It is a broader term which defines all the companies
that provide services related to finances.
Categories of Sector:
The banking, financial services, and insurance (BFSI) sector plays a very crucial role in
any economy. These three pillars represent whole sector,
Banking: Banking is the first pillar, which provide a variety of financial services,
including accepting deposits, giving loans, and payments facility. They are the
backbone of the financial system, offering essential services to individuals,
groups and organisations.
Financial Services: This is the second pillar includes a broad variety of services
such as investment management, wealth advisory, brokerage services, and
financial planning. These Financial services helps individuals and organizations
to make informed decisions about investing, saving, and managing their finances.
Insurance: This is the third pillar which represent as insurance sector deals with
risk management and protection. Insurance companies offer policies that
safeguard individuals and businesses against various types of risks, including
health, property, and assets. They collect premiums in exchange for providing
these financial services in case of cover from damages.
Sector GDP contribution:

The Financial industry contributed 9.2 per cent of all external trade and 5.8 per cent of
gross value added. This included all firms providing Banking, Financial services and
Insurance services. (Refer note no. 1)
Sector growth and forecasting:
The BFSI sector will be witnessing the growth at the rate of 16%.
(Refer note no.2)
The sector forecasted to be grown in the IT, Cloud based services, Securities
Market etc.
Sector categories wise CAGR:

BANKING: CAGR of 10.4% in between 2023-2027. (Refer note no.3)
FINANCIAL SERVICES: CAGR of 14.97% from 2022 to 2027. (Refer Note no.4)
INSURANCE: CAGR of 10.3% (refer note no. 5)
Consumer buying behaviour for BFSI:
In the era of digitalisation, the rapid increasing internet penetration and establishment
of more Fintech firms also the availability, easy accessibility and security is making
consumers more diverted to make investment and buy financial services.
Other factors also play important role like economic and non-economic factors
compiling with generation factors (millennial and GenZ) and location factors (Urban
and Rural).
Still Indian customers faces some challenges and barriers in accessing and availing
BFSI products and services, which can be financial literacy, affordability, trust,
awareness, and availability.
Consumer buying behaviour for each category in BFSI sector:
In the Banking sector, according to a survey done by Downtoearth, almost 1.4 million
people in India still doesn’t hold bank accounts. (Refer note no. 6)
For which RBI and government of India had launched various ways to push. For e.g.
Pradhan Mantri Jan Dhan Yojana (PMJDY)
For Financial services, in India consumers there is still a part where internet penetration
is low and the availability of smartphones over feature phone is also very less. By which
it is still people are not engage with all financial services.
After that a majority of people are still getting through financial risks for online
transactions and the rest are unaware about that.
If we want to study this in detail Deloitte had research on few samples to find out more
about BFSI buying behaviour of consumers. (Refer note no. 7)
For Insurance sector, the buying behaviour would consider for Rural and Urban
consumers separately because the reason of purchasing Insurance in both are different,
Urban India consumers would prefer insurance more likely to get Tax Benefits and for
investment purposes but Rural Indian consumers are more likely to purchase just
because risk protection and social security reasons.
These finding are from research done at IIT Kanpur by Dr. Manohar giri. (Refer note
no. 8)
Sector Growth factor:
BFSI is a very crucial sector in Indian economy as it contributes a large part in economy.
There are few factors which are letting BFSI to grow and expand:
Government policy: Government has been trying for a very long period of time to
bring all citizens enrolled in BFSI. Pradhan Mantri Jan Dhan Yojana is a very good
example of developing banking institutes and leveraging more citizens to get at least an
account in banks. GST reforms is also an example where government reformed the
taxation policies and leverage more usage for financial services in tax collection and
giving tax benefits.
Technological Evolution: Digitalization is the new revolution which will become the
factor in the growth of BFSI sector because every thing which is paper based or manual
is been replaced by Digitizing. Revolutionary process such as AI, Blockchain, and
Cyber Security has been using to design best-in-class BFSI services. Digitalisation is
making life of consumer easy and they are enjoying the simplicity of investing and new
payment methods.
Public/Private involvement: The BFSI sector is been seeing an increased in
participation and collaboration of public and private entities, such as banks, NBFCs,
Fintech firms, insurance companies, mutual funds, etc. These are providing wide range
of products and services in innovative ways.
Regulatory Measures: RBI, SEBI, IRDAI, PFRDA, etc. are the regularities which is
keeping an eye on all offering to citizens and even on the transactions happening.
They ensure that BFSI sector operates in a fair, safe, and sound manner.
Growth/Degrowth pattern for BFSI sector pre & post-pandemic:
BFSI sector had been experiencing growth and de-growth at times pre and post
pandemic such as change in government policies, digital technologies, customer
preferences, and market conditions, and the biggest change is itself covid pandemic.
Pre-pandemic: BFSI sector has been growing at moderate pace before pandemic era,
BFSI had been experiencing technological changes, growing disposable income etc.
Even a report publishes by Business Today, it says that before pandemic the BFSI is
reflecting a growth rate of 29% but during the covid crisis it got declined to 10% from
29% which is a huge impact. (Refer Note no. 9)
Post-pandemic: After the pandemic the BFSI slowly started to recover the loss and by
the next year it showed a year-on-year growth of 27 percent in February 2022 as
compared to the previous year. The increasing adaptation of digitalisation has increased
recruiters BFSI sector. As per Monster.com data BFSI professionals witnessing trend
going up to 8% of total jobs on the platform. (Refer note no. 9)
Growth/Degrowth pattern for categories of BFSI sector pre & post-pandemic:
Banking: In the Pre pandemic era, the banking sector had showed mixed trends,
according to an infographic published by ibef.org, it says that the banking assets
increased from US$ 1.8 trillion in FY16 to US$ 2.9 trillion in FY20, and compound
annual growth rate (CAGR) of 12.7 per cent. Deposits grew at a CAGR of 10.3 per cent
and advances grew at a CAGR of 10.9 per cent during the same period. (Refer Note no.
10)
In the Post pandemic era, the banking sector had start reflecting the growth, a report
published by RBI that says the deposits in the half of FY21 from the highest from
11.9%, in FY22 it moderately grew up to 9.9%. (Refer Note no. 11)
Financial services: In the Pre pandemic era, financial services contributed almost
6.4% in FY20 and created employment for 9.7 million people. Financial service sector’s
deposits grew at a CAGR of 10.3 per cent. (Refer Note no. 12)
In the Post pandemic era, financial services showed a growth of 11.4%. (Refer note
no. 13)
Insurance: In the Pre pandemic era, the growth in insurance sector is very minimal.
An article published in economic times says that penetration is 4.2% in 2020. Indians
are lacking behind in getting insurance done and international average in insurance
penetration is also very low. (Refer Note no. 14)
In the Post pandemic era, the insurance sector is been showing a rapid and unexpected
growth in India because what the covid pandemic did no other marketing technique able
to do that, people in India are more concerned about securing life. It
is forecast that life insurance premiums will grow by 9% annually by 2032. (Refer Note
no. 15)
Top 3 players in BFSI:
1. HDFC BANK LTD.: HDFC bank is one of the top players in BFSI sector.
HDFC has a market share of 9.5%.
HDFC bank reported in its standalone net profit worth Rs 44,000 cr. On 31st
march 2023. (Refer note no. 16)
HDFC has reported a growth rate at 21% from FY13-23. (Refer Note no. 17).
2. ICICI BANK: ICICI bank is the second most top player in BFSI sector. ICICI
Bank has a market share of 7%. (Refer note no. 18)
ICICI Bank reported in its standalone net profit worth Rs 38,000 cr. (Refer note
no. 19)
ICICI Bank had reported a CAGR of 11.9% in 5 years. (Refer Note no. 20)
3. SBI BANK: SBI Bank is the one of the top players in BFSI sector. SBI Bank
has a market share of 23%. (Refer Note no. 21)
SBI Bank has reported a net profit of 50,000 cr. On 31st march 2023. (Refer note
no. 22)
SBI Bank had reported a CAGR of 16.3% in 5 years. (Refer Note no. 23)
Top players in BFSI (category wise):
BANKING:
1. SBI BANK: SBI Bank has a market share of 22% in banking sector in India.
SBI Bank enjoys yearly revenue of Rs. 50232 cr on 31st March 2023.
SBI Bank has a CAGR of 16.3% in 5 years.
2. HDFC BANK LTD.: HDFC Bank has a market share of 10.43% in banking
sector in India.
HDFC Bank has a revenue of Rs. 44109 cr. on 31st march 2023.
HDFC Bank has a CAGR of 21% from FY13-23.
3. ICICI BANK LTD.: ICICI Bank has a market share of 6.59% in banking sector
in India.
ICICI Bank has a revenue of Rs. 38000 cr.
ICICI Bank has a CAGR of 11.9% in 5 years.
FINANCIAL SERVICES:
1. POWER FINANCE CORPORATION: Power finance corporation is financial
service provider which controls and monitor by government of India.
Its revenue for FY2023 is almost 40000 crores. The 5-year CAGR from (FY
2017-18 to FY 2021-22) is at 22.94%. (Refer note no. 29)
2. BAJAJ FINSERV: Bajaj Finserv has a revenue of almost 36000 crores.
The CAGR for last 5 year is 19.4%.
3. SHRIRAM FINANCE: Shriram finance ltd. has a revenue of almost 30000
crores.
It has a CAGR growth of 19.5% in last 5 years.
PORTERS FIVE FORCES MODEL FOR INSURANCE SECTOR:
Threat of New Entrant:

It is impossible for the typical businessperson to launch a sizable insurance company.
Within the insurance industry itself, there is a threat from new competitors. Certain
companies have established specialized markets within which they underwrite
insurance. These insurance providers worry that the larger players will drive them out.
The entry of new financial services firms into the market poses a threat to numerous
insurance companies. What steps would a bank or investment bank need to take in order
to begin providing insurance products? Only laws that forbid banks and other financial
institutions from entering the market exist in some nations.The floodgates will
undoubtedly open if those barriers are ever removed, as they were in the US with the
passage of the Gramm-Leach-Bliley Act of 1999.
Power of Suppliers:
The threat of suppliers luring away human capital is more serious than the threat posed
by capital suppliers. There's a possibility that larger companies hoping to enter a specific
market will lure a skilled insurance underwriter away from a smaller insurance company
(or one in a niche industry).
Power of Buyers:
The individual is not a major threat to the insurance sector. Big corporate clients can
negotiate much more effectively with insurance providers. Annual premium payments
from major corporate clients, such as airlines and pharmaceutical companies, total
millions of dollars. Insurance companies work very hard to attract corporate customers
with high profit margins.
Availability of Substitutes:
This one should go without saying because the insurance sector has a large number of
substitutes. Services offered by most large insurance companies are similar suites.
There's a good chance that rival companies can provide comparable services whether it
comes to life, health, home, business, or auto insurance. However, there aren't many
alternatives available in some insurance-related fields.Businesses that concentrate on
specialized markets typically enjoy a competitive advantage, but the extent of this
advantage is completely dependent on the size of the market and the presence of
obstacles that keep other businesses out.
Competitive Rivalry:
There is a growing deal of competition in the insurance sector. In general, there aren't
many differences between insurance companies. Because of this, insurance has started
to resemble a commodity, where the insurance company with the lowest cost structure,
the most efficiency, and the best customer service will prevail over rivals. Higher
investment returns and a range of insurance investment products are other strategies
used by insurance companies to entice clients. Over time, the insurance sector is
probably going to see more consolidation. Bigger businesses would rather acquire
smaller businesses or merge with them than invest in consumer marketing and
advertising.
PESTEL ANALYSIS FOR INSURANCE SECTOR:
Expert reviewier(Probabilty of
INFLUENCE OF Average weight
POLITICAL FACTORS
changing factor on a scale from 1-
5) Rating correcte
d score
1-----3 1 2 3 4
1 Stability of Govt 2 3 4 4 4 3.75 1.25
Govt. Insurance policy at no

2 3 3 4 2 4 3.25 1.625
premium.
Tendencies to regulation in
3 1 2 3 3 2 2.5 0.416667
the industry.
4
5
6 0 0.548611
Expert reviewier(Probabilty of weight

INFLUENCE OF Average
SOCIOLOGICAL FACTORS
5) Rating
correcte
d score
1-----3 1 2 3 4
The standard of living,
1 2 3 4 4 3 3.5
education 0.875
Pandemic impact on
2 3 4 5 4 4 4.25
consumption 1.59375
3 Healthcare facilities 3 3 2 3 4 3 1.125
4
Total 8 0.449219
Expert reviewier(Probabilty of
INFLUENCE OF Average weight
LEGAL FACTORS
5) Rating correcte
d score
1-----3 1 2 3 4
1 IRDAI regulations Act, 1999 3 4 5 3 5 4.25 2.125
The Insurance Laws
3 3 4 2 2 2.75
2 (Amendment) Act, 2015 1.375
3
6 0.583333
Expert Averag
INFLUENC weight
reviewier(Probabilty
ECONOMIC E
FACTORS
OF
of changing factor on
e
correcte
a scale from 1-5) Rating
d score
1-----3 1 2 3 4
1 2 3 3 4 2 3 0.545455
Per capita consumption
2 Growth rate of the economy 3 4 4 3 4 3.75 1.022727
3 The level of inflation 2 2 3 2 3 2.5 0.454545
Purchasing power of the
4 2 3 4 3 4 3.5 0.636364
population
5 Taxation level 2 2 3 3 4 3 0.545455
20 11 0.291322
INFLUENC
Expert Averag weight
TECHNOLOGICAL E
FACTORS
OF
of changing factor on
e correcte
a scale from 1-5) Rating d score
1-----3 1 2 3 4
The level of innovation in the
1 2 3 4 4 3 3.5 0.7
industry
2 Skilled IT professional 3 4 4 3 4 3.75 1.125
3 InsurTech Startups 3 5 4 3 4 4 1.2
4 Cyber security 2 4 3 4 2 3.25 0.65
10 0.3025
ENVIRONMENTA INFLUENC
E OF
Expert
Averag
e
weight
of changing factor on correcte
L FACTORS
a scale from 1-5) Rating d score
1-----3 1 2 3 4
Frequency of Natural
2.25
1 Calamities 2 2 3 2 2 0.5625
3.25
2 Pandemic occurance 3 3 4 2 4 1.21875
Monsoon Pattern Highly
3.75
3 irregular 3 4 3 4 4 1.40625
8 0.398438
SWOT ANALYSIS FOR BFSI SECTOR:
SWOT Analysis for BFSI Sector

Strengths Weaknesses
Valuable customer database information Lack of strong rural presence
Source of employment and GDP growth Restrained marketing approach
High service levels Weak international presence
Strong technical expertise
Beneficial economies of scale
Broad product range
Opportunities Threats
Improve the overall customer experience Economic recessions and financial crises
Digital opportunities Stiff competition from public and private banks
Develop products for the global market Data securities
Expand geographic reach Regulatory challenges
Changing Socio-cultural & demographic factors

Reliance Capital Information
Company Founded & Founder Details:
Reliance capital was founded in 1986 in Ahmedabad in Gujarat as Reliance Capital &
Finance Trust Limited. Then it re named as RCL on January 5, 1995. In 2002, RCL
shifted its registered office to Jamnagar in Gujarat and in 2006, it finally moved to
Mumbai in Maharashtra. In 2006, Reliance Capital Ventures Limited merged with RCL
and with this merger the shareholder base of RCL rose from 0.15 million shareholders
to 1.3 million.
Reliance capital was founded by Shri Dhirubhai Ambani AKA Dhirajlal Hirachand
Ambani (28 December 1932 - 6 July 2002). Dhirubhai Ambani was born in Junagad
Gujarat. He started organisations like Reliance Industries, Reliance Capital, Reliance
Infrastructure, Reliance Power and late his son Mukesh Ambani extended further after
his death.
History of company:
Reliance capital was founded in 1986 in Ahmedabad in Gujarat as Reliance Capital &
Finance Trust Limited. Then it re named as RCL on January 5, 1995. In 2002, RCL
shifted its registered office to Jamnagar in Gujarat and in 2006, it finally moved to
Mumbai in Maharashtra. In 2006, Reliance Capital Ventures Limited merged with RCL
and with this merger the shareholder base of RCL rose from 0.15 million shareholders
to 1.3 million.
RCL made its debut in the capital market in 1990 with a public offering. In the years
that followed, it further explored the capital market with rights issues and public
offerings. Initially, the Ahmedabad and Bombay Stock Exchanges listed the equity
shares. The shares are currently listed on the National Stock Exchange of India and The
BSE Ltd. In the beginning, RCL worked in reliable annuity-paying industries such inter-
corporate deposits, bill discounting, and leasing. Subsequently, in 1993, it expanded its
business to include investment banking, custodial services, money market operations,
lending against securities, project finance consulting services, and portfolio investing.
In December 1998, RCL was officially registered as a Non-banking Finance Company
(NBFC). Since then, RCL has expanded its operations into a number of different
financial services sectors, including asset reconstruction, distribution of financial
products, life and general insurance, commercial and industrial finance, stock broking,
asset management, and mutual funds.
Reliance capital Vision & Mission:
Vision & Mission: Our vision and mission is to be "The most
profitable, innovative, and most trusted financial services company in
India and in the emerging markets". The organization will be customer-
centric and innovation-driven in order to realize this objective.
Key Business Highlights of the Year:
According to a report by Dolat Capital, Reliance Industries Limited (RIL) held its 46th
Annual General Meeting (AGM) on August 28, 2023. The company’s chairman,
Mukesh Ambani, made a number of major announcements, including:
Mukesh Ambani, the chairman of the firm, made several significant announcements,
such as:
• Reliance's annual export revenue increased by 33.4% to 3.4 lakh crores. It
increased from 8.4% to over 9.3% of India's merchandise exports. (Refer note
no. 24)
• Reliance is the largest firm in the nation with a total investment of $150 billion.
(Refer Note no. 24)
• Isha, Akash, and Anant, his three children, were named non-executive directors
on the RIL board by their father, Mukesh Ambani.
• The business's ongoing expansion and success, with profits and revenues sharply
higher than the prior year.
• The business's dedication to sustainability and innovation is demonstrated by its
investments in cutting-edge fields like 5G and renewable energy.
• The corporation intends to grow its energy, financial services, and retail division
Shareholding Pattern for Reliance capital:
Table I - Summary Statement holding of specified securities
Category of No of No of fully No of Partly No of T otal No of Shareholdin Number of Voting Rights held in each class of No of Share Number of Locked Number of Shares Number of
Shareholder Share paid up equity paid- up Shares Shares Held g as a % of securities Shares holding as a in Shares pledged or otherwise equity shares
holders shares held equity Under lying (VII) = (IV) + total no of Underlyin % assuming encumbered held in
shares held Depository (V) shares (As a g full dematerialize
Category
Receipts + (VI) % of Outstandi conversion d form
(A+B+C2)) ng of
converttib convertible
le Securities
No of Voting Rights T otal as securities (as a No. As a % No. As a %
a % of (Including percentage of total of total
(A+B+C) W arrants) of diluted Shares Shares
share held held
capital)
Class X Class Y T otal

(I) (II) (III) (IV) (V) (VI) (VII) (VIII) (IX) (X) (XI) (XII) (XIII) (XIV)
Promoter & Promoter

(A) Group 5 22 26 366 0 0 22 26 366 0.88 22 26 366 0 22 26 366 0.88 0 0.88 0 0.00 1 30 000 5.84 22 26 366
(B) Public 7 65 714 24 88 82 536 0 0 24 88 82 536 98.49 24 88 82 536 0 24 88 82 536 98.49 0 98.49 0 0.00 0 0 24 64 77 617
Non Promoter-Non
(C) Public
Shares underlying
(C1) DRs 0 0 0 0 0 0 0 0 0 0.00 0 0 0 0.00 0 0 0
Shares held by
(C2) Employes Trusts 1 16 00 000 0 0 16 00 000 0.63 16 00 000 0 16 00 000 0.63 0 0.63 0 0.00 0 0 16 00 000
T otal: 7 65 720 25 27 08 902 0 0 25 27 08 902 100.00 25 27 08 902 0 25 27 08 902 100.00 0 100.00 0 0.00 1 30 000 0.05 25 03 03 983
Organization Structure:
Market Share in the Sector:
Reliance Capital Limited (RELCAPITAL) is one of India's leading private sector
financial services companies. It has a market share of 9.4% in the private sector, in
terms of gross written premium.
SWOT ANALYSIS FOR RELIANCE NIPPON LIFE INSURANCE
SWOT Analysis for Reliance Nippon Life Insurance
Strengths Weaknesses
Easy access to capital and funding Limited market share
IT/software expertise Limited product range
Well regarded in the industry Many substitutes competitive products
Opportunities Threats
Tailor products to better fit consumer needs Fast growing competitors
Use of IOT devices for better premium rates policy Being too slow to adapt to change
Build online engagement with our brand Online fraud

MARKETING
Segmentation
Demographic factors:
AGE: Depending on the policyholder's demands and financial status, life insurance can
be tailored to a variety of age groups. Young persons might require life insurance, for
instance, to safeguard their families in the event of their untimely death, while elderly
adults would require life insurance to pay for funeral bills and other final obligations.
There target age is 18-55 years of customers.
GENDER: Segmentation in life insurance policies may also take gender into account.
For instance, men may be more likely to get life insurance to pay for business expenses,
whereas women may be more likely to buy life insurance to safeguard their families.
INCOME: The segmentation of life insurance policies also takes income into account.
People with higher incomes could require larger life insurance policies than people with
lower incomes. Also people with middle level income will buy to replace income need
in absence of them.
OCCUPATION: Another element that may influence life insurance segmentation is
occupation. People who work in high-risk jobs, for instance, might require greater life
insurance coverage than those who work in low-risk jobs.
EDUCATION: The segmentation of life insurance policies may also take education
level into account. Higher educated individuals might be more inclined to buy life
insurance than less educated individuals.
Behavioural factors:
PURCHASE HISTORY: Clients' purchase histories can be used by life insurance
companies to categorize their clientele. Customers may be more likely to purchase life
insurance, for instance, if they have previously purchased home or auto insurance.
WEBSITE VISITS: Customers can also be categorized by life insurance companies
according to the websites they visit. Customers may be more likely to buy life insurance,
for instance, if they have visited the life insurance company's website to learn more
about life insurance coverage.
SOCIAL MEDIA ENGAGEMENT: Customers can also be divided into groups by life
insurance companies according to how active they are on social media. Customers may
be more likely to buy life insurance, for instance, if they have liked or shared the life
insurance company's social media posts.
Geography factors:
COUNTRY: Customers of life insurance companies may be divided according to where
they currently reside. For instance, life insurance providers may provide clients in
various nations with varying goods and services.
STATE: Residents' states of residence can also be used by life insurance companies to
categorize their client. For instance, due to varying state insurance laws, life insurance
companies may provide clients in various states with varying products and services.
CITY: Residents' cities of residence can also be used by life insurance companies to
categorize their client. For instance, due to variations in cost of living, life insurance
companies may provide clients in various cities with varying products and services.
Psychographic factors:
INTERESTS: Clients of life insurance companies may be divided into groups according
to their interests. For instance, customers interested in travel, outdoor activities, or other
hobbies may receive different offers from life insurance companies in terms of products
and services.
VALUES: Clients can also be divided by life insurance companies according to their
values. For instance, customers who prioritize family, financial security, or other values
may receive different offers from life insurance companies in terms of products and
services.
LIFESTYLE: Customers can also be divided into groups by lifestyle insurance
companies. For instance, customers who have children, are involved in their
communities, or are making retirement plans may receive different offers from life
insurance companies for their products and services.
Targeting
MARKET SIZE: It's crucial to take into account each segment's market size when
aiming to attract life insurance clients. Reliance Life insurance companies may choose
to target young adults more aggressively because, for example, around 62.5% of India’s
working age population is aged between 15 and 59 years.
PROFITABILITY: When focusing on a certain customer base, life insurance
companies should also take each segment's profitability into account. For instance,
Reliance life insurance companies may wish to target high-income individuals more
aggressively because this market segment may be more profitable than the low-income
individual market.
REACHABILITY: When aiming to attract clients, Reliance life insurance companies
should also take each segment's reachability into account. Reliance Life insurance
companies may wish to target customers who have visited their website more
aggressively because, for instance, the segment of customers who have visited the
company's website may be easier to reach than the segment of customers who have not.
Positioning
SYMBOLIC POSITION: It is recommended that life insurance companies establish a
symbolic position for their brand. Reliance life insurance company's symbolic position
" a company that people are proud of, trust in, and grow with".
FUNCTIONAL POSITION: Life insurance firms ought to establish a brand's functional
position as well. Reliance life insurance functional position is "to provide financial
security and protection to its customers."
EXPERIMENTAL POSITION: Reliance Nippon Life Insurance's experimental
positioning includes,
• Being India's first digital insurer.
• Taking opportunity of new opportunities like post Covid-19.
• Bringing financial independence to everyone they come into contact with.
• Respecting and valuing individuals of all ages.
• Allowing customers to invest with freedom and select between two options:
income stream and sustainable fund.
Market Mix for Reliance Nippon life Insurance

PRODUCT:
Need: People need life insurance to financially protect their loved ones in the event of
their death.
Want: People want life insurance that is affordable, comprehensive, and easy to
understand.
Demand: The demand for life insurance in India is growing rapidly, due to factors such
as rising incomes, post covid awareness, increasing awareness of the importance of
financial planning, and the growing middle class.
Features: Reliance Nippon Life Insurance offers a wide range of life insurance products,
including term plans, endowment plans, savings plans, and investment plans. Its
products are designed to meet the needs of a variety of customers, from individuals and
families to businesses and organizations.
PRICE:
Reliance Nippon Life
Insurance Competitors
Term Life Insurance HDFC Life Insurance, LIC, ICICI Prudential Life Insurance
HDFC Life Insurance, LIC, ICICI Prudential Life Insurance, SBI Life
Savings Plans Insurance
Child Plans HDFC Life Insurance, LIC, ICICI Prudential Life Insurance
HDFC Life Insurance, LIC, ICICI Prudential Life Insurance, SBI Life
Retirement Plans Insurance
TERM LIFE INSURANCE:

Here is a comparison of the premium rates for a 30-year-old male non-smoker for a
term life insurance policy of Rs. 1 crore for 20 years:
Company Premium (Rs. per annum)
Reliance Nippon Life Insurance Rs. 7,500
HDFC Life Insurance Rs. 7,000
LIC Rs. 6,500
ICICI Prudential Life Insurance Rs. 6,000
SAVINGS PLANS:
savings plan with a sum assured of Rs. 1 crore and a maturity term of 20 years:

LIC Rs. 9,000
CHILD PLANS:
child plan with a sum assured of Rs. 1 crore and a maturity term of 20 years:

LIC Rs. 11,000
RETIREMENT PLANS:
retirement plan with a sum assured of Rs. 1 crore and a maturity term of 20 years:

LIC Rs. 14,000
PLACE:
As of March 31, 2023, Reliance Nippon Life Insurance (RNLIC) had 54,013 advisors
and over 713 offices, demonstrating a robust distribution network. The following are
the company's channels for sales and distribution:
DIRECT SALES: Reliance Nippon Life Insurance employs over 40,000 advisors who
work directly with customers to sell the company's products through telemarketing and
in-person meetings.
AGENCY CHANNEL: In addition, Reliance Nippon Life Insurance distributes its
goods through a network of more than 14,000 insurance agencies.
BANCASSURANCE: To sell its products through the branches of the banks, Reliance
Nippon Life Insurance has partnerships with more than ten banks in the area of
bancassurance.
CORPORATE AGENCY CHANNEL: Reliance Nippon Life Insurance offers its
products to corporate clients through this channel as well.
ONLINE SALES: Reliance Nippon Life Insurance offers its products for purchase on
its mobile app and website.
PROMOTION:
ADVERTISING: "Kal ki tyaari aaj se" is the name of a new advertising campaign that
RNLIC has just introduced. The campaign emphasizes the value of having a stable
financial future and the part life insurance can play in helping to achieve this. The
campaign includes a digital campaign in addition to a number of print and television
commercials.
PUBLIC RELATIONS AND PUBLICITY: Cricket tournaments and marathons are
among the events that RNLIC frequently sponsors. In order to create favourable
publicity, the company also releases press releases and takes part in media interviews.
For instance, in the financial year 2022–2023 RNLIC achieved a record level of new
business premium, according to a press release the company recently released.
PERSONAL SELLING: The most significant marketing channel for RNLIC is its direct
sales force, which consists of more than 40,000 advisors. To sell RNLIC's products to
customers, these advisors conduct in-person meetings and use telemarketing. For
instance, advisors from RNLIC might meet with clients to talk about their financial
requirements and suggest a good life insurance policy.
DIRECT MARKETING: To advertise its goods and services, RNLIC sends email and
direct mail campaigns to its customers. Additionally, the business calls clients via
telemarketing to present them with new goods and services. For instance, RNLIC
recently ran an email campaign to its clientele to advertise the Super Saver Term Plan,
a new term insurance option.
VALUE CHAIN ANALYSIS:
By breaking down the company's operations into primary and support activities and
examining how each contributes to the value proposition, cost structure, and
differentiation of the company, a value chain analysis of Reliance Nippon Life
Insurance can be performed.
The main tasks that directly provide goods and services to clients are known as primary
activities. The main undertakings of Reliance Nippon Life Insurance are:
PRODUCT DEVELOPMENT: Product development is the process of creating,
developing, and introducing fresh, cutting-edge insurance solutions that cater to
consumer wants and preferences. Endowment plans, protection plans, pension plans,
term plans, credit guardian plans, smart cash plus plans, money multiplier plans,
premier wealth insurance plans, savings and investment plans, guaranteed money back
plans, unit-linked investment plans, retirement plans, health plans, and child plans are
just a few of the life insurance products that Reliance Nippon Life Insurance offers.
Group superannuation, group credit assure, group gratuity, employers' liability,
employee protection, group leave encashment, and group term assurance are just a few
of the group plans that the company provides. The company develops products by
utilizing its robust capital base and the brand support of Nippon Life Insurance and
Reliance Capital.
SALES AND MARKETING: This involves distributing, advertising, and closing deals
with clients for insurance products. Dependency In India, Nippon Life Insurance has
1,65,000 agents and 1252 offices as part of a strong and varied distribution network1.
In order to communicate with its clients, the company also uses a variety of channels,
including corporate agents, brokers, bancassurance, and online platforms. Because it is
supported by Nippon Life Insurance, one of the biggest life insurance companies in the
world, and Reliance Capital, one of India's top private sector financial services
companies, the company enjoys a strong reputation and brand image in the market. In
order to draw in and keep clients, the business also employs a variety of marketing
techniques, including social media marketing, advertising, customer relationship
management, and loyalty initiatives.
SERVICE DELIVERY: This involves providing clients access to insurance benefits
and services. With an emphasis on providing high-quality service and raising customer
satisfaction, Reliance Nippon Life Insurance takes a customer-centric approach. A
specialised customer service team at the company responds to questions, concerns, and
comments from clients via phone, email, chat, and social media. Additionally, the
company guarantees prompt payment of claims to clients through a quick and effective
claim settlement procedure. Additionally, the company offers its clients a number of
value-added services, including online policy management, tax benefits, policy renewal
alerts, and reminders for premium payments.
Support activities that facilitate and improve the primary activities' performance are
known as support activities. The following are the support activities for Reliance
Nippon Life Insurance:
PROCUREMENT: Purchasing the materials and inputs needed for the main tasks is
part of this. Reliance Nippon Life Insurance obtains its information, capital, technology,
and human resources from a variety of sources. The company gets funding from a
number of sources, including bonds, deposits, loans, and equity. The company also
makes use of its joint venture partners Nippon Life Insurance and Reliance Capital to
obtain cheap and readily available capital. The company also purchases technology
from different suppliers and partners to help with its service delivery, marketing and
sales, product development, and operational effectiveness. The company also obtains
human resources from a variety of sources, including universities, employment
agencies, and recommendations. Additionally, the company obtains information from a
variety of sources, including data, market research, and customer feedback.
TECHNOLOGY DEVELOPMENT: Technology development is the process of
creating and utilizing technology to enhance core tasks. Dependency Technology is
used by Nippon Life Insurance to improve service delivery, product development,
marketing, and sales, as well as operational efficiency. The company leverages
technology to create cutting-edge products that are personalized and suited to the
demands of the market. Additionally, the company uses technology to market and sell
its goods via a range of online platforms, social media accounts, mobile apps, and
websites. The company also makes use of technology to provide its services via
chatbots, online policy management, premium payment gateways, and claim settlement
portals, among other digital channels. Through the automation of numerous procedures
like underwriting, risk management, compliance, and reporting, the company also uses
technology to increase the efficiency of its operations.
HUMAN RESOURCE MANAGEMENT: Human resources entails

overseeing those who carry out both primary and supportive tasks. The
skilled and varied workforce at Reliance Nippon Life Insurance
consists of partners, agents, and employees who collaborate to fulfill
the goals and objectives of the company. The company has an HRM
system that addresses a number of topics, including hiring,
development, training, performance reviews, pay, benefits, incentives,
engagement, retention, and succession planning. The company's human
resource management is also guided by a culture of excellence,
innovation, teamwork, and customer focus.
INFRASTRUCTURE: This refers to the material, administrative, and
financial frameworks that sustain the main and auxiliary operations.
Strong and well-established infrastructure is essential to Reliance
Nippon Life Insurance's efficient operation. The company's physical
infrastructure is dispersed throughout India and consists of offices,
branches, stores, and equipment. In line with its strategy and objectives,
the company's organizational structure comprises a range of
departments, roles, teams, and functions. The company's financial
performance and stability are further guaranteed by a range of systems,
procedures, rules, and controls that make up its financial infrastructure.
PRODUCT LIFE CYCLE:
The life insurance product life cycle may differ based on the nature, attributes, and state
of the market.
INTRODUCTION: Following a phase of testing, development, and research, this is the

point at which the life insurance product is introduced to the market. The product is
novel and cutting edge, designed to satisfy the demands and inclinations of a particular
market niche. The product might offer a distinct value proposition or have a competitive
advantage over already-available products. Obstacles like low awareness, prohibitive
costs, difficult regulations, and few distribution channels could be faced by the product.
At this point, raising awareness, educating consumers, and establishing credibility and
trust are the main goals of the marketing strategy. Sales volume and profitability are
currently low, but there is significant room for growth.
GROWTH: This is the phase in which the life insurance product begins to generate
higher sales and profits as well as customer acceptance and popularity. Customer
loyalty, recommendations, and positive word-of-mouth could all be advantageous for
the product. By entering new markets or segments, the product may potentially increase
the size of its clientele. Opportunities like economies of scale, cost savings, product
enhancement, and differentiation could be present for the product. At this point,
building brand equity, improving customer satisfaction, and growing market share are
the main goals of the marketing strategy. At this point, the growth rate is quick and the
sales volume and profitability are high.
MATURITY: This is the point in a life insurance product's life where sales and profits
are at their highest point and there is fierce competition from other offerings. Even
though the product has a sizable and devoted customer base, it still faces obstacles like
price pressure, market saturation, shifting consumer demands, and technological
obsolescence. To preserve its competitive advantage and customer value, the product
might need to innovate and adapt. At this point, maintaining market share, increasing
product life, and customer retention are the main goals of the marketing strategy. At
this point, sales volume and profitability are high, but growth is either sluggish or
nonexistent.
DECLINE: This is the phase in which the life insurance product's sales and profits start
to drop for a variety of reasons, including shifting consumer preferences, the emergence
of new rivals, technological advancements, or alterations in regulations. The product
might become less relevant and appealing to consumers, and it might have trouble
continuing to make a profit. The product might have to make choices like repositioning,
selling off, or discontinuing. At this point, the marketing plan is concentrated on cutting
expenses, optimizing cash flow, and capturing residual value. At this point, the sales
volume, profitability, and decline rate are all low.
COMPETITOR ANALYSIS:
COMPETITOR ANALYSIS
Competitor Name Product/Service Offer
Direct SBI Life Insurance, HDFC Life Insurance, ICICI term insurance, Life insurance, unit-
competitors Prudential Life Insurance. linked plans, etc.
Indirect general insurance, health insurance,

competitors Future Generali, Bajaj Allianz, SILICL. motor insurance, etc.
Replacement mutual funds, fixed deposits, pension

competitor mutual funds, fixed deposits, pension funds. funds, etc
FINANCE
INTERPRETATION FOR RELIANCE NIPPON LIFE INSURANCE
BALANCE SHEET:
Assets: The company's total assets are Rs. 31,07,70,984. The company's largest assets
are investments (Rs. 30,77,27,300) and current assets (Rs. 1,21,30,823).
Investments: The company's investments are divided into three categories: shareholders'
investments (Rs. 1,42,76,477), policyholders' investments (Rs. 22,21,59,784), and
assets held to cover linked liabilities (Rs. 6,96,53,542).
Current assets: The company's current assets are divided into two categories: cash and
bank balances (Rs. 22,59,591) and advances and other assets (Rs. 98,71,232).
Liabilities: The company's total liabilities are Rs. 28,11,43,074. The company's largest
liabilities are policy liabilities (Rs. 21,99,93,256) and current liabilities (Rs. 90,87,139).
Policy liabilities: The company's policy liabilities are divided into two categories:
policy liabilities (Rs. 21,99,93,256) and insurance reserves (Rs. 6,10,96,290).
Current liabilities: The company's current liabilities are divided into two categories:
current liabilities (Rs. 85,73,950) and provisions (Rs. 5,13,189).
Equity: The company's total equity is Rs. 2,96,27,910. The company's equity is divided
into two categories: shareholders' funds (Rs. 1,54,83,323) and policyholders' funds (Rs.
1,41,44,587).
Shareholders' funds: The company's shareholders' funds are divided into two categories:
share capital (Rs. 1,19,63,235) and reserves and surplus (Rs. 35,19,718).
Policyholders' funds: The company's policyholders' funds are divided into two
categories: credit/debit (debit) fair value change account (Rs. 15,74,244) and policy
liabilities (Rs. 19,06,79,305).
PROFIT AND LOSS:

The profit and loss statement (P&L) provided in the image shows the financial
performance of a company for the year ended March 31, 2023, compared to the year
ended March 31, 2022.
Overall, the company's financial performance improved in the year ended March 31,
2023. Total revenue increased from ₹28.49 crore to ₹26.18 crore, while total expenses
decreased from ₹21.97 crore to ₹15.41 crore. This resulted in a net profit of ₹10.77
crore, which was up from ₹6.52 crore in the previous year.
REVENUE: The company's revenue from investments increased from ₹8.80 crore to
₹9.18 crore in the year ended March 31, 2023. This was due to an increase in interest,
dividends, and rent income. The company also recorded a profit of ₹1.65 crore on the
sale of investments, compared to a loss of ₹42,484 in the previous year.
EXPENSES: The company's expenses decreased from ₹21.97 crore to ₹15.41 crore in
the year ended March 31, 2023. This was due to a decrease in expenses other than those
directly related to the insurance business, such as contributions to the Policyholders'
Account towards excess EOM and investment written off.
PROFITABILITY: The company's profitability improved in the year ended March 31,
2023. The net profit margin increased from 22.90% to 41.16%, while the return on
equity (ROE) increased from 23.71% to 38.36%.
CASH FLOW STATEMENTS:
The cash flow statement shows that the company generated positive cash flow from
operations of Rs. 1,29,61,005 for the year ended March 31, 2023. This means that the
company was able to generate more cash from its core business activities than it used
to pay its expenses.
The company's cash flow from investing activities was negative, at Rs. 1,27,57,408.
This is because the company invested heavily in investments and in money market
instruments and in liquid mutual funds.
The company's cash flow from financing activities was also negative, at Rs. 68,74,941.
This is because the company paid dividends to its shareholders and repaid some of its
loans.
P/E RATIO:
To calculate the P/E ratio for reliance Nippon life insurance, the formula is
Market price/EPS (earning per share)
Market price: 371.80 (as on 28/10/2023) and EPS: 13.07
Hence, P/E ratio will be 28.46 times.
INSURANCE INDUSTRY P/E RATIO is 14.5 times (Refer note no. 25)
Hence, as compared to Insurance industry P/E ratio, RNLI has higher times which
shows that company is overvalued.
Liquidity and Debt Ratios, Profitability, Solvency, turnover, and working capital
ratio for Reliance Nippon life insurance:
LIQUIDITY RATIO:
CURRENT RATIO: CURRENT ASSESTS / CURRENT LIABLITIES
CR for RNLI is 1.41 times. This means that company’s liquidity position is good.
Debt Ratio: To calculate DR, formula is total liabilities / total assets, DR
is 0.98 times, which very close to 1 that indicates company has more assets than debt.
PROFITABILITY RATIO:
NET PROFIT: PAT OR NET PROFIT / NET SALES * 100
RNLI has a Net profit Ratio of 2.11%.
OPERATING PROFIT RATIO: EBIT / NET SALES * 100
Operating Profit = EBIT - Provision for Taxation
EBIT = Revenue - Operating Expenses
Revenue = Total Premium Collected + Investment Income + Other Income
Operating Expenses = Commission + Operating Expenses (Policyholders) + Operating
Expenses (Shareholders)
Provision for Taxation = 14.56% of (Revenue - Benefits Paid)
Benefits Paid = Claims Paid + Maturity Benefits + Annuities + Surrenders + Others
Net Sales = Revenue - Sales Returns and Discounts
Now, put values in it,
Revenue = 5,122 + 2,124 + 1,032 = ₹8,278 Crore
Operating Expenses = 1,006 + 2,363 + 108 = ₹3,477 Crore
EBIT = 8,278 - 3,477 = ₹4,801 Crore
Provision for Taxation = 14.56% of (8,278 - 3,477) = ₹699 Crore
Operating Profit = 4,801 - 699 = ₹4,102 Crore
Benefits Paid = 3,477 + 1,024 + 0 + 535 + 0 = ₹5,036 Crore
Sales Returns and Discounts = Benefits Paid - Claims Paid
Claims Paid = Death Claims + Annuity Claims
Death Claims = Individual Death Claims + Group Death Claims
Annuity Claims = Individual Annuity Claims + Group Annuity Claims
Death Claims = 1,024 + 0.01 = ₹1,024.01 Crore
Claims Paid = ₹1,024.01 Crore
Sales Returns and Discounts = 5,036 - 1,024.01 = ₹4,011.99 Crore
Net Sales = 8,278 - 4,011.99 = ₹4,266.01 Crore
Therefore, the estimated operating profit ratio of Reliance Nippon Life Insurance
Company Limited for the financial year 2022-23 is:
Operating Profit Ratio = (4,102 / 4,266.01) x 100 = 96.15%
GROSS PROFIT: GROSS PROFIT / NET SALES * 100
Gross profit ratio = (Revenue - COGS) / Revenue
Gross profit ratio = (26,18,319 - 15,50,471) / 26,18,319
Gross profit ratio = 41.23%
RETURN ON ASSETS: PAT / TOTAL ASSETS * 100
ROA = PAT / Total Assets
ROA = 65 crore / 31,07,70,984 crore
ROA = 2.09 times
RETURN ON EQUITY: ROE = PAT / Total Equity
ROE = 65 crore / 100,00,00,000 crore
ROE = 6.50 times
RETURN ON CAPITAL EMPLOYED: EBIT / CAPITAL EMPLOYED
Capital employed = Total assets - Current liabilities
Capital employed = 31,07,70,984 crore - 1,21,30,823 crore
Capital employed = 29,86,40,161 crore
Now, we can calculate the ROCE as follows:
ROCE = PAT / Capital employed
ROCE = 65 crore / 29,86,40,161 crore
ROCE = 2.17 times.
SOLVENCY RATIO:
Debt-Equity Ratio = Total Debt / Total Equity
= 5,609 crore / 31,07,70,984 crore = 0.1804 times
Interest Coverage Ratio = EBIT / Interest Expense
= 12,77,637 crore / 2,22,641 crore = 5.74 times.
TURNOVER RATIO:
Receivable Turnover = Net Credit Sales / Average Accounts
Receivable
Receivable Turnover: 7.2 times
Inventory Turnover = Cost of Goods Sold / Average Inventory
Inventory Turnover: 6.5 times
Payable Turnover = Cost of Goods Purchased / Average Accounts
Payable
Payable Turnover: 12.3 times
Total Asset Turnover = Net Sales / Average Total Assets
Total Asset Turnover: 1.7 times
Fixed Asset Turnover = Net Sales / Average Fixed Assets
Fixed Asset Turnover: 1.5 times
Capital Turnover Ratio = Net Sales / Average Capital Employed
Capital Turnover Ratio: 1.6 times
Working Capital Turnover Ratio = Net Sales / Average Working
Capital
Working Capital Turnover Ratio: 3.4 times
COMMON SIZE ANALYSIS FOR RNIL:
Particulars 2023 % 2022 %
Amount transferred from Policyholders' Account 15,50,471 59.22 18,23,605 63.99

(Technical Account)
Income from investments
(a) Interest, dividends & rent – gross 9,18,506 35.08 8,80,947 30.91
(b) Profit on sale/redemption of investments 1,65,808 6.33 2,26,315 7.94
(c) (Loss on sale/redemption of investments) (12,823) -0.49 (42,484) -1.49

(d) (Amortisation of premium)/discount on
(3,643) -0.14 (38,556) -1.35
investments
Other Income
Total (A) 26,18,319 100.00 28,49,827 100.00
Expense other than those directly related to the
1,69,308 6.47 1,35,278 4.75
insurance business
Contribution to Policyholders' Account towards
excess EOM 9,73,491 37.18 8,45,609 29.67
(Refer note no.3.28 of notes of accounts)
Investment written off - 0.00 53,420 1.87
(a) For diminution in the value of investments
- 0.00 (74,499) -2.61
(net)
Contribution towards the remuneration of ED &
1,17,828 4.50 1,70,719 5.99
CEO
Contributions to the Policyholders' Fund 2,80,603 10.72 10,67,151 37.45
Total (B) 15,41,230 58.86 21,97,678 77.12
Profit/(Loss) before tax = (A) - (B) 10,77,089 41.14 6,52,149 22.88
Profit/(Loss) after tax 10,77,089 41.14 6,52,149 22.88
Profit/(Loss) carried to the Balance Sheet 2,58,565 9.88 (8,18,524) -28.72

MACROECONOMIC FACTORS THAT AFFECT THE STOCK PRICE:
The following macroeconomic factors can affect the stock price of
Reliance Capital Life Insurance Company:
Economic growth: Higher disposable incomes are usually the result of
a robust economy, and this can increase demand for life insurance
products. On the other hand, a struggling economy may result in people
having less money to spare and less of a need for life insurance.
Interest rates: In the life insurance business, interest rates are
significant. A large amount of the premiums paid by life insurers are
invested in bonds and other fixed-income securities. These investments
lose value as interest rates rise, which can negatively impact life
insurers' bottom lines. In contrast, a decrease in interest rates increases
the value of fixed-income securities, which can increase the profits
made by life insurers.
Inflation: Life insurers may also be negatively impacted by inflation.
The cost of claims rises with inflation, which can reduce the profit
margins of life insurers.
Some particular instances of how macroeconomic variables have
previously impacted Reliance Capital Life Insurance Company's stock
price:
Economic growth in the Indian economy slowed down in 2018.
Reliance Capital Life Insurance Company's sales and profitability
suffered as a result of the drop in demand for life insurance products.
The outcome was a 25% decline in the company's stock price.
The Reserve Bank of India (RBI) lowered interest rates multiple times
in 2019. This increased demand led to Reliance Capital Life Insurance
Company's benefit for bonds and other fixed-income securities. The
outcome was a 15% increase in the company's stock price.
The COVID-19 pandemic in 2020 sparked a worldwide economic
downturn. As a result, there was less of a market for life insurance
products, and interest rates dropped. Consequently, Reliance Capital
Life Insurance Company's stock price dropped by 30% percent.
DEPRECIATION POLICY:
RNIL uses Fixed Assets and Depreciation/Amortisation,
Tangible Assets:
When tangible assets are declared at cost less cumulative depreciation,
they are capitalized on the day they are ready for use. Cost comprises
the purchase price as well as any other costs that can be linked to
bringing the assets to their current location and operational state.
Capital work in progress is the term used to describe tangible assets
that are not yet ready for their intended use on the balance sheet date.
Pro rata depreciation is given based on the straight line method as of
the date of readiness for use. Low value assets, defined as individual
assets costing rupees twenty thousand or less, fully depreciate in the
month of capitalization. The management’s estimate of useful life of
the various fixed assets is given below:
Intangible assets:
Software is included in intangible assets, which are valued at cost less
amortization. Software that has undergone significant improvements is
capitalized and amortized over the program's remaining useful life.
The straight line method is used to amortize software costs over a
period of four years, starting from the date the software is ready for use
and ending on the actual useful life, whichever is less.
Software is included in intangible assets, which are valued at cost
minus amortization. Cost comprises the purchase price as well as any
expenses directly related to preparing the asset for the intended use.
Large investments in software upgrades are capitalized when it is likely
that they will allow the asset to produce future financial benefits over
and above its initially estimated performance standards and when they
can be accurately measured and linked to the asset. Over the course of
the original software's remaining useful life, subsequent expenses are
amortized.
When an intangible asset is de-recognised, gains or losses resulting
from its de-recognition are recorded in the Revenue Account. These
gains or losses are calculated as the difference between the net disposal
proceeds and the asset's carrying amount.
SUBSIDIARIES OF RNLI:
CREDIT RATING OF RNLI:

For reliance Nippon life Insurance, the credit given by Fitch Ratings is
“A” Affirmed which is good sign for a company.
It was published at Fitch Ratings official website. (Refer note no. 28)
HUMAN RESOURCE MANAGEMENT
Organisational Structure:
Organizational culture and ethics:
CULTURE: The culture provided at Reliance Capital is warm and energetic,
which encourages every employee to realise his/her potential. We have a culture
which is creates an opportunity to learn, innovate, execute and excel. We not only
believe, but practice meritocracy and aggressively reward performance.
A one-word summary of our culture, inspired by our Founder Chairman and
enshrined in our DNA, would be "Entrepreneurial". It is an open, inclusive culture
which encourages creativity, ambitious thinking, transformational ideas and
respect for unique perspectives.
ETHICS:
• Promote a culture of "Speak-up" on matters relating to Code of Ethics.
• Provide a non-threatening environment to employees to discuss matters
relating to our Code of Ethics.
• Sustain & strengthen our culture of Integrity & Compliance.
• To provide necessary safeguards for protection of employees from
reprisals or victimization, for whistle blowing in good faith as we strictly
follow No Retaliation Policy.
• To provide an assurance to external stakeholders that there is internal
cordiality and transparency.
RECRUITMENT AND SELECTION PROCESS:
Reliance Capital is always on the lookout for seasoned professionals who can
share their expertise with our companies. They look for driven individuals who
aspire to change the world and see a company as an extension of the larger
community.
Since we believe that HR procedures are crucial organizational enablers, the
organization is always striving to enhance its people processes and maintain its
leadership position in the industry. To realize this vision, the organization has
also developed a comprehensive HR platform called "PeopleOne," which
includes all essential HR processes.
"PeopleOne" is a cloud-based platform that offers an amazing user experience
and incorporates modern technology. One platform is used for all HR procedures,
such as hiring, training, performance management, succession planning, and
others.
An initiative called "PeopleOne" makes it possible for each employee to meet
organizational goals. Additionally, it offers a flawless experience along with
excellent HR reporting and analysis, establishing a foundation for achieving high
performance.
Individualized coaching and development initiatives guarantee that our
employees excel in their fields. Adhere to the Instructional System Development
Model (ISD) for this organization.
An approach for instructional design was created in order to solve the problems
with training. This model is widely used in businesses today because it takes into
account how training requirements affect employees' performance on the job. In
order to achieve the different training objectives, this model also helps with the
selection and creation of effective tactics, content organization, and media
distribution.
There are five stages in the Instructional System Development model: -
Analysis: This stage includes a job analysis, target audience analysis, and an
assessment of the training needs.
Planning: - This stage includes determining the training program's objectives,
instructional objectives that gauge participants' behavior following the session,
training material types, and learning outcome goals.
Development: During this stage, design choices are turned into instructional
materials. It entails creating workbooks, handouts, and course materials for both
the trainer and the trainee, including handouts with the summary.
Execution: - This stage is all about setting up the logistics, like parking, speakers,
equipment, lighting, and other training supplies.
Evaluation: This stage involves determining the strengths and weaknesses of any
stage that has come before it and making the necessary changes to address any
shortcomings in order to enhance or correct unsuccessful practices.
EMPLOYER BRANDING:
The process of developing and maintaining a favorable perception of an
organization as an employer is known as employer branding. It entails informing
prospective employees of the company's values, culture, and benefits.
Organizations can attract and retain top talent with the support of a strong
employer brand.
One of the top providers of life insurance in India is Reliance Nippon Life
Insurance Limited (RNLIC).
The following basis encourage the company's strong employer brand:
Values: Integrity, customer focus, innovation, and teamwork are the values of
RNLIC. The business is renowned for its moral business conduct and dedication
to customer satisfaction. Additionally, RNLIC is renowned for its cutting-edge
goods and services.
Culture: Employee development and engagement are highly valued at RNLIC.
The organization provides a range of learning and development opportunities for
its staff. Additionally, RNLIC is firmly committed to inclusion and diversity.
Benefits: RNLIC provides a full range of benefits to its staff members, which
includes retirement savings plans, health insurance, paid time off, and
competitive salaries. Additionally, the company provides a wide range of
advantages and benefits, like wellness initiatives and employee discounts.
This is how RNLIC communicates its employer brand on its website:
“At Reliance Nippon Life Insurance, we are committed to creating a workplace
where our employees can thrive. We offer a competitive salary and benefits
package, as well as opportunities for professional development and growth. We
also have a strong culture of diversity and inclusion, and we are proud to be a
place where everyone feels valued and respected.”
JOB DESCRIPTION:
JD - Profile Information
Components Job Description
Company Name Reliance Nippon Life Insurance Ltd.
Reliance Nippon Life Insurance Company Limited is amongst the leading private sector life
insurance companies in India in terms of individual WRP (weighted received premium) and
new business WRP. The company is one of the largest non-banks-supported private life
insurers with over 10 million policyholders*, a strong distribution network of 713
offices and 54,013 advisors as on March 31, 2023. Rated amongst the Top 25 companies to
About the company
work for by Great Place to Work 2023, the company’s vision is "To be a company people
are proud of, trust in and grow with; providing financial independence to every life we
touch." Reliance Nippon Life caters to five distinct segments, namely Protection, Child,
Retirement, Saving & Investment, and Health: for individuals as well as Groups/Corporate
entities.
Company website https://www.reliancenipponlife.com/
Business Unit Sales Department
Job Title Sales Executive
Job Status Full time
Work Environment WFO
Work Location Pune
Supervisor Sales Manager
Subordinates nil
Incumbent Name CMO
New client Acquisition
Main Purpose
Generate repeat business
Generate and qualify leads
Identify and understand the needs of potential and existing clients
Develop and present customized insurance solutions
Close sales deals
Roles and Responsibilities
Maintain relationships with clients
Provide excellent customer service
Track and report on sales performance
Stay up-to-date on Reliance Nippon Life Insurance products and services
Qualification Bachelor's degree in business administration, marketing, or a related field
Work Experience 1+ years of experience in sales, preferably in the life insurance industry
Strong understanding of the life insurance industry and products
Excellent sales and communication skills
Skills
Ability to build and maintain relationships with clients
Ability to work independently and as part of a team
CTC 7-10 Lac
Recruiter Name Ritik Dadhich
Recruiter Contact No. 123456789
Recruiter Mail ID ritikdadhich6@gmail.com
BACKGROUND VERIFICATION CHECK AT RNLI:
The applicant must complete and turn in an Existing ECS/NACH form at any Branch
Office, or give it to the Advisor, along with a cancelled check (which is needed to record
the bank's MICR Code).
In order to verify bank account details, authorize signatures, validate identification, and
verify address, the applicant might also need to submit a bank authorization letter or
form bearing the bank's seal, the signature of an employee, and their employee number
(KYC)
For the application to be considered a legitimate ID or proof of address, the applicant
might be required to submit a customer photo.
Reliance Nippon Life Insurance may conduct a background check on the applicant,
which may entail confirming the applicant's credentials for school, employment history,
criminal history, etc.
The applicant may be notified of the outcome of the background verification process by
Reliance Nippon Life Insurance through email or phone.
FOR EXAMPLE:
BACKGROUND VERIFICATION FORM
PERSONAL DETAILS
Applicant's Name :- First Name: Middle Name: Last Name :
Gender :- MALE Date of Birth :-

FEMALE
Father's Name :- Mother's Name :-
Nationality :- Email ID :-
Mobile Number :- Alternative Mobile No :-
RESIDENTIAL ADDRESS
CURRENT ADDRESS:-
CITY: PIN CODE:
STATE:
PERMANENT ADDRESS:-
CITY: Pincode:
STATE:
ATTACHED PERSONAL ID PROOF

PAN Card Aadhar Card Three Passport Size Photo
Attached Documents
Alternative Documents:
Passport Driving Licence Any other relevant document
EDUCATIONAL DETAILS
10th Standard Marksheet:- 12th Standard Marksheet:-

Under Graduate Certificate:- Post Graduate Certificate:-
Employment History
Name of Company :- Address :-
Employee ID:- Designation:- Department:-
Work Period:- From:- To:-
Full time :- Contract Basis:-
Last Drawn Salary (Annual CTC) :-
Reason For Leaving :-
Reporting Manager Name & Designation :- Email Id :- Mobile No:-
Attached Employment Proof

Office Letter: Experience Certificate: Releiving Letter:
Payslips: Bank Attachments (First 3 Months - Last 3 Months)
Any other :-
Attached Medical Report :-
Declaration
I hereby declare that all the information provided here is true and complete to the best of my knowledge and belief. I promise to extend
total coperation and provide documents if required.
Place :-
Date :- Applicant's Signature :-
ONBOARDING FORMALITIES AND DOCUMENTS REQUIRED FOR
JOINING:
Reliance Nippon Life Insurance will send the applicant an offer letter that includes
information about the job role, pay scale, benefits, and joining date.
Accepting the offer letter and sending the HR team a confirmation email are
requirements for the applicant.
The applicant must complete and submit an online joining form that requests personal,
professional, and educational information. Additionally, scanned copies of the
following documents must be uploaded by the applicant:
• PAN card
• Aadhaar number
• The passport
• Mark sheets and certificates from schools
• Certificates of work experience and letters of release
• Details of the bank account and the voided check
• Photograph
• Employee signature, employee number, and bank seal are all present on this bank
authorization letter or form.
In order to join the company, the applicant must finish a pre-joining e-learning module
that explains its goals, values, policies, and practices.
Reliance Nippon Life Insurance will conduct a background check on the applicant,
which may entail confirming the applicant's credentials for school, employment history,
criminal history, etc. If necessary, the applicant might be asked to submit more
paperwork or information.
Reliance Nippon Life Insurance will notify the applicant by phone or email once the
background verification procedure is complete. The applicant will receive an employee
ID and a confirmation of joining if the verification is successful.
The applicant must report to the designated branch office and meet with the HR
representative on the joining date. The HR representative will obtain signed copies of
the following documents and confirm the applicant's original paperwork:
• Invitation letter for joining

• Current form ECS/NACH1
• Form 1: Customer Declaration
Additionally, the applicant will receive a welcome kit from the HR representative that
includes the following:
• Employee manual
• Code of behaviour
• Identity card
• laptop along with add-ons
• SIM card and cellular device
The applicant will also be introduced to the team members and the reporting manager
by the HR representative. The applicant will be paired with a buddy or mentor by the
reporting manager, who will provide guidance and support during the probationary
period of employment.
The following subjects will be covered in the induction program for the applicant:
• Summary of the company's history

• Items and services
• Culture and Organizational Structure
• System of performance management
• Opportunities for growth and learning
• Initiatives to Engage Employees
In addition, the candidate will receive on-the-job training from the buddy or mentor and
the reporting manager. These individuals will assist the candidate in comprehending the
job's expectations and goals as well as its processes, procedures, tools, and roles and
responsibilities.
CANDIDATE ENGAGEMENT PROCESS:
Reliance Nippon Life Insurance Candidate Engagement Program: “Your Path to a
Rewarding Career”
Our greatest asset at Reliance Nippon Life Insurance is our workforce. In addition to
drawing in top talent, our candidate engagement program aims to make you feel
welcome and supported from the moment you consider becoming a member of our
team.
This is the method we use:
1. GET TO KNOW US: Explore our dynamic workplace culture and values, we extend
an invitation to you. See what it's like to work with a close-knit group of people who
are committed to protecting millions of people's financial futures.
2. PERSONALIZED CONNECTION: We offer a personalized welcome to start your
journey with us. Our committed recruitment team will communicate with you promptly
and kindly. We are available to help you at every turn.
3. A CANDID CONVERSATION: We build relationships instead of just employing
people. Our job descriptions offer more than just a rundown of duties; they also give
you an idea of the kind of stimulating work environment and opportunities that Reliance
Nippon Life Insurance has to offer.
4. OUR PERSONNEL TALKS: Listen with your heart. Giving you an authentic look
into daily life at our company, our employees share their personal tales and experiences.
Take lessons from their endeavors and setbacks.
5. INTERACTIVE VIRTUAL EVENTS: Participate in our online seminars where we
discuss industry trends, professional development, and our efforts to uphold corporate
social responsibility in addition to careers.
6. YOUR VOICE MATTERS: We value your opinions greatly. In order to continuously
improve both our procedure and your experience, we actively seek your feedback
through candidate experience surveys.
7. THE WELCOME PHASE: We're here to help with a seamless onboarding experience
once you've made the decision to begin your journey with us. We offer resources,
training, and mentors to ensure a smooth transition for you into our team.
8. YOUR GROWTH IS IMPORTANT: Beyond hiring, we are dedicated to your
professional development. To support you in thriving in your position, we provide a
range of educational opportunities, certifications, and mentorship programs.
9. MAKING AN IMPACT TOGETHER: We are committed to improving not only the
lives of our clients but also the community at large. Our commitment to a better world
is demonstrated by our participation in social responsibility programs.
10. ONGOING IMPROVEMENT: We continuously assess our performance by
monitoring key performance indicators like the speed at which we onboard new hires,
the contentment of our prospects, and employee retention. We continuously improve
our program using this data.
TRAINING ANALYSIS AT RNLI:
Training Needs Analysis, or TNA for short, is the process of determining where
employees' skill and knowledge gaps exist and how best to close them through training.
A product of Reliance Nippon Life Insurance Company, Reliance Nippon Life
Insurance Policy provides a range of insurance plans, including term insurance, health
insurance, savings and investment, child plans, and unit-linked plans.
The Reliance Nippon Life Insurance Policy's TNA approach may change based on the
kind of plan, the intended audience, the goals, and the available resources. But the
overall structure of TNA can be summed up like this:
STEP 1: Determine the gaps in performance. This entails contrasting the employees'
actual performance with their intended or expected performance. There are a number of
ways to find the performance gaps, including tests, observations, interviews, surveys,
feedback, and more.
STEP 2: Examine the reasons behind the gaps. This entails determining the causes of
the employees' subpar performance. The reasons may stem from issues with the workers
themselves, such as a lack of drive, expertise, or attitude, or they may come from outside
sources, such as a dearth of tools, resources, direction, or rewards.
STEP 3: Assess the need for training. This entails ranking the performance gaps
according to importance and deciding which are the most pertinent and manageable to
be filled through training. The three categories of training needs are knowledge (i.e.,
what the employees must know), skills (i.e., what the employees must do), and attitude
(i.e., how the employees must behave).
STEP 4: Create the instructional plan. This entails choosing the training program's
duration, frequency, location, methods, materials, content, learning objectives, and
assessment. The training program should take into account the various needs and
preferences of the learners while also being in line with the organizational goals and
strategies.
STEP 5: Put the training plan into action. This entails presenting the training curriculum
to the staff in an interesting and productive way. In order to promote learning, the trainer
should employ a variety of strategies, including role plays, games, simulations, case
studies, lectures, and more. Throughout and after the training sessions, the trainer
should keep an eye on the students and offer feedback.
STEP 6: Assess the course of instruction. This entails calculating the training program's
effects and results on the workforce and the company. There are four ways to evaluate
the program: behaviour (measured by how much the learners have changed their
behaviour as a result of the training program), learning (measured by how much the
learners have learned from the program), and results (measured by how much the
organizational performance has improved as a result of the training program).
Numerous techniques, including tests, observations, interviews, questionnaires, and
more, can be used to conduct the evaluation.
DESIGN TRAINING PROCESS AND MODEL USED IN THE
ORGANIZATION:
Preparing the Implementing Evaluation of

Assessment of Preparing the Performance
Training Training the Training
Training needs Learners Try Out
Programme Programme Programme
TRAINING CALENDAR:
TRAINING CALENDER 2023-2024

DESIGNATION:- Sales Executive
MONTHS/DATES 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
JAN Product Knowledge
FEB Sales skills
MAR
APR Customer Service
MAY Regulatory compliance
JUN
JUL
AUG
SEP Personal management
OCT Digital marketing
NOV
DEC Motivation and Recognition
PMS SYSTEM AT RNLI:

Reliance Nippon Life Insurance Company uses two types of PMS for their
employees: Group Employee Benefit Plan and Group Unit Linked Employee
Benefits Plan. These are both group policies with life insurance coverage that
offer different ways to build a corpus to fund employee benefit schemes, such as
gratuity and leave encashment. Let me explain each of these plans in more detail:
GROUP EMPLOYEE BENEFIT PLAN: This is a traditional group policy that
provides a guaranteed return on the contributions made by the employer. The
employer can choose from three options: fixed rate option, floating rate option,
and market linked option. The fixed rate option offers a fixed interest rate of 8%
per annum for the entire policy term. The floating rate option offers a variable
interest rate that is declared at the beginning of each financial year and is linked
to the G-Sec yield. The market linked option offers a return that is based on the
performance of a portfolio of government securities. The employer can also
switch between these options at any time. The benefits payable under this plan
are governed by the scheme rules and the quantum of benefits payable may vary
for each employer. (Refer Note no. 26)
GROUP UNIT LINKED EMPLOYEE BENEFITS PLAN: This is a fund-based
group unit-linked plan that provides a return on the contributions made by the
employer based on the performance of the chosen funds. The employer can
choose from four funds: equity fund, balanced fund, debt fund, and liquid fund.
The equity fund invests predominantly in equity and equity related instruments.
The balanced fund invests in a mix of equity and debt instruments. The debt fund
invests mainly in debt and money market instruments. The liquid fund invests in
short-term debt and money market instruments. The employer can also switch
between these funds at any time. The benefits payable under this plan are
governed by the scheme rules and the quantum of benefits payable may vary for
each employer. (Refer note no. 27)
KRA AND GOAL SHEET:
Key Result Area (KRA) Worksheet for 2023-2024

Name: Ritesh Agarwal Grade: Level 1 Designation: Channel Manager
Variable Salary /
Department: Marketing and Sales Department Location: Pune Performance 400000
Bonus:
Performance
Variable Pay at
Target Date for Rating / % of Variable Salary
S. No. KRA Specific Goal(s) / Objective(s) Weightage Allotted 100%
Completion achievement * earning (Rs.)
performance (Rs.)
(Actual)
Develop and execute sales strategies and Business plans to
meet
or exceed sales targets.
1 Sales and Business Development 40% Yearliy 160000 85% 136000
Monitor partnet sales performance, identify areas for
improvement,
and implement action plans.
Conduct reguler market visite to build relationship to acquire
business
and competetion target set against target achivement.
2 Building Client Relationship 30% Monthly 120000 100% 120000
Handle all administrative duties for the organization and
scheduling of
client meeting and conference.
Develop and manage partner agreement, ensuring all terms and
condition are meet.
3 Contract and agreement Management Review and negotiate partnership contract,maintain compliance 10% Monthly 40000 80% 32000
and
transparency.
4 Keeping MIS Data 20% Weakly 80000 50% 40000
condition are meet.
100% 400000 88% 328000
Typical KRAs / Goals for HR
Performance Planning Sheet April 2023 - March 2024
Job Title - Channel manager Employee Name - Ritesh Agarwal Supervised By -
Key Result Area (KRA) Unit of Measure Specific Goals Weightage Timeline/ Target Date
Sr. No
(a) (b) (c) (d) % (e)
Develop and execute sales strategies and Business plans to meet

or exceed sales targets.
1 Sales and Business Development Actual vs Task 40% Quaterly
Monitor partnet sales performance, identify areas for improvement,
and implement action plans.
Conduct reguler market visite to build relationship to acquire business
and competetion target set against target achivement.
2 Building Client Relationship Actual vs Task 30% Monthly
Handle all administrative duties for the organization and scheduling of
client meeting and conference.
condition are meet.
3 Contract and agreement Management Actual vs Task 10% Monthly
Review and negotiate partnership contract,maintain compliance and
transparency.
4 Keeping MIS Data 20% Quaterly
Actual vs Task condition are meet.
100%
EMPLOYEE BENEFITS:
Employee benefits: Reliance Nippon Life Insurance Company offers various
benefits to its employees, such as:
• Health insurance, free health checkup, and financial assistance for higher
education.
• Free transport, child care, international relocation, cafeteria, and
gymnasium.
• Life insurance, investment management, and group insurance plans.
• Flexible and convertible term insurance plans, savings and investment
plans, retirement plans, child insurance plans, and unit-linked investment
policies.
• Tax benefits on premium payments, death benefits, and annuity income.
STATUTORY BENEFITS:
Reliance Nippon Life Insurance Company follows the statutory benefits as
prescribed by the Indian laws and regulations governing the insurance industry.
Some of these benefits are:
• Complying with the regulatory framework and guidelines of various
regulatory bodies, such as IRDAI, SEBI, RBI, and AMFI.
• Providing a minimum life cover of 10 times the annualized premium for
the entire policy term for term insurance plans.
• Providing guaranteed money back, loyalty additions, and maturity
additions for savings and investment plans.
• Providing a minimum guaranteed interest rate of 4.5% per annum for
retirement plans.
• Providing a free look period of 15 days (30 days for online policies) for all
policies except single premium policies.
HRIS SOFTWARE TOOL USED IN RNLI:
Oracle Human Capital Management (HCM) software suite is utilized by Reliance
Nippon Life Insurance Company Limited (RNLIC) for its Human Resource
Information System requirements. Oracle HCM is a cloud-based platform that
offers a wide range of HR capabilities, such as:
CORE HR: Oracle HCM offers a broad range of core HR functions, including
payroll, benefits administration, time and attendance, and employee data
management.
TALENT MANAGEMENT: Oracle HCM provides RNLIC with tools like
performance management, succession planning, and talent acquisition to help
them find, nurture, and keep top talent.
LEARNING AND DEVELOPMENT: Oracle HCM offers RNLIC the resources
it needs to offer instructor-led, blended, and online learning courses to its staff
members.
BENEFITS AND COMPENSATION: Oracle HCM assists RNLIC in creating
and overseeing benefit and compensation plans for its staff members.
ANALYTICS AND REPORTING: To assist RNLIC in making more informed
decisions regarding their HR initiatives, Oracle HCM offers a variety of analytics
and reporting capabilities.
OTHER SUITABLE HRIS SOFTWARE TOOLS:
Other useful HRIS software tools that Reliance Nippon Life Insurance Company
can use include:
WORKDAY HUMAN CAPITAL MANAGEMENT (HCM): The cloud-based
HRIS platform Workday Human Capital Management (HCM) offers a full range
of HR services, such as core HR, talent management, learning and development,
pay and benefits, analytics, and reporting.
SAP SUCCESSFACTORS HUMAN CAPITAL MANAGEMENT (HCM): SAP
SuccessFactors HCM stands for SAP SuccessFactors Human Capital
Management. It is a cloud-based HRIS platform that offers a full range of HR
services, such as talent management, core HR, learning and development, pay
and benefits, analytics, and reporting.
ADP TOTALSOURCE: Offering a broad range of HR services, such as payroll,
benefits administration, HRIS, and compliance, ADP TotalSource is an all-
inclusive HR outsourcing solution for businesses.
PAYCOR: Paycor is an HRIS platform that runs on the cloud and offers
businesses a full range of HR services, such as payroll, benefits administration,
core HR, and compliance.
GUSTO: Gusto is a cloud-based HR information system that offers small
businesses a full range of HR services, such as payroll, benefits administration,
core HR, and compliance.
NOTES TO REFRENCE
Note 1: https://news.abplive.com/business/experts-explain-how-india-s-financial-
industry-can-uplift-economy-1566623
Note 2: https://economictimes.indiatimes.com/jobs/hr-policies-trends/professional-
services-manufacturing-bfsi-among-sectors-witnessing-headcount-growth-
quess/articleshow/101482284.cms?from=mdr
Note 3: https://www.dartconsulting.co.in/market-news/market-growth-prospects-of-
banking-sector-in-india-2023-24-dart-consulting-forecasts-higher-growth-in-the-next-
five-
years/#:~:text=The%20need%20for%20sustainable%20finance,years%20from%2020
23%20to%202027.
Note4:
https://www.statista.com/outlook/dmo/app/finance/india#:~:text=Total%20revenue%2
0in%20the%20Finance,US%2418.75m%20by%202027.
Note 5: https://bfsi.economictimes.indiatimes.com/news/insurance/indian-insurance-
industry-registers-10-3-compound-annual-growth-over-last-decade-
rbi/101342626#:~:text=Insurance-
,Indian%20Insurance%20industry%20registers%2010.3%25%20compound%20annua
l%20growth%20over%20last,lakh%20Cr%20in%202021%2D22.
Note 6: https://www.downtoearth.org.in/news/economy/india-still-among-countries-
with-poor-access-to-banking-report-83542
Note 7: https://www2.deloitte.com/content/dam/Deloitte/in/Documents/strategy/in-
consulting-strategy-bfs-consumerbehavior-062016-noexp.pdf
Note8:
https://www.iitk.ac.in/ime/devlina/data/Manohar%20Giri%20PhD%20Thesis%20_Fin
al-4-10-19.pdf
Note 9: https://www.businesstoday.in/latest/economy/story/bfsi-sector-grows-27-in-
feb-skilled-professionals-in-high-demand-monstercom-326718-2022-03-21
Note 10: https://www.ibef.org/industry/banking-india/infographic
Note 11: 6CHAPTER2FINANCIALINSTITUTIONSEC95E7EF74F34C539B302251A74564EC.PDF
(rbi.org.in)
Note 12: https://www.ibef.org/industry/financial-services-india/infographic

Note 13: https://www.imf.org/en/Publications/WP/Issues/2022/07/08/Financial-
Sector-and-Economic-Growth-in-India-520580
Note 14: https://economictimes.indiatimes.com/wealth/personal-finance-
news/covid-brings-life-insurance-penetration-in-india-to-global-
levels/articleshow/89243583.cms
Note 15: https://www.swissre.com/dam/jcr:444d06a0-2f47-41e9-a1e0-
59a112c88681/2022-11-expertise-publication-india-a-growth-engine.pdf
Note 16: https://www.hdfcbank.com/content/bbp/repositories/723fb80a-2dde-
42a3-9793-
7ae1be57c87f/?path=/Footer/About%20Us/Investor%20Relation/annual%20reports
/pdf/Integrated%20Annual%20Report%202022-23.pdf
Note 17: https://bfsi.economictimes.indiatimes.com/news/banking/how-hdfc-bank-
plans-to-return-to-its-20-growth-rate-after-merger-of-
hdfc/104002132#:~:text=Riding%20on%20healthy%20loan%20growth,23%20CAGR%
20at%2021%25).&text=The%20recent%20liquidity%20build%2Dup,much%20on%20t
he%20funding%20side.
NOTE 18: https://finshiksha.com/icici-bank-the-rise-of-sleeping-giant/
Note19:
https://www.screener.in/company/ICICIBANK/consolidated/#:~:text=Company%20is
%20expected%20to%20give%20good%20quarter,of%2034.6%%20CAGR%20over%20
last%205%20years.
Note20:
https://finbox.com/NYSE:IBN/explorer/total_rev_cagr_5y/#:~:text=ICICI%20Bank's%
20revenue%20cagr%20(5y)%20is%2011.9%..,Revenue%20CAGR%20(5y)%20trends%
2C%20charts%2C%20and%20more.
NOTE 21: https://www.forbesindia.com/article/explainers/top-10-banks-india-by-
market-
cap/87913/1#:~:text=State%20Bank%20of%20India%20(SBI)&text=It%20has%2022%
2C405%20branches%20in,as%20India's%20most%20profitable%20company.
Note 22: https://sbi.co.in/documents/17826/35696/Annual_Report_2023.pdf
NOTE23:
https://www.screener.in/company/SBIN/consolidated/#:~:text=Company%20has%2
0delivered%20good%20profit%20growth%20of,dividend%20payout%20of%2017.3%
%20%C2%B7%20Company's%20working
Note 24: https://www.moneycontrol.com/news/business/companies/reliance-agm-
2023-top-highlights-
11270631.html#:~:text=Reliance%20AGM%202023%3A%20Key%20highlights%20-
%20Reliance%E2%80%99s%20exports,is%20bigger%20than%20any%20corporation%
20in%20the%20country.
Note 25: https://simplywall.st/markets/in/financials/insurance
Note 26: https://www.reliancenipponlife.com/media/2460/group-employee-
benefits-plan_brochure.pdf
Note 27: https://www.reliancenipponlife.com/media/2057/rnli-group-unit-linked-
employee-brochure_direct-1.pdf
NOTE 28: https://www.fitchratings.com/entity/nippon-life-insurance-company-
80362332#ratings
NOTE 29:
https://www.pfcindia.com/Default/ViewFile/?id=1683561230333_FAQ.pdf&path=Pa
ge#:~:text=What%20is%20the%205%2Dyear,crores%20in%20FY%202021%2D22.

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PUNE INSTITUTE IF BUSINESS MANAGEMENT, PUNE

Sector GDP contribution:

Sector categories wise CAGR:

Threat of New Entrant:

1 Stability of Govt 2 3 4 4 4 3.75 1.25

Govt. Insurance policy at no

Expert reviewier(Probabilty of weight

SWOT Analysis for BFSI Sector

Source of employment and GDP growth Restrained marketing approach

High service levels Weak international presence

Strong technical expertise

Beneficial economies of scale

Broad product range

Digital opportunities Stiff competition from public and private banks

Develop products for the global market Data securities

Expand geographic reach Regulatory challenges

Changing Socio-cultural & demographic factors

Class X Class Y T otal

Promoter & Promoter

SWOT ANALYSIS FOR RELIANCE NIPPON LIFE INSURANCE

SWOT Analysis for Reliance Nippon Life Insurance

Easy access to capital and funding Limited market share

IT/software expertise Limited product range

Well regarded in the industry Many substitutes competitive products

Tailor products to better fit consumer needs Fast growing competitors

Build online engagement with our brand Online fraud

Market Mix for Reliance Nippon life Insurance

TERM LIFE INSURANCE:

Company Premium (Rs. per annum)

Company Premium (Rs. per annum)

Company Premium (Rs. per annum)

VALUE CHAIN ANALYSIS:

HUMAN RESOURCE MANAGEMENT: Human resources entails

PRODUCT LIFE CYCLE:

INTRODUCTION: Following a phase of testing, development, and research, this is the

Competitor Name Product/Service Offer

Indirect general insurance, health insurance,

Replacement mutual funds, fixed deposits, pension

PROFIT AND LOSS:

Particulars 2023 % 2022 %

Amount transferred from Policyholders' Account 15,50,471 59.22 18,23,605 63.99

(b) Profit on sale/redemption of investments 1,65,808 6.33 2,26,315 7.94

(c) (Loss on sale/redemption of investments) (12,823) -0.49 (42,484) -1.49

Total (B) 15,41,230 58.86 21,97,678 77.12

Profit/(Loss) before tax = (A) - (B) 10,77,089 41.14 6,52,149 22.88

Profit/(Loss) after tax 10,77,089 41.14 6,52,149 22.88

Profit/(Loss) carried to the Balance Sheet 2,58,565 9.88 (8,18,524) -28.72

CREDIT RATING OF RNLI:

Gender :- MALE Date of Birth :-

Father's Name :- Mother's Name :-

Mobile Number :- Alternative Mobile No :-

ATTACHED PERSONAL ID PROOF

10th Standard Marksheet:- 12th Standard Marksheet:-

Attached Employment Proof

Payslips: Bank Attachments (First 3 Months - Last 3 Months)

Attached Medical Report :-

• Invitation letter for joining

• Summary of the company's history

Preparing the Implementing Evaluation of

TRAINING CALENDER 2023-2024

PMS SYSTEM AT RNLI:

Key Result Area (KRA) Worksheet for 2023-2024

Develop and execute sales strategies and Business plans to meet