Divine Power Energy Ltd Q2 FY26 – Copper, Conform Machines, and Capital Games in Ghaziabad’s Electric Gully

1. At a Glance

Divine Power Energy Ltd (NSE: DPEL) has quietly transformed from a modest wire manufacturer in Sahibabad into a ₹701 crore market-cap beast with copper veins and aluminum nerves. The share price at ₹281 hasshockedeven the transformers it powers—up 122% in one year and 101% in just three months. With a P/E ratio of 74.7 (higher than even some OTT valuations), the market clearly believes Divine Power is the next “copper Tesla” of Ghaziabad.

But beneath the sparkly numbers lies an industrious machine. The company churned ₹180 crore revenue this quarter, clocking a YoY surge of 24.7%. PAT came in at ₹4.74 crore, up a modest 5.3%. ROE stands at 16.4%, while ROCE is 14.6%. With zero dividends and an EV/EBITDA of 35.6, DPEL’s management seems more interested in expansion than handouts.

From preferential allotments worth crores to full-blown acquisitions, Divine Power is clearly in “growth-mode.” The question is — are they building an empire or just playing “copper monopoly”?

2. Introduction

Some companies dream of electrifying India. Divine Power Energy Ltd actuallysells the wire to do it. Born in 2001 and based out of Ghaziabad, this company’s story is less about grand speeches and more about sweating copper (literally).

When everyone talks about renewable energy and EV chargers, DPEL has chosen the most underrated yet essential backbone —conductivity. Without their copper and aluminum winding wires, transformers across North India would be as lifeless as government paperwork without signatures.

And they’re not small-time tinkerers either. The company’s product mix reads like an electrician’s wish list: winding copper strips (41.5%), winding copper wires (19%), winding aluminum strips (12.5%), and a decent side hustle in copper scrap (8.5%). Nearly 97.5% of its revenue comes from private clients, which means—unlike many PSU-chasers—they actually get paid on time.

But hold on—DPEL isn’t just about shiny wires. They’re pulling some big corporate levers: acquisitions, preferential issues, and a full-blown expansion to Mumbai HQ. The boardroom is buzzing with press releases faster than the current in their cables.

So buckle up — this is not your average wire story. This is Divine Power, where copper meets capital markets and Ghaziabad meets globalization.

3. Business Model – WTF Do They Even Do?

If copper and aluminum had a religion, Divine Power would be its temple. The company makesbare and winding wiresused by transformer manufacturers and power utilities. In short — they produce the metal nerves that carry electricity across India.

Here’s how it works: raw copper and aluminum rods are drawn, annealed (heated), insulated, and wrapped with materials like paper, fiberglass, or cotton — turning them into winding wires. These wires are then sold to clients like TATA Power, Uttarakhand Power Corp, and Pashchimanchal Vidyut Vitran Nigam.

They don’t just manufacture — they trade too. About 8% of their revenue comes from trading goods. And thanks to a 1,777 sq. meter facility in Sahibabad, the company processes 300 MT of aluminum and 400 MT of copper every month. That’s roughly enough to rewire half of Noida.

Their revenue is geographically concentrated: 39% from Uttar Pradesh, 31% from Punjab, and 13.5% from Haryana — the Hindi belt is literally wired by Divine.

With ISO 9001:2015 certification and a clean supply chain, DPEL plays in a simple but essential market — and that simplicity is often what powers consistent profits. The model is brutally straightforward: buy metal, process it, sell it, repeat.

But lately, the “repeat” part includes buying other companies too. More on that later.

4. Financials Overview (Quarterly Data)

Type:Quarterly Results

Annualised EPS = 1.90 × 4 = ₹7.6At CMP ₹281 →P/E ≈ 37x (Quarterly Annualised); Official TTM P/E 74.7x (company basis).

Commentary:DPEL’s top-line is glowing like a freshly soldered copper joint, but the bottom line isn’t exactly buzzing. Margins remain tight at 5–6%, which makes sense in a commodity-based business. The real heat is in expansion, not