Que: KP Group’s renewable-energy portfolio has now crossed 9.2 GW. How does the group plan to move from 9.2 GW to its 10+ GW target, and how much of that capacity is expected to be operational by the end of 2026?

Ans: KP Group’s renewable-energy portfolio has reached approximately 10.3 GWp, including operational and under-development projects. This progress gives us a strong platform for the next phase of growth under KP 3.0 Unleashed.

At our Investor Day on September 30, 2026, we set out three clear commitments for FY32: 10 GWp of owned generation through KPI Green Energy, 10 GWp of third-party EPC execution excluding related-party projects, and 10 GWh of integrated battery energy storage manufacturing capability, spanning BESS assembly and cell manufacturing.

Our immediate focus is on converting the existing portfolio into commissioned assets through disciplined project execution, timely grid connectivity, engineering excellence and strong operations and maintenance. The Group’s portfolio is expected to cross the 10 GW mark in the coming quarters. Rather than give an unsupported year-end operational figure, we remain focused on commissioning projects safely, reliably and to the required quality standards.

KP 3.0 is about scaling with stronger capabilities and clear accountability, not simply increasing headline capacity.

Que: Do you expect C&I and group-captive renewable projects to grow faster than conventional utility-scale PPAs over the next three to five years?

Ans: We expect both utility-scale and C&I/group-captive renewable energy to play important roles in India’s energy transition. C&I and group-captive solutions are particularly relevant for businesses seeking more predictable energy costs, progress towards sustainability commitments and renewable power aligned with their consumption patterns.

KP Group’s approach is to offer a wider set of solutions across solar, wind, hybrid generation and storage. Our capabilities across development, EPC, evacuation infrastructure and operations help us design projects around customers’ requirements. We continue to see demand for customised solutions, including hybrid projects under group-captive arrangements.

At the same time, utility-scale generation remains fundamental to adding renewable capacity at scale. Under KP 3.0, our 10 GWp IPP ambition and 10 GWp third-party EPC target represent two complementary growth platforms: building and operating our own assets while executing projects for customers. We see the future as a combination of utility-scale capacity and increasingly tailored, integrated energy solutions.

Que: What is the economic and operational advantage of hybridisation compared with standalone solar or wind projects?

Ans: Hybridisation brings together complementary generation profiles, particularly solar and wind, to create a more balanced renewable-energy supply. Solar generation is concentrated during daylight hours, while wind generation can follow a different pattern. Combining the two can improve the utilisation of evacuation infrastructure and help align supply more closely with customer demand.

The value of hybridisation becomes even greater when it is designed alongside storage, forecasting, grid connectivity and the customer’s consumption profile. These elements can improve the usefulness and dispatchability of renewable power, although the benefits depend on project design, local resource conditions and the applicable commercial structure.

KP Group’s KP 3.0 roadmap is built around this integrated approach. We are scaling owned generation and third-party EPC execution while developing storage capabilities, energy trading and technology-led operations. The objective is to move beyond standalone megawatts towards renewable-energy solutions that are better integrated, dependable and commercially relevant.

Que: As India adds more solar and wind capacity, could storage eventually become as important to renewable developers as generation capacity itself?

Ans: Yes. As renewable penetration increases, storage will become a core part of the energy system because it can help shift electricity to periods of demand, manage variability and support grid flexibility. The next phase of the sector will increasingly be about combining generation, storage and intelligent energy management.

KP 3.0 makes storage a strategic business in its own right. By FY32, KP Group is targeting 10 GWh of integrated battery capability, covering BESS assembly and cell manufacturing. The dedicated platform, Sun Drops Energia, is being developed across BESS IPP, group-captive and C&I projects, as well as manufacturing.

The roadmap includes BESS assembly capability followed by cell manufacturing, with the aim of building an integrated presence across the value chain in India. Alongside our renewable generation and EPC platforms, this will allow us to participate in the broader shift towards firm, flexible and more reliable clean-energy solutions. Our focus is on building this capability in a phased manner, supported by market demand, technology and disciplined execution.

Que: KP Group has described green hydrogen and ammonia as the next stage of its transformation into a complete green-energy ecosystem. Where does this business currently stand in terms of project development?

Ans: Green hydrogen and ammonia are important to KP Group’s longer-term ambition to support decarbonisation in sectors where direct electrification can be challenging. Our approach is to build practical capabilities across production, mobility, logistics and utilisation, while developing partnerships and identifying viable applications.

At our Matar facility in Gujarat, we operate a 1 MW electrolysis-based green hydrogen plant with an output of approximately 432 kg per day. We are also developing opportunities around hydrogen mobility and fuel infrastructure, and are building our engineering capabilities for the wider hydrogen ecosystem.

We view this as a long-term business that needs sound economics, reliable technology, suitable infrastructure and sustained customer demand. Under KP 3.0, green hydrogen complements our core platforms in renewable generation, EPC and storage. The focus is on progressing from demonstrated capability to scalable projects in a systematic and commercially responsible way.

Que: KP Group has been exploring international opportunities, including partnerships in Saudi Arabia and Botswana. What markets are currently the highest priority for international expansion?

Ans: Our international approach is selective. We are prioritising markets where renewable resources, energy demand, infrastructure needs and the investment environment create opportunities for long-term partnerships.

Saudi Arabia remains an important market for collaboration and for taking Indian engineering and renewable-energy capabilities to customers. In Africa, Botswana is a significant opportunity: the Group is pursuing a proposed 5 GW renewable-power and associated infrastructure development, with an initial phase planned at 500 MW. We are also evaluating opportunities in markets such as Tanzania and Zambia.

KP 3.0 strengthens the way we approach international growth by aligning business development with execution capabilities, governance and the right local partnerships. We are not pursuing geographical presence for its own sake. Our aim is to develop projects where KP Group can contribute meaningfully through renewable generation, EPC, engineering, storage and related clean-energy solutions.

Que: What will KP Group be showcasing at REI Expo 2026, and what are the key technologies or projects you want visitors to see this year?

Ans: REI Expo is an important opportunity to engage with customers, partners, technology providers and the wider renewable-energy industry. This year, the conversation is especially relevant because KP 3.0 Unleashed marks a new phase in the Group’s evolution.

We want visitors to understand the breadth of our platform: solar, wind and hybrid generation; IPP and third-party EPC execution; battery energy storage; engineering and manufacturing; floating solar; green hydrogen; and emerging energy solutions. Our announced FY32 commitments of 10 GWp of IPP, 10 GWp of third-party EPC and 10 GWh of integrated battery capability, provide a clear view of the scale we are working towards.

Technology is central to this ambition. Our Network Operations Centre at KP House reflects our focus on monitoring, digitalisation and operational oversight. We are also advancing practical innovations such as in-house solar-panel cleaning technology. For us, building a project is only one part of the responsibility; keeping assets performing reliably over their operating life is equally important.

The exhibition allows us to discuss these capabilities and understand how customers’ energy needs are evolving.

Que: Finally, what should the industry expect from KP Group over the next 12–18 months in terms of new capacity, storage, green hydrogen and international expansion?

Ans: The next 12–18 months will be about translating the KP 3.0 roadmap into execution. Our FY32 commitments are clear: 10 GWp of owned IPP generation through KPI Green Energy, 10 GWp of third-party EPC execution excluding related-party projects, and 10 GWh of integrated battery capability from BESS assembly to cell manufacturing.

In the near term, we will continue progressing our renewable portfolio towards and beyond 10 GW, commissioning projects and strengthening execution and operational capabilities. In storage, the focus will be on developing the Sun Drops Energia platform and progressing the phased manufacturing roadmap. In green hydrogen, we will build on the operating 1 MW plant at Matar and advance commercially viable opportunities.

Internationally, we will continue to pursue selective opportunities in Saudi Arabia and Africa, including Botswana, while evaluating markets where our capabilities can create long-term value. Technology, digitalisation and AI-enabled operational preparedness, including the role of our Network Operations Centre, will support this next phase.

KP 3.0 is not only a growth plan; it is a more integrated, accountable and technology-enabled way of building the business. Our guiding principle remains unchanged: what we commit, we deliver.