Home › Renewable energy ›REconnect Summit Pune: Experts Explore Maharashtra’s Solar Potential
REconnect Summit Pune: Experts Explore Maharashtra’s Solar Potential
At REconnect Summit Pune, industry experts discussed the opportunities and challenges in scaling solar adoption across Maharashtra, exploring hybrid solutions, emerging technologies, and financial models to accelerate both commercial and residential renewable energy growth.
September 23, 2025. By Dineshwori
With the renewable energy transition, rising energy costs, growing sustainability commitments, and rapid technological transformation, both corporates and residential consumers are increasingly turning to solar as a viable long-term and sustainable solution. While the opportunity is immense, scaling adoption comes with its own challenges — from regulatory hurdles and financial models to project execution and the integration of emerging technologies.
During a panel discussion at Reconnect Summit – 25 Pune, organised by Energetica India, experts from diverse domains shared insights on what it takes to accelerate solar adoption, overcome existing barriers, and unlock the future potential of solar for both C&I consumers and the residential sector.
Moderated by Payal Gupta, Associate Director at Deloitte India, the session titled “Powering Industry – Scaling C&I and Residential Solar Adoption in Maharashtra” focused on four key areas: opportunities and barriers to solar adoption, the role of EPC players in project execution, leveraging open access and group captive models, government incentives, and the adoption of emerging technologies.
Need to explore hybrid solutions
Priyam Nandy, Associate Director, AMPIN Energy Transition, noted that while solar adoption in Maharashtra and across the country is already well established, the focus now should shift toward exploring hybrid solutions.
Nandy added that Gujarat has strong policies in this area and has been implementing effective solutions for C&I customers over the past five years. He said AMPIN is proposing and requesting that the Maharashtra State Consumer Disputes Redressal Commission (MSCDRC) look into this concept, as hybrid projects offer huge benefits — not only for customers but also for grid stabilisation and corridor optimisation.
“Solar generates for only 10–12 hours a day, which means the grid remains underutilised for the rest of the hours. For example, if I am putting up a project of 1,015 MW and receiving an LTO of 15 MW, the grid is only being used for 10–15 hours. That doesn’t make sense. Once hybrid projects are implemented, the grid can be utilised more efficiently. This also helps SLDC (State Load Despatch Centre),” he added.
Amitkumar Subhashchandra Khandelwal, Whole-Time Director at KP Group, also agreed that the hybrid model will shape the future of the renewable energy sector. However, he emphasised that hybrids are not limited to just wind and solar, but also include combinations such as solar with battery, wind with battery, and an integrated mix of solar, wind, and battery together.
Khandelwal emphasised that the future will be about storage and dispatch, not just about constructing projects with panels and windmills. He added that Maharashtra and Gujarat are especially well placed for hybrid plants, both technically and financially. “They have long coastlines and high terrain, ideal for wind installations. From a financial perspective, people are capable of investing in renewable power,” he stated.
Barriers to solar adoption
Ashish Mittal, AVP – Business Development at Enrich Energy, noted that while the adoption of solar energy in Maharashtra is progressing steadily, the focus is gradually shifting as new technologies such as hybrids and storage become part of the mix.
Discussing barriers that hinder faster adoption, he highlighted that the key concern lies in the retrospective impact of policy changes on existing investors.
He elaborated, “An investor comes with 25 years of thought process. Small investors with projects of one or two MW may enter due to sustainability or commercial interests, but they get scared when there are any policy changes. So, the impact of policy changes on the ideal investors becomes a deterrent for new investment. New investors usually seek feedback from existing ones rather than relying solely on EPCs, OEMs, or market players. So, that deterrence is actually a challenge in Maharashtra today.”
Technology adoptions
Moderator Payal Gupta posed a key question on how utilities are integrating emerging technologies such as smart inverters, IoT, and AI/ML to drive operational efficiencies, reduce losses, and ultimately pass on the benefits to end consumers.
Dr. Nilesh Rohankar, Additional Executive Engineer at MSEDCL, highlighted that the energy transition will face limitations without embracing new technologies, “We are approaching toward becoming the second or third largest economy in the world, reaching USD 5 trillion. Out of this, Maharashtra contributes USD 1 trillion, and within that, DISCOMs — specifically the power sector — account for nearly 25 to 30 percent. Unless DISCOMs become more techno-savvy in this era of unprecedented global energy transition, progress will be limited.”
Dr. Rohankar noted that several steps have already been taken by DISCOMs to promote new technologies. In Western Maharashtra, for instance, a tender worth INR 5,000 crore for smart meters has been awarded to Adani. “Our billing system, IT, and HDCL are adopting advanced technologies such as Oracle, the HANA system, and relational database management systems,” he added.
Gupta agreed that technology—particularly smart meters—has brought a revolution. However, she emphasised that for consumers to embrace such innovations more quickly, the financial models must be viable and sustainable.
Challenges facing EPCs
Rahul Nalawade, Founder & CEO of SwayamUrja Renewable Energy, highlighted the technical and operational challenges that EPCs encounter while designing and executing open access and group captive projects.
Nalawade pointed out that while the sector faces tremendous challenges, there are no significant entry barriers for EPC players, especially under the PM Suryagar scheme.
He said, “We have more than 3,500 EPC players across Maharashtra. Since there are no entry barriers, many of these players participate only for a short period and often quote very aggressive, non-workable prices. This is the primary challenge faced by standard and good EPCs.”
“In this context, I always advise our associations not to compete with such players, because, ultimately, this is just the beginning. Considering India’s technical potential—whether in wind, solar, or offshore wind—it exceeds 2,500 EWTs, yet we have only reached around 250 so far. There is still a long way to go. In terms of the PM Suryagar scheme target, there are technically over 10 crore residential consumers, while phase one targets only 1 crore. Out of that 1 crore, we have reached just over 15 lakh consumers so far. So, there is no need to compete aggressively with anyone,” he added.
The second challenge, according to Nalawade, is working capital. “Out of the nearly 12,000 integrators or EPCs across India, most have been formed only in the last two years. Naturally, these newer players will face working capital and financial challenges,” he said.
Currently, the Government of India, in collaboration with the State Bank of India, has introduced the SureShift scheme, which provides substantial financial support for EPCs. Additionally, many NBFCs provide funding to EPCs.
Nalawade stressed that newer players should ensure proper documentation and compliance to actively access these financing opportunities.
The third challenge is profit margins. “OEMs always expect the right product at the right price, IPPs expect the right tariffs, and EPCs too deserve fair pricing for their services. However, the reality is different. Margins are within single digits, and large IPPs, financial corporations, and big giants demand good projects at the lowest possible cost—and that is actually killing the market,” Nalawade stated.
The next challenge lies in securing the right machinery and skilled workforce to ensure proper project execution. “For successful execution, the entire ecosystem must work together. It has to be a win–win situation for IPPs, OEMs, and EPCs alike. Only then can we build a truly sustainable ecosystem,” Nalawade concluded.
Common misconceptions among consumers about green energy solutions
Ashish Mittal, AVP - Business Development, Enrich Energy, highlighted that one of the key challenges they face when engaging with customers is their strong focus on price.
He explained, “There are four key parameters that drive a C&I customer to adopt renewable energy. In my view, the majority of the market is still driven by price. Customers want to maximise access to low-cost power, which is one of the main reasons they turn to renewable energy. The second driver is sustainability objectives, particularly among larger corporates. Third, cross-border mechanisms in Europe and the US are pushing companies to ensure not only their own carbon footprint is reduced but also that of their suppliers. This external pressure is another reason many C&I customers are moving toward renewable energy.
According to Mittal, when a CLI customer approaches them, price is usually the first and most decisive consideration. However, he added that a common challenge for developers and EPC contractors is convincing customers that while price is important, quality is equally vital.
Choosing Between OpEx and CapEx Models
Vishwajeet Bose, Channel Sales Specialist at ECE India Energies, explained that deciding between OpEx and CapEx is a critical financial consideration for any project.
He said, “Both models need careful analysis to understand how the project will proceed. Cost analysis plays a vital role, and project sizing also matters significantly in determining long-term sustainability. Only then can we prioritize and structure the overall cost effectively.”
However, he described OpEx as a more sustainable model. “It allows execution with minimal interest rates while separately accounting for potential risks and the financial aspects. The main considerations are cost, how it is incurred, and how it is managed. With that in mind, I generally recommend focusing on the OpEx model.”
The choice between OpEx and CapEx largely depends on equipment costs and intended use. Bose explained, “If a company is expanding and requires equity for its core business while also wanting to reduce power costs, the OpEx makes the most sense. Limited equity is better allocated toward core operations, while OpEx allows deployment without straining resources. On the other hand, if a company has sufficient equity and access to favourable lending mechanisms, the CapEx model can be advantageous. Both models can yield similar project returns. In OpEx, returns are shared with investors, while in CapEx, 100 percent of the benefit.”
Bose concluded that both OpEx and CapEx have their place, with the decision depending on equity availability, financing options, and the organisation’s strategic priorities.
During a panel discussion at Reconnect Summit – 25 Pune, organised by Energetica India, experts from diverse domains shared insights on what it takes to accelerate solar adoption, overcome existing barriers, and unlock the future potential of solar for both C&I consumers and the residential sector.
Moderated by Payal Gupta, Associate Director at Deloitte India, the session titled “Powering Industry – Scaling C&I and Residential Solar Adoption in Maharashtra” focused on four key areas: opportunities and barriers to solar adoption, the role of EPC players in project execution, leveraging open access and group captive models, government incentives, and the adoption of emerging technologies.
Need to explore hybrid solutions
Priyam Nandy, Associate Director, AMPIN Energy Transition, noted that while solar adoption in Maharashtra and across the country is already well established, the focus now should shift toward exploring hybrid solutions.
Nandy added that Gujarat has strong policies in this area and has been implementing effective solutions for C&I customers over the past five years. He said AMPIN is proposing and requesting that the Maharashtra State Consumer Disputes Redressal Commission (MSCDRC) look into this concept, as hybrid projects offer huge benefits — not only for customers but also for grid stabilisation and corridor optimisation.
“Solar generates for only 10–12 hours a day, which means the grid remains underutilised for the rest of the hours. For example, if I am putting up a project of 1,015 MW and receiving an LTO of 15 MW, the grid is only being used for 10–15 hours. That doesn’t make sense. Once hybrid projects are implemented, the grid can be utilised more efficiently. This also helps SLDC (State Load Despatch Centre),” he added.
Amitkumar Subhashchandra Khandelwal, Whole-Time Director at KP Group, also agreed that the hybrid model will shape the future of the renewable energy sector. However, he emphasised that hybrids are not limited to just wind and solar, but also include combinations such as solar with battery, wind with battery, and an integrated mix of solar, wind, and battery together.
Khandelwal emphasised that the future will be about storage and dispatch, not just about constructing projects with panels and windmills. He added that Maharashtra and Gujarat are especially well placed for hybrid plants, both technically and financially. “They have long coastlines and high terrain, ideal for wind installations. From a financial perspective, people are capable of investing in renewable power,” he stated.
Barriers to solar adoption
Ashish Mittal, AVP – Business Development at Enrich Energy, noted that while the adoption of solar energy in Maharashtra is progressing steadily, the focus is gradually shifting as new technologies such as hybrids and storage become part of the mix.
Discussing barriers that hinder faster adoption, he highlighted that the key concern lies in the retrospective impact of policy changes on existing investors.
He elaborated, “An investor comes with 25 years of thought process. Small investors with projects of one or two MW may enter due to sustainability or commercial interests, but they get scared when there are any policy changes. So, the impact of policy changes on the ideal investors becomes a deterrent for new investment. New investors usually seek feedback from existing ones rather than relying solely on EPCs, OEMs, or market players. So, that deterrence is actually a challenge in Maharashtra today.”
Technology adoptions
Moderator Payal Gupta posed a key question on how utilities are integrating emerging technologies such as smart inverters, IoT, and AI/ML to drive operational efficiencies, reduce losses, and ultimately pass on the benefits to end consumers.
Dr. Nilesh Rohankar, Additional Executive Engineer at MSEDCL, highlighted that the energy transition will face limitations without embracing new technologies, “We are approaching toward becoming the second or third largest economy in the world, reaching USD 5 trillion. Out of this, Maharashtra contributes USD 1 trillion, and within that, DISCOMs — specifically the power sector — account for nearly 25 to 30 percent. Unless DISCOMs become more techno-savvy in this era of unprecedented global energy transition, progress will be limited.”
Dr. Rohankar noted that several steps have already been taken by DISCOMs to promote new technologies. In Western Maharashtra, for instance, a tender worth INR 5,000 crore for smart meters has been awarded to Adani. “Our billing system, IT, and HDCL are adopting advanced technologies such as Oracle, the HANA system, and relational database management systems,” he added.
Gupta agreed that technology—particularly smart meters—has brought a revolution. However, she emphasised that for consumers to embrace such innovations more quickly, the financial models must be viable and sustainable.
Challenges facing EPCs
Rahul Nalawade, Founder & CEO of SwayamUrja Renewable Energy, highlighted the technical and operational challenges that EPCs encounter while designing and executing open access and group captive projects.
Nalawade pointed out that while the sector faces tremendous challenges, there are no significant entry barriers for EPC players, especially under the PM Suryagar scheme.
He said, “We have more than 3,500 EPC players across Maharashtra. Since there are no entry barriers, many of these players participate only for a short period and often quote very aggressive, non-workable prices. This is the primary challenge faced by standard and good EPCs.”
“In this context, I always advise our associations not to compete with such players, because, ultimately, this is just the beginning. Considering India’s technical potential—whether in wind, solar, or offshore wind—it exceeds 2,500 EWTs, yet we have only reached around 250 so far. There is still a long way to go. In terms of the PM Suryagar scheme target, there are technically over 10 crore residential consumers, while phase one targets only 1 crore. Out of that 1 crore, we have reached just over 15 lakh consumers so far. So, there is no need to compete aggressively with anyone,” he added.
The second challenge, according to Nalawade, is working capital. “Out of the nearly 12,000 integrators or EPCs across India, most have been formed only in the last two years. Naturally, these newer players will face working capital and financial challenges,” he said.
Currently, the Government of India, in collaboration with the State Bank of India, has introduced the SureShift scheme, which provides substantial financial support for EPCs. Additionally, many NBFCs provide funding to EPCs.
Nalawade stressed that newer players should ensure proper documentation and compliance to actively access these financing opportunities.
The third challenge is profit margins. “OEMs always expect the right product at the right price, IPPs expect the right tariffs, and EPCs too deserve fair pricing for their services. However, the reality is different. Margins are within single digits, and large IPPs, financial corporations, and big giants demand good projects at the lowest possible cost—and that is actually killing the market,” Nalawade stated.
The next challenge lies in securing the right machinery and skilled workforce to ensure proper project execution. “For successful execution, the entire ecosystem must work together. It has to be a win–win situation for IPPs, OEMs, and EPCs alike. Only then can we build a truly sustainable ecosystem,” Nalawade concluded.
Common misconceptions among consumers about green energy solutions
Ashish Mittal, AVP - Business Development, Enrich Energy, highlighted that one of the key challenges they face when engaging with customers is their strong focus on price.
He explained, “There are four key parameters that drive a C&I customer to adopt renewable energy. In my view, the majority of the market is still driven by price. Customers want to maximise access to low-cost power, which is one of the main reasons they turn to renewable energy. The second driver is sustainability objectives, particularly among larger corporates. Third, cross-border mechanisms in Europe and the US are pushing companies to ensure not only their own carbon footprint is reduced but also that of their suppliers. This external pressure is another reason many C&I customers are moving toward renewable energy.
According to Mittal, when a CLI customer approaches them, price is usually the first and most decisive consideration. However, he added that a common challenge for developers and EPC contractors is convincing customers that while price is important, quality is equally vital.
Choosing Between OpEx and CapEx Models
Vishwajeet Bose, Channel Sales Specialist at ECE India Energies, explained that deciding between OpEx and CapEx is a critical financial consideration for any project.
He said, “Both models need careful analysis to understand how the project will proceed. Cost analysis plays a vital role, and project sizing also matters significantly in determining long-term sustainability. Only then can we prioritize and structure the overall cost effectively.”
However, he described OpEx as a more sustainable model. “It allows execution with minimal interest rates while separately accounting for potential risks and the financial aspects. The main considerations are cost, how it is incurred, and how it is managed. With that in mind, I generally recommend focusing on the OpEx model.”
The choice between OpEx and CapEx largely depends on equipment costs and intended use. Bose explained, “If a company is expanding and requires equity for its core business while also wanting to reduce power costs, the OpEx makes the most sense. Limited equity is better allocated toward core operations, while OpEx allows deployment without straining resources. On the other hand, if a company has sufficient equity and access to favourable lending mechanisms, the CapEx model can be advantageous. Both models can yield similar project returns. In OpEx, returns are shared with investors, while in CapEx, 100 percent of the benefit.”
Bose concluded that both OpEx and CapEx have their place, with the decision depending on equity availability, financing options, and the organisation’s strategic priorities.
Please share!
If you want to cooperate with us and would like to reuse some of our content,
please contact: contact@energetica-india.net.
please contact: contact@energetica-india.net.
Next events
Last interviews
Rajan Saspara
CEO
Anand E-Beam Cables Plans 3-4X Capacity Expansion with Advanced Automation, Says Rajan Saspara
Vivek Gupta
Chairman & MD
Quality, Trust, and Innovation Have Driven Oswal Pumps’ Growth Since 2003, Says CMD Vivek Gupta
Udai Singh
MD & CEO, Schneider Electric Infrastructure
Udai Singh Highlights Schneider Electric’s EcoStruxure as Backbone of Urban Energy Systems
Sushil Bansal
Chairman & CEO
Sushil Bansal Says Novasys Greenergy will Scale Module Capacity to 2.6 GW by FY26
Vinay Thadani
Executive Director and CEO
GREW Solar Eyes 11 GW Module Capacity by Year-End, 8 GW Cell Plant by 2026: Vinay Thadani
Follow us