Q1. KP Group recently signed MoUs with multiple state governments targeting over 2.6 GW of projects. How is the company tailoring its execution strategy to navigate the distinct regulatory and policy environments across states such as Gujarat, Odisha, Rajasthan, and Madhya Pradesh?
At KP Group, we view each state’s renewable-energy ecosystem as a distinct opportunity rather than a challenge. Our execution strategy is deeply localized, partnership-driven, and action-oriented.
In Gujarat, we leverage our strong operational base and mature policy framework. In Rajasthan and Madhya Pradesh, we optimize land and radiation advantages for large-scale solar-wind hybrid projects. In Odisha, our focus is on industrial corridors and port connectivity, paving the way for hydrogen and coastal hybrid developments. In Maharashtra, we are already executing projects, further strengthening our presence in western India. In Andhra Pradesh, we are evaluating new opportunities with a focus on port-linked and industrial-zone renewable projects.
We have established dedicated offices across key states and are actively engaging with business associates, regulatory bodies, and potential partners. Our teams are deeply involved in active sourcing of opportunities, bidding for tenders, and participating in national and international conventions to strengthen our presence and build meaningful collaborations.
We maintain dedicated state-level teams that continuously engage with policymakers and utilities to ensure seamless alignment with local regulations. This decentralized yet cohesive approach allows us to execute projects faster, more efficiently, and in complete harmony with each state’s developmental priorities. With these efforts underway, we expect to see tangible results in the near future.
Q2. With a clear target of achieving 10 GW of renewable-energy capacity by 2030, how are you strategically phasing project development and allocating resources to ensure timely progress toward intermediate milestones?
At KP Group, we are already well underway on this journey, with a 6 GW+ portfolio that includes both operational and under-development projects across solar, wind, and hybrid configurations. This strong base gives us momentum and credibility as we progress toward our 10 GW by 2030 vision.
Our growth strategy is structured around phased execution and balanced asset development — combining Independent Power Producer (IPP) and Captive Power Producer (CPP) projects. This blended model ensures steady cash flows from CPP contracts while enabling long-term value creation and scale through IPP assets. The combination also provides risk diversification, better working-capital efficiency, and a sustainable balance between revenue-generating and asset-building initiatives.
We are currently allocating resources to build and secure a 4 GW project pipeline in a very short time frame, leveraging our robust land bank, regulatory linkages, and established project-execution ecosystem. Our focus is on completing projects ahead of schedule, capitalizing on early commissioning incentives, and optimizing capacity utilization.
The integration of KP Green Engineering Ltd. into our value chain has further strengthened our in-house manufacturing capabilities — including towers, switchyards, and galvanized structures. This vertical integration significantly reduces dependence on third-party vendors, enhances supply-chain control, and directly contributes to higher profitability and cost efficiency.
Underlying this expansion is a disciplined, capital-efficient model anchored in prudent financing and selective inorganic growth opportunities. By maintaining financial discipline and leveraging strategic partnerships, we ensure that every megawatt added contributes meaningfully to both our balance sheet and India’s clean-energy transition.
Q3. KPI Green Energy reported 75% year-on-year revenue growth and 68% rise in PAT in Q1, with a total portfolio exceeding 4 GW. What key operational or strategic initiatives contributed to this strong start to the fiscal year?
This performance reflects the strength of our dual-business model — the IPP (Independent Power Producer) and CPP (Captive Power Producer) verticals. Several key factors drove the growth:
- Timely commissioning of hybrid projects that enhance CUF (Capacity Utilization Factor).
- Strengthening of EPC and O&M capabilities under a unified control system.
- Deployment of AI-enabled monitoring and robotic cleaning technologies which have improved plant efficiency and reduced operating costs.
Most importantly, our teams operate with absolute accountability — a culture where every project is delivered on schedule, sustaining both investor confidence and long-term value creation.
Q4. As KPI Green Energy ventures into floating solar and battery storage alongside traditional projects, how do these emerging segments contribute to improving asset density, advancing rural electrification, and strengthening overall system economics?
Floating solar and battery storage are the next logical steps in India’s clean-energy evolution. Floating solar enables optimal use of under-utilized water surfaces while reducing evaporation — crucial for water-stressed regions. Battery storage enhances grid stability, enabling renewables to serve as reliable, dispatchable power sources.
When combined, these technologies multiply asset density, enhance the value of every megawatt, and extend clean energy to rural and semi-urban India. Our vision is to transform renewable plants into 24×7 green power stations, supporting both economic growth and energy democratization.
Q5. KP Group recently announced a ₹6,500 crore investment in Madhya Pradesh to boost renewable-energy generation and infrastructure. What regional advantages are driving this decision, and which specific project types are being prioritized ?
Madhya Pradesh offers an ideal combination of vast land availability, favourable solar radiation, and strong grid connectivity. The state’s progressive policies and central location make it a strategic hub for renewable expansion.
Our ₹6,500 crore investment will focus on solar-wind hybrid parks, transmission infrastructure, and industrial-scale renewable supply models for energy-intensive sectors. Beyond generation, our goal is to catalyse regional development by creating green jobs, supporting local industries, and enabling Madhya Pradesh to emerge as a renewable-power exporter within India’s national grid framework.
Q6. At REI Expo 2025, how does KP Group plan to showcase its latest capabilities—such as next-gen asset automation, hybrid-energy integration, and green-hydrogen readiness—and what strategic partnerships are you aiming to pursue during the event?
REI Expo 2025 will be a powerful platform for us to demonstrate how technology and purpose converge at KP Group. We’ll showcase our AI-driven asset automation, smart O&M dashboards, hybrid energy systems, and our green-hydrogen readiness program — all designed to deliver scalability, reliability, and affordability.
We’re also exploring partnerships with global battery-storage innovators, electrolyzer manufacturers, and mobility-solution providers. Our aim is to build a collaborative ecosystem that accelerates India’s transition toward energy independence.
Ultimately, KP Group’s story at REI 2025 is not just about innovation — it’s about leadership with responsibility, where every watt generated contributes to a cleaner, stronger, and more self-reliant India.
Closing Remark — Dr. Faruk G. Patel, “Our mission is simple — to empower the nation through clean energy, innovation, and integrity. As India’s renewable revolution enters its defining decade, KP Group will remain steadfast in building assets that don’t just power cities, but inspire generations.”