Que: KP Group's renewable energy portfolio has expanded significantly in recent years. What key factors have enabled this growth, and how do you plan to achieve the 10 GW target by 2030?

Ans: KP Group's growth has been the result of a clear long-term vision combined with strong execution capabilities. What began as a modest enterprise has evolved into a renewable energy platform with a portfolio exceeding 8.5 GW across solar, wind, hybrid and energy storage projects, supported by more than 11,890 acres of land bank and operations spanning over 128 project locations.

A key differentiator for us has been our integrated business model. Through our group companies, we have capabilities ranging from project development and engineering to wind balance-of-plant solutions, solar infrastructure, and galvanising and manufacturing facilities. This vertical integration allows us to execute projects efficiently while maintaining quality and cost competitiveness.

Our growth has also been driven by increasing demand from industrial consumers. During FY 2025-26 and Q1 FY 2026-27 alone, we delivered substantial CPP capacity additions across dozens of customer locations, reflecting the industry's growing confidence in renewable energy solutions.

Looking ahead, our target of 10 GW by 2030 is not merely a capacity goal; it represents our vision of building a diversified clean energy ecosystem. Alongside solar and wind projects, we are investing in hybrid energy, battery storage, and green hydrogen infrastructure. The investments announced through Vibrant Gujarat and our growing utility-scale project pipeline provide a strong foundation for achieving this milestone.

Que: Hybrid renewable energy projects are gaining momentum across India. How do you see the economics of hybrid projects evolving compared to standalone solar or wind installations?

Ans: The economics of hybrid projects are becoming increasingly compelling. Traditionally, solar and wind projects were evaluated independently. Today, however, energy consumers are looking for reliability, consistency, and better utilisation of infrastructure.

We have seen this shift firsthand through our growing hybrid project portfolio. Hybrid projects combine complementary generation profiles, enabling better use of transmission assets and improving overall energy availability. For industrial consumers, this translates into lower dependence on conventional power sources and improved energy economics.

At KP Group, hybrid energy has become an important growth segment. We have successfully developed hybrid projects integrating solar and wind resources, and we see this trend accelerating significantly over the next five years.

As storage costs decline and grid requirements become more sophisticated, hybrid projects will increasingly outperform standalone assets in terms of value creation. The future will belong to integrated energy solutions rather than isolated generation technologies.

Que: BESS are increasingly viewed as essential for renewable energy integration. How is KP Group preparing for the storage opportunity?

Ans: We view Battery Energy Storage Systems as one of the most important enablers of the next phase of renewable energy growth. India has achieved impressive renewable capacity additions, but the next challenge is ensuring grid stability and round-the-clock power availability.

KP Group has already begun integrating storage considerations into its long-term project planning. Our future developments are increasingly being designed around the concept of integrated energy infrastructure, where solar, wind, storage, and green hydrogen complement each other. The entry is anchored by Sun Drops Energia, our group company, and the group is also pursuing domestic BESS manufacturing, having placed development-and-manufacturing proposals before the Gujarat government to localise the value chain.

Given our large renewable energy portfolio and project pipeline, storage presents a natural extension of our business. As battery costs continue to decline and policy frameworks mature, we expect BESS to become a standard component of utility-scale and industrial renewable energy projects.

We believe storage will transform renewable energy from an intermittent source into a dependable and dispatchable power solution, opening new opportunities for both developers and consumers.

Que: What regulatory challenges continue to affect renewable energy developers, and how can they be addressed?

Ans: India's renewable energy sector has benefited from strong policy support, but challenges remain. Land acquisition, transmission connectivity, approval timelines, and varying state-level regulations continue to impact project execution.

For developers managing large-scale portfolios such as KP Group's, the timely availability of transmission infrastructure is becoming increasingly critical. Renewable energy capacity is growing rapidly, and grid infrastructure must expand at a similar pace to avoid bottlenecks.

Another area that requires attention is policy predictability. Renewable energy projects involve long investment cycles, and investors seek certainty regarding regulations, open-access policies, and power evacuation frameworks.

A coordinated approach involving central and state governments, digitalised approval processes, and accelerated transmission development can significantly improve the pace of renewable energy deployment across the country.

Que: How can India reduce dependence on imported equipment while maintaining competitiveness?

Ans: India has made remarkable progress in strengthening domestic manufacturing, but significant opportunities still exist across the renewable energy value chain.

At KP Group, we strongly support the development of indigenous manufacturing capabilities because long-term energy security and supply-chain resilience depend on it. However, competitiveness must remain at the center of this effort.

The objective should not simply be import substitution. The goal should be to create globally competitive manufacturing ecosystems capable of serving both domestic and international markets. This requires investment in technology, research and development, scale, and skilled talent.

India's renewable energy ambitions are among the largest in the world. This creates a unique opportunity to build manufacturing leadership in modules, structures, storage technologies, power electronics, and green hydrogen equipment. With the right policy support, India can emerge as a global clean energy manufacturing hub over the coming decade.

Que: Looking toward 2030, what do you believe will be the defining trends shaping India's renewable energy landscape?

Ans: By 2030, India's renewable energy sector will look fundamentally different from where it is today. The first major trend will be the rise of integrated energy ecosystems combining solar, wind, storage, and green hydrogen.

The second trend will be the rapid growth of industrial decarbonisation. Increasingly, businesses are not adopting renewable energy merely for cost savings but as part of their broader sustainability commitments. This shift is already visible in the strong demand we are witnessing for CPP and hybrid projects.

Third, energy storage will become mainstream. As renewable penetration increases, storage will play a critical role in ensuring reliability and grid stability.

Finally, green hydrogen will emerge as a transformational opportunity. KP Group has already announced significant investments in the green hydrogen and green ammonia space because we believe these technologies will become key pillars of India's energy transition.

India is already the world's third-largest renewable energy market by installed capacity. Over the next decade, the country has the potential not only to lead in deployment but also to become a global centre for clean energy innovation, manufacturing, and exports. KP Group intends to play a meaningful role in that journey through continued investments, technological innovation, and execution excellence.