In the landscape of Indian households, few brands have achieved the ubiquitous presence of Nippo. Known for its reliable dry-cell batteries and everyday utility items, Nippo has become a staple in nearly 15 million homes across the nation. This remarkable reach is the legacy of its visionary founder, the late P Obul Reddy, whose centenary year is now being celebrated by the BSE-listed company he built, Indo National Ltd (INL). The company is using this milestone to launch an ambitious new chapter, transforming from a battery specialist into a diversified consumer goods powerhouse.
The Philanthropist and Pioneer: Obul Reddy's Enduring Legacy
The entrepreneurial journey of P Obul Reddy formally began in the early 1970s, but its roots were in his deep passions for technology, culture, and community. A connoisseur of Carnatic music, he was a generous patron of the arts long before corporate social responsibility became a trend. He supported prestigious institutions like Vani Mahal, Narada Gana Sabha, and the Music Academy, creating vital platforms for emerging artists. The Obul Reddy Hall in Vani Mahal stands today as a testament to his cultural philanthropy, which also extended to supporting hospitals and senior citizen homes across Andhra Pradesh and Tamil Nadu.
However, his most significant economic contribution was through business. After an initial investment in the Dynavision (Dyanora) television venture, Obul Reddy forged a landmark partnership with Japanese giant Matsushita (Panasonic) in the early 1970s. This joint venture, facilitated by his personal rapport with national leaders including former Prime Minister Indira Gandhi, shaped India's dry-cell battery industry for decades. His acumen was further proven when Panasonic exited India in 2010; Obul Reddy ensured their stake returned to him, solidifying Indian ownership of the company that continues today.
Charting a New Path: From Batteries to a Consumer Portfolio
As the 53-year-old company honors its founder with a customised postal stamp released on November 30, it is aggressively pursuing a strategic shift. Indo National is evolving from a pure-play battery manufacturer into a diversified consumer-products company. Pavan Kumar, CEO of Indo National Ltd, outlined the vision: "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."
This transition is deeply personal for the promoter family. P Aditya Reddy, Joint Managing Director of INL, reflects, "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."
Modernisation and Market Ambition
The product evolution mirrors this strategic pivot. While Nippo began with lead-acid batteries, it moved to zinc-carbon and is now increasingly focusing on alkaline batteries. Today, batteries contribute around 60% of revenue, with the remaining 40% coming from electricals and home-care products. The new categories are expansive, including:
- Mobile accessories
- Energy-efficient BLDC ceiling fans
- Mosquito repellents and air purifiers
- Smart electrical solutions
Manufacturing modernization is central to this transformation. The company is upgrading its 40-year-old Tada facility on the Andhra Pradesh border with an investment of ₹50–60 crore to enable domestic production of alkaline batteries. "R&D is 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," added Kumar.
A parallel cultural and digital transformation underpins these changes. The average employee age has dropped from 49 to 38 in just two years, and expertise is now rewarded alongside loyalty. Enterprise-wide SAP systems, Salesforce-driven operations, and real-time analytics have improved efficiency across the board, from daily sales tracking to P&L reporting. This overhaul recently earned the company the Great Place to Work certification.
With a 25% market share in dry-cell batteries and a pan-India distribution network of 2.3 million outlets, INL has a strong foundation. The company has set a clear target: to double its revenue to ₹1,000 crore, balanced across batteries, electricals, and home care, and achieve a profit of ₹100 crore over the next five years, all while staying true to the humane values of its founder.
