Former Wipro chairman Azim Premji’s father Mohamed Premji was a enterprise tycoon of his time and was generally known as the Rice king of Burma.
IT czar and former chairman of Wipro Limited Azim Premji turned 78 in the present day (July 24). Born on July 24, 1945 in Mumbai, Azim Premji is certainly one of India’s richest individual and he took management of Wipro in 1966 when he was simply 21. His father Mohamed Premji was a enterprise tycoon of his time and was generally known as the Rice king of Burma. Azim Premji was finding out at Stanford University when his father died all of a sudden, forcing Premji to go away his training mid-way and take command of Wipro. Azim Premji, nevertheless, He accomplished his diploma after over three a long time. Azim Premji deserves credit score for remodeling the destiny of Wipro and making it into a main IT firm from a vegetable oil manufacturing agency.
After main Wipro efficiently for round 55 years, Azim Premji appointed his son Rishad Premji as firm’s chairman in 2019. Wipro is at present India’s third largest IT firm after TCS and Infosys and it has its enterprise in over 50 international locations.
Besides being a tremendous profitable businessman, Azim Premji is understood for his philanthropy too. It is to be famous that Premji has donated a main portion of his wealth to Azim Premji Foundation. During FY20 and FY21, Azim Premji was India’s most beneficiant philanthropist, as he donated Rs 22 crore per day, totaling Rs 7,904 crore in FY20, and in FY21, he donated Rs 9,713 crore or Rs 27 crore each day.
According to the India Philanthropy Report 2023 by Dasra and Bain & Co., Azim Premji dropped to the second place in FY22 with annual donation of Rs 484 crore. Azim Premji has donated no less than ten occasions as a lot cash to charitable causes when in comparison with anybody else in India and although he dropped to second place in FY22 his general contribution makes him India’s greatest philanthropist forward of HCL founder Shiv Nadar and Reliance Chairman Mukesh Ambani.
