BC Jindal Group, one of India’s leading conglomerates, announced its foray into the renewable energy component manufacturing sector. As part of this strategic move, the company plans to invest ₹15,000 crore by 2030 to support India’s transition to green energy and contribute to achieving the country’s renewable energy goals.
A Significant Portfolio Diversification
The new vertical marks a major diversification in the Group’s portfolio, focusing on the manufacturing of solar cells and modules, storage battery cells, solar glass, and assembly units. The investment aligns with India’s ambitious goal of installing 500 GW of renewable energy capacity by 2030.
Phase 1 Investment and Infrastructure Plans
In the first phase of this ambitious plan, the company will allocate ₹4,000 crore to establish the foundational infrastructure. This will include:
- 2 GW solar cell and module production capacity
- 4 GWh battery storage capacity
- A solar glass unit with a production capacity of 1,200 tpd
Strategic Location Choices
The company has shortlisted Maharashtra and Gujarat as potential locations for its manufacturing facilities. These states were selected due to their strategic logistical advantages and robust infrastructure, which will support efficient production and distribution.
Captive Consumption and Market Demand
BC Jindal Group anticipates that approximately 40 percent of the produced output will be used for captive consumption in its own renewable energy projects. This move reflects the growing domestic and global demand for end-to-end sustainable energy products, positioning India as a competitive manufacturing hub in the renewable energy sector.
Commitment to Sustainability and Energy Security
The expansion into renewable energy components strengthens the Group’s business diversification strategy. It also emphasizes its commitment to environmental sustainability and energy security. As reported by projectstoday.com, with this move, BC Jindal Group aims to play a pivotal role in supporting India’s green energy future.
