Interview with Vinay Thadani: India’s next solar manufacturing challenge is upstream integration

GREW Solar has emerged as one of India’s fastest-growing solar PV manufacturers since its establishment in 2022 under the Chiripal Group. The company began operations with a 1.2 GW solar module manufacturing facility at Dudu, Rajasthan, and has expanded rapidly since, backed by investors including Vijay Kedia, Rohit Kothari and, more recently, Bay Capital Investment Limited. It is now scaling its manufacturing footprint to 11 GW of solar PV module capacity at Dudu and 8 GW of solar PV cell capacity at its upcoming facility in Narmadapuram, Madhya Pradesh, by the end of 2026, while progressing with backward integration into ingot and wafer manufacturing. As India’s solar manufacturing capacity surpasses the 100 GW milestone and the industry’s focus shifts from capacity addition to global competitiveness, Power Peak Digest spoke with Vinay Thadani, Director and CEO, GREW Solar, on the upstream gaps in wafers and polysilicon, the role of technologies such as N-Type TOPCon, and what it will take for Indian manufacturers to compete on the global stage.

1. India’s solar module manufacturing capacity has now crossed 100 GW, supported in large part by initiatives such as the Production Linked Incentive (PLI) Scheme. What does this milestone signify for the industry in practical terms, and where do you see the next major bottleneck emerging: cell manufacturing, wafer production, polysilicon, or another part of the value chain?

Surpassing the 100 GW manufacturing achievement indicates that India has moved beyond being a solar deployment market only and is now a significant destination for manufacturing. The need for policy support via initiatives like the PLI Scheme and ALMM to instil the necessary confidence for investments in domestic manufacturing has been established, which has lessened India’s dependence on modules sourced overseas.

However, the next phase of growth must involve extra strengthening of the upstream value chain. While the production of modules and cells is gaining momentum, India remains heavily reliant on imports for wafers and polysilicon as the domestic ingots and wafers output remains inadequate, while there is virtually no polysilicon produced in the country. The development of capabilities in upstream modules is required in order to increase the resilience of the supply chain, minimise import dependence, and create a full-fledged integrated solar manufacturing ecosystem.

2. With India’s manufacturing base expanding rapidly, the conversation is increasingly shifting from capacity addition to global competitiveness. From GREW Solar’s perspective, what does this transition mean, and how is it influencing the company’s strategic priorities?

The focus of India’s industrial landscape is correctly switching from “how much we produce” towards “how well we produce.” The global competition called for moving forward from the initial capacity increment to the value addition at a high level, research and development, maturity of the supply chain, the reliability of the delivery process and being adequately flexible to satisfy ever-changing customer needs.

For us at GREW Solar, this shift is influencing every aspect of our strategy. We continue to invest in advanced manufacturing technologies, automation, rigorous quality systems and R&D because global customers expect more than competitive pricing, they expect reliable products, timely deliveries and long-term performance. As we expand our manufacturing footprint, our focus remains on building an integrated business that combines scale with technology leadership and operational excellence.

3. GREW Solar has scaled its manufacturing footprint considerably in recent years. Could you share the company’s current manufacturing roadmap, including plans related to capacity expansion, technology upgrades, and any new business segments under consideration?

Our expansion strategy is centred on building an integrated manufacturing ecosystem rather than simply adding capacity. By the end of 2026, we are targeting 11 GW of solar PV module manufacturing capacity at our Dudu facility in Rajasthan and 8 GW of solar PV cell manufacturing capacity in Narmadapuram, Madhya Pradesh. Alongside this, we are progressing with our phased backward integration roadmap covering ingots and wafers under the Government’s PLI programme, enabling us to strengthen supply security and create greater value across the manufacturing chain.

On the technology front, our focus remains on advanced N-Type TOPCon products, greater automation, AI-enabled quality inspection, and continuous investment in R&D to improve efficiency and reliability. As customer requirements evolve, we are also expanding our portfolio across utility-scale, commercial & industrial, and rooftop segments while strengthening our presence in global markets through internationally benchmarked products and manufacturing standards.

4. Advanced technologies such as N-Type TOPCon are becoming the global standard for high-efficiency modules. How do you view the evolution of solar manufacturing technologies over the next five years, and where does GREW Solar stand in this transition? Additionally, to what extent is India manufacturing the underlying production equipment versus relying on imports?

The industry is entering a phase where efficiency gains will increasingly come from advanced cell architectures, manufacturing precision, and process optimisation rather than incremental module improvements alone. N-Type TOPCon has already become the mainstream technology because it delivers higher efficiencies, better temperature performance, and improved long-term energy yield. Over the next five years, we expect further advancements in TOPCon, greater adoption of rectangular wafer formats such as G12R, increased automation, and wider use of AI-driven manufacturing and quality control.

At GREW Solar, we have aligned our manufacturing roadmap with this transition through our TOPCon product portfolio, investments in automated manufacturing lines, and one of India’s most advanced in-house testing and R&D facilities capable of conducting 25 IEC tests. This enables us to consistently deliver products that meet global quality and performance standards while supporting continuous product innovation.

While India has made significant progress in module and cell manufacturing, production equipment is still largely imported. Developing domestic capabilities for manufacturing critical equipment, alongside wafers and polysilicon, will be an important next step in strengthening India’s long-term manufacturing competitiveness.

5. India is increasingly being viewed as an alternative manufacturing destination as global markets seek to diversify supply chains beyond China. What steps are necessary for Indian manufacturers to compete effectively with established global players on cost, scale, quality, and reliability?

The opportunity for India is significant because customers across the world are actively looking to diversify their supply chains. However, becoming a preferred manufacturing destination requires much more than adding capacity.

Indian manufacturers need to continuously invest in automation, process optimisation, quality systems and workforce development. At the same time, strengthening domestic supply chains, improving logistics infrastructure, ensuring easier access to capital and maintaining stable policy support will be equally important.

Ultimately, global customers choose manufacturing partners based on consistency, reliability and performance. If India can consistently deliver on these parameters, it has the potential to become one of the world’s most trusted manufacturing hubs.

6. Capacity addition alone does not guarantee competitiveness. In your view, which factors will define manufacturing excellence in the next phase of growth: technology leadership, quality assurance, operational efficiency, scale, workforce capabilities, or a combination of these?

Manufacturing excellence is never driven by a single factor. It is the outcome of getting multiple elements right simultaneously.

Technology leadership enables continuous innovation, quality assurance builds customer confidence, operational efficiency improves competitiveness, and scale creates long-term sustainability. Equally important is investing in skilled talent that can operate increasingly sophisticated manufacturing systems.

The manufacturers that will lead the next phase of growth will be those that successfully combine advanced technology, digital manufacturing, operational discipline and a culture of continuous improvement.

7. Supply chain resilience remains a key concern, particularly for upstream components and raw materials. How can India strengthen its domestic ecosystem to reduce import dependence and build a more integrated solar manufacturing value chain?

India has already demonstrated that it can rapidly build world-class manufacturing capacity when policy and industry work together. The next priority should be extending that success across the upstream value chain.

Developing domestic manufacturing for ingots, wafers, polysilicon and critical production equipment will significantly reduce import dependence and improve supply chain resilience. Continued policy support, targeted incentives, infrastructure development and easier access to long-term capital will encourage investments across these segments.

An integrated ecosystem will not only strengthen India’s energy security but also improve the global competitiveness of Indian manufacturers.

8. As manufacturers balance localization objectives with export ambitions, where do you see the biggest cost headwinds for Indian companies today? To what extent can operational levers such as automation, digitization, and energy efficiency help bridge the competitiveness gap?

Today, some of the factors leading to the increasing cost challenges in manufacturing are the dependency on foreign raw material, logistics costs, cost of financing, and lack of a fully integrated domestic supply chain. All of these factors affect the overall manufacturing economics when compared with other advanced manufacturing ecosystems around the world.

The gap between the above-mentioned factors can be mitigated by achieving operational excellence. Automation enhances consistency in manufacturing as well as productivity, digitalisation allows performing maintenance in advance and optimising process in real time, while energy-saving manufacturing helps save costs.

9. Export markets are expected to play an increasingly important role in the sector’s next phase of growth. Which international markets hold the greatest potential for Indian solar products, and what policy or market barriers must be addressed to improve export competitiveness?

Global demand for clean energy continues to create significant opportunities across North America, Europe, the Middle East, Africa and several emerging markets in Southeast Asia. As countries diversify their supply chains, Indian manufacturers have an opportunity to establish themselves as reliable long-term partners.

To fully capitalise on this opportunity, India must continue improving trade partnerships, logistics infrastructure and export processes while ensuring products consistently meet evolving international quality and compliance standards.

The ability to deliver high-quality products reliably and at scale will ultimately determine India’s success in global markets.

10. Looking ahead to 2030, what role do you expect India to play in the global solar manufacturing landscape, and what milestones would indicate that the country has successfully transitioned from “Make in India” to “Made for the World”?

By 2030, I believe India can establish itself as one of the world’s most trusted solar manufacturing hubs, serving both domestic demand and international markets. The opportunity extends far beyond adding manufacturing capacity. It is about creating a fully integrated ecosystem that delivers technology leadership, quality, reliability, and resilient supply chains.

The transition from ‘Make in India’ to ‘Made for the World’ will be reflected when Indian manufacturers are recognised not only for competitive pricing but also for consistent quality, timely deliveries, advanced technologies, and strong global customer relationships. It will also require greater domestic capability across the upstream value chain—from ingots and wafers to cells and modules, supported by continued innovation and policy stability.

For GREW Solar, our integrated manufacturing roadmap is aligned with this vision. By investing in advanced manufacturing, backward integration, and globally benchmarked quality standards, we aim to contribute to positioning India as a long-term manufacturing partner for the global clean energy transition.