The familiar Nippo brand, known for powering countless homes and businesses across India with its reliable dry-cell batteries, is embarking on a significant transformation. As the company commemorates the 100th birth anniversary of its visionary founder, the late P Obul Reddy, it is strategically diversifying beyond its core business to secure future growth.
The Visionary Behind a Household Name
P Obul Reddy's entrepreneurial journey formally began in the early 1970s, though his passion for technology and community had been developing for years. A man of diverse interests, he was a connoisseur of Carnatic music and a generous patron of the arts. He supported prestigious institutions like Vani Mahal, Narada Gana Sabha, and the Music Academy, creating platforms for emerging artists long before corporate social responsibility became commonplace.
Venues he helped establish, including the Obul Reddy Hall in Vani Mahal, continue to nurture artistic talent today. His philanthropic efforts extended beyond Chennai to include hospitals and senior citizen homes across Andhra Pradesh and Tamil Nadu.
Building an Industrial Powerhouse
Obul Reddy's most enduring economic contribution emerged through strategic entrepreneurship. After investing in the Dynavision television venture, he forged a landmark partnership with Japanese giant Matsushita in the early 1970s. This collaboration, facilitated by his personal rapport with national leaders including Indira Gandhi, shaped India's dry-cell battery industry for decades.
Even when Panasonic exited the Indian market in 2010, Obul Reddy ensured the stake returned to Indian ownership, consolidating control of what drives Indo National Ltd today. His belief in creating affordable, dependable products transformed the humble battery into the company's passport to nearly 15 million households across the nation.
Charting a New Course for Future Growth
As the 53-year-old company marks Obul Reddy's centenary year with a customized postal stamp released on November 30, Indo National is evolving from a pure-play battery manufacturer into a diversified consumer-products company.
Pavan Kumar, CEO of Indo National Ltd, explains their strategy: "We are building on our legacy in batteries to expand into electricals, home care, and sustainable technologies. The goal is to double revenue in the next five years while remaining debt-free and morally responsible."
For the current generation of the promoter family, this transition carries deep personal significance. P Aditya Reddy, Joint Managing Director of INL, shares: "To me, my grandfather's legacy is not just inspiring—it is grounding. He created a brand that touched millions yet never strayed from compassion and integrity. As I carry forward his vision, I remain guided by his belief that business success must uplift people and reflect strong human values."
Technological Transformation and Market Expansion
While Nippo's journey began with lead-acid batteries, the company transitioned to zinc-carbon technology and is now increasingly moving toward alkaline batteries. Today, batteries contribute approximately 60% of revenue, while electricals and home-care products account for the remaining 40%.
The company's expansion includes several new product categories:
- Mobile accessories
- Energy-efficient BLDC ceiling fans
- Mosquito repellents
- Air purifiers
- Smart electrical solutions
Manufacturing modernization is central to this transformation. The 40-year-old Tada facility on the Andhra Pradesh border is being upgraded with an investment of 50-60 crore rupees to produce alkaline batteries domestically. Research and development capabilities are expanding through an IIT-Madras-incubated startup that INL acquired recently, supporting work in power electronics, material sciences, air purifiers, and sustainable home-care products.
Digital and Cultural Evolution
The company's technological upgrades are matched by significant digital and cultural transformation. In just two years, the average employee age has dropped from 49 to 38, and expertise is now rewarded alongside loyalty.
Enterprise-wide SAP systems, Salesforce-driven operations, and real-time analytics now underpin decision-making, improving efficiency from daily sales tracking to P&L reporting. The company recently earned the Great Place to Work certification, reflecting a workforce aligned with next-generation practices.
With a 25% market share in dry-cell batteries and a pan-India distribution network of 2.3 million outlets, the company aims to grow its relevance among younger consumers while maintaining its core identity. INL has set an ambitious target of doubling revenue to 1,000 crore rupees—balanced across batteries, electricals, and home care—and achieving a profit of 100 crore rupees over the next five years.
