Can India reduce its reliance on imported electronics? Uniglobus is taking steps in that direction by designing advanced LED drivers, BLDC motor controllers, and EV chargers in India. In an exclusive conversation with EFY’s Nidhi Agarwal, Mr B.S. Praveen, President of the Electronics Division at Uniglobus, explains how the company is strengthening India’s electronics design capabilities, building robust local manufacturing, and why it prioritises quality over low prices.
Q. What does your company do?
A. We design and manufacture power electronics products and are wholly owned by Polycab, a company known for wires and cables. Polycab established this company in March 2021 to build its own electronics capabilities. Initially, we made LED drivers and light fittings for Polycab, then added products such as BLDC fan controllers in 2023. We also began selling to other companies by forming our own sales team. Now, we are working on high-wattage LED drivers and new products such as EV chargers. Our goal is to design and manufacture key products in India that are currently mostly imported or made overseas, so we can build them locally.
Q. Do you have an in-house design team?
A. We have a strong design team, and that is our main strength. That is why we are creating products that are not commonly designed in India at present. We also have our own manufacturing facility in Halol, near Vadodara in Gujarat.
Q. Who are your target customers?
A. For LED drivers, our primary customers are lighting (luminaire) manufacturers. For BLDC controllers, which we now also supply outside the Polycab group, our customers are fan manufacturers. EV chargers are still in development, but the target customers may vary. They could include automotive companies, builders, or different project teams, depending on the application.
Q. What challenges do you face while designing power electronics products in-house?
A. We do not face major challenges in design or manufacturing. The main issue is market pressure on pricing. Many customers want very inexpensive products, but these often lack quality. We do not want to compromise on quality just to match low prices. If we do that, we may sell more in the short term, but our brand will suffer in the long term.
We did try low-spec (not low-quality) products once for LED drivers, where we clearly stated what the product can and cannot do. It helped us compete with cheap imports, but the market kept pushing both prices and quality lower. So now, we focus on producing high-quality, long-lasting products at a fair price. This approach applies to our LED drivers, luminaires, and BLDC controllers.
Q. Do you make custom products for clients?
A. We offer limited customisation based on feasibility. For example, if a customer requires an LED driver with a different current level than our standard, we may be able to adjust it. However, if the change requires significant resources, we might not be able to accommodate it. Highly customised products are challenging for us because they demand more time and effort, and customers in our market are usually not willing to pay the premium required to cover these costs. The same applies to our BLDC controllers—we can offer variants, but only if there is sufficient demand to justify the development.
Q. How do you handle a design change after manufacturing has started?
A. Occasionally, after R&D or product launch, a customer may request changes, or we may wish to add new features. In such cases, we revise the design. We follow a structured process to track these changes. Each batch is coded to trace which design and components were used. This helps us manage modifications systematically and identify exactly what went into each batch.
Q. What problems come up when moving a design from R&D to mass production?
A. We follow a step-by-step product development method, which we call the innovation process. This includes prototyping, design testing, pilot builds, and validation before the final launch. Because of this, our products generally perform well from the outset, requiring minimal changes post-launch.
This process also ensures strong coordination between our design and manufacturing teams. Although it may take more time than some firms that rush to market, those products often encounter higher failure rates and require significant post-launch revisions. In contrast, problems after launch are extremely rare for us.
Q. What role does quality control play in your manufacturing, and how do you handle it?
A. Quality starts at the design stage. We follow steps such as FMEA (Failure Modes and Effects Analysis) to catch potential issues early and select components after careful tolerance checks to ensure they work well together, even under extreme conditions. Our PCB designs are optimised for smooth manufacturing, including reliable soldering. We source components only from trusted suppliers and avoid low-quality or inconsistent kits, especially from unreliable sources.
In manufacturing, we adhere to strict processes and standard operating procedures (SOPs). This strong foundation means we do not rely solely on end-of-line testing, though we carry that out regularly as well. Thanks to this careful approach, product failures are very low. For example, our BLDC controllers have a failure rate below 0.1%, while 2–5% is common in the market. Since we design everything in-house, our team fully understands the products, making it easier to identify and resolve issues quickly. All of this ensures we deliver consistently reliable, high-quality products.
Q. How do you reduce material waste in your production?
A. We generate very little material waste. In electronics manufacturing, components are placed onto circuit boards using machines. Occasionally, small parts are dropped during this process, but because we use modern, high-quality machines, this happens rarely. Our components also come from reliable suppliers, so rejection rates are low. Some solder is consumed during soldering and must be replenished, but leftover solder is sold as scrap rather than discarded. We maintain our machines well to further reduce waste. In packaging, we try to reuse materials wherever possible, though a small amount of scrap still occurs. Overall, our material waste is minimal.
Q. How do you balance cost, performance, and making the product?
A. From the outset, before we begin designing a product, we evaluate whether it can be manufactured within the target cost. If we feel it is not possible, we don’t take it up. But if it seems close to the target, we go ahead and look for opportunities to optimise costs during development. At each stage, concept, circuit design, prototyping, and testing, we reassess the cost. If we see it rising, we pause to resolve the issue before continuing. This helps us maintain a balance between cost and quality. Even during production, we track component and manufacturing costs. However, we never compromise by using cheap, low-quality parts just to save money, as that would harm our brand in the long run.
Q. How much have your sales grown each year since you started?
A. We have been manufacturing products for three years, including the current year. Our sales have grown significantly—by around 74–75% annually. In the first year, we sold 100 million, then 170 million last year, and this year we expect around 310 million. Next year, we hope to reach 500 million. So, our growth has been very good.
Q. What is your current production capacity?
A. Our capacity utilisation ranges from 60% to 90%, depending on the production line. Since we mainly assemble electronic products like BLDC controllers and LED drivers, increasing capacity is not very expensive up to a certain point. For example, we recently added a machine that doubled one line’s capacity. We can make similar upgrades to other lines or add more assembly stages, which is relatively cost-effective. Running additional shifts is also an option. In total, we could increase our current capacity by two or three times, provided we have the physical space. The only constraint would be the available area in the building.
Q. How many production lines do you have?
A. We have one main electronics production line that handles all stages, including SMT, manual insertion, and wave soldering. In addition, we operate four lines dedicated to SMT and oven work without manual insertion, which support partial electronics assembly. Beyond these, we have a luminaire assembly line and a solar inverter assembly line. All lines are set up for mass production.
Q. Are you looking for channel partners?
A. Polycab already has dealers and distributors across India. We can use them when our products suit that market, but so far, we have not done so extensively. Our current products are not ideal for channel-based distribution. We may consider this approach when we begin offering EV chargers. Large companies like Philips and Osram use channel partners effectively because they offer a wide range of products. Our product margins are relatively small, and sharing them with partners would make the business less viable. At present, channel partnerships do not align well with our product line or business model.
Q. How do you find and hire the best people?
A. Finding talent is somewhat challenging as we are based in Halol, near Vadodara. It is especially tough to find R&D people. We continue searching whenever vacancies arise, but overall, our team has remained fairly stable. We aim to foster a positive work environment and offer supportive management so that people enjoy working with us. Still, some employees leave for better-paying opportunities or return to their hometowns when the chance arises.
Q. How do you stand out from your competitors?
A. Our main strength is reliable quality. Since we design our products, we can include features that many competitors cannot, especially those relying on outsourced designs. We also place a strong emphasis on customer service. If a customer has a question or technical issue, we respond promptly. While we keep prices fair, we do not compete solely on cost, as that would mean compromising on quality, something we avoid.
Q. How important is digital marketing for your business? What works best?
A. Digital marketing plays a supporting role in our overall strategy. Our products do not rely heavily on it, but it does help raise awareness and build our brand. LinkedIn has been the most effective platform, as it allows us to connect with relevant experts. We also use Google Ads and SEO techniques. While we have considered influencer marketing, it does not suit our product category. Having a website is very important because people check it to learn about us. We are updating our website to make it easier to use and adding a shopping cart so customers can buy directly. Beyond digital marketing, the most effective way to promote our products is through exhibitions, meetups, and dealer meetings, which we conduct regularly.
Q. How do you plan to grow the company?
A. Our growth strategy focuses on adding products closely aligned with our current expertise. We started with LED drivers, then expanded to BLDC controllers, and are now working on EV chargers, solar inverters, and high-efficiency motors. We choose new products that fit our existing capabilities and infrastructure so we can avoid unnecessary capital expenditure. This approach has worked well for us over the past three years, and we intend to continue growing in this way.
Q. Are you planning to explore new markets or new products?
A. We are working on new products like chargers and solar inverters, which are new for us, and we plan to launch them soon. On the market front, Polycab already has marketing teams operating outside India. Once we establish a more substantial presence in the domestic market, we will shift focus to overseas opportunities. At present, we have developed some products for the US market and are conducting initial testing, but a comprehensive international plan is still in progress
