In an interview with Renewable Watch, Mohammed Irfan, Chief Executive Officer, Alfanar Power India, shared his perspectives on the company’s global portfolio, growth strategy and expanding presence in the Indian market. He also discussed the opportunities and challenges shaping the wind energy sector, the impact of geopolitical developments, and expressed his views and strategic recommendations for strengthening India’s renewable energy ecosystem. Edited excerpts…
What is Alfanar’s global renewable energy portfolio?
Alfanar began its renewable energy journey in the Kingdom of Saudi Arabia and subsequently expanded its presence across Egypt, Spain, the UK and India. In Egypt, we have a relatively small 50 MW project developed under the feed-in tariff programme. In Spain, we have an operational portfolio of around 720 MW and are currently developing another 2 GW of projects with one of our partners, GE Capital. In the UK, we are developing one of the world’s largest sustainable aviation fuel projects, which has been approved by the UK government and has also received financial grant support. In India, we currently have around 500+ MW of operational renewable energy assets and another 50 MW under construction. Recently, we also secured a 100 MW project from Gujarat Urja Vikas Nigam Limited. Our objective is to build a renewable energy platform of around 2-3 GW in the next couple of years. However, as a family-owned business, our approach has been focused on steady, sustainable, and organic growth rather than rapid expansion. Guided by a clear long-term vision and a disciplined growth strategy, we continue to build on Alfanar’s legacy in a steady manner.. Since its inception in 1976, Alfanar has evolved from a small construction company into a diversified multinational organization with a strong global presence, consistently delivering value through engineering expertise and long-term commitment.
What is the timeline for achieving the 2-3 GW renewable energy target?
Our target is to achieve this milestone by 2030. At present, if we include our operational assets, projects under construction and recently awarded capacity, we are at around 650 MW. During the current year, we also plan to add another 200-300 MW, taking our total portfolio to around 800-900 MW. The remaining capacity will be added over the next two years.
Earlier, we had crossed the 1 GW mark of renewable assets in India, including our solar portfolio, but we subsequently sold a 600 MW solar park to one of our esteemed clients. Apart from renewable energy, we are also active in the smart metering business. We are implementing smart meter projects in Jabalpur and Bhopal, with around 1 million meters in Jabalpur and about 1.3 million in Bhopal, taking the total to approximately 2.4 million smart meters. We have also established a dedicated platform with an international fund for a larger programme targeting 10 million smart meters. The timeline for smart meter deployment remains uncertain as it depends on the government’s implementation schedule. The first phase has been relatively slow, with the focus currently on major cities such as Chennai and Bengaluru. Expanding deployments into rural areas will further enhance the programme’s reach and impact.
What is Alfanar’s wind manufacturing portfolio and expansion plans?
Alfanar’s ownership of Senvion, a leading wind turbine manufacturer, reinforces our long-term commitment to India’s renewable energy sector. Alfanar Group is committed to make the wind business competitive, reliable and profitable for its end customers.
How have the recent geopolitical developments influenced Alfanar’s strategy?
Since Alfanar is headquartered in Saudi Arabia, the geopolitical developments have not significantly affected our operations. Although the broader region experienced some tensions, Saudi Arabia itself was not impacted to the same extent. Our diversified global presence, resilient supply chain and strong manufacturing capabilities have enabled us to maintain business continuity and support sustained growth. Last year (2025) was one of our most successful years for Alfanar, with revenues of around $5.7 billion. This year, we expect revenues to further increase to approximately $6.5 billion-$6.8 billion. We stay committed to our three-year strategic growth plans for India and are foreseeing a positive business trajectory in the region.
What is your outlook for the wind power sector?
India’s wind sector has entered a new phase of growth, driven by a combination of policy support, market demand and improved project execution. A major factor has been the improvement in supply-chain infrastructure and evolution of turbine technology. The transition from a sub-3 MW wind turbine platform to over 5 MW has enabled faster deployment of projects while also supporting the Make-in-India initiative through increased domestic manufacturing and localisation. Going forward, sustaining this momentum will depend on faster land acquisition, timely transmission infrastructure, streamlined permitting and a predictable policy environment. If these enabling factors continue to improve, India is well positioned to maintain strong annual wind capacity additions and accelerate its clean energy transition.
What are the key challenges you face while developing wind power projects?
The biggest challenges are related to local issues. Unlike solar projects, where the entire project is usually developed within a single boundary, wind projects are spread across multiple locations. For example, one of our projects in Gujarat extends across nearly 17 villages. As a result, we have to coordinate with multiple local authorities, landowners and communities. During construction, transporting large turbine blades and towers through village roads and highways also creates logistical challenges. Managing these local issues is one of the biggest challenges in wind project development.
Many developers have also highlighted grid connectivity as a major constraint. What has been your experience?
Grid connectivity has become a significant constraint, particularly at the Central Transmission Utility (CTU) level. At present, the earliest availability of evacuation infrastructure is around 2030. This means that even if a project is initiated today, grid connectivity may only become available by then. For example, our 600 MW solar park in Rajasthan, which we subsequently transferred to one of our partners, was originally scheduled for commissioning in September 2026. However, due to delays in evacuation infrastructure, the commissioning timeline has now been pushed to September 2027. Such delays not only slow down project development but also increase the initial risk associated with capex deployment, affecting overall project planning and execution.
A number of projects have also been stranded with unsigned PPAs/PSAs. How are you navigating this challenge?
That is correct. Many projects are unable to move forward because evacuation infrastructure and grid connectivity are not available. In our own case, we strategically shifted our focus away from CTU-connected projects. Our initial projects were awarded by the Solar Energy Corporation of India Limited (SECI), but given the extended timelines for connectivity, we prioritised opportunities with Gujarat and other state utilities. Waiting until 2030 for grid connectivity was simply not practical. Going forward, we plan to further expand our engagement with state utilities, including those in Gujarat, Madhya Pradesh and Karnataka. At the same time, whenever CTU connectivity becomes available, we will continue to participate in central sector projects as well.
Repowering older wind projects is increasingly being discussed. Is this an opportunity that interests Alfanar?
Yes and no. Repowering appears straightforward in principle, but in practice, it faces several challenges. Older wind farms typically used 700 kW turbines, which required less than an acre of land for each turbine. Modern 5 MW turbines require around 8 acres per turbine. This means that the same land cannot simply accommodate larger turbines. In addition, micro-siting requirements also change. Since older turbines were much smaller, they could be installed closer together. Larger turbines require significantly greater spacing, making it impossible to utilise the existing layout fully. As a result, repowering often requires an almost entirely new project rather than simply replacing old turbines.
What is your outlook on the offshore wind segment?
Although there have been discussions with government agencies, particularly regarding offshore wind development in Gujarat, several challenges remain. From a technical perspective, the best offshore wind resources are currently available along the southern coastline, particularly in Tamil Nadu and Kerala. Gujarat may offer advantages from the perspective of transmission infrastructure, but wind resource quality depends on several technical factors beyond just wind speeds. Another important issue is cost. Offshore wind tariffs are expected to be around Rs 10 per unit, whereas stakeholders are looking for tariffs in the range of Rs 4-Rs 4.5 per unit. This makes offshore wind significantly more expensive than other renewable technologies.
Are Indian manufacturers currently capable of supplying offshore wind turbines?
Not currently. Offshore wind projects typically require turbines with capacities of 8 MW or more. At present, no Indian manufacturer has turbines of that size. The largest turbines currently manufactured in India are around 5 MW. If offshore projects move forward, they are likely to depend on international manufacturers such as Acciona and Vestas, or Chinese companies such as Envision and Ming Yang, which already manufacture turbines exceeding 10 MW for offshore applications. India’s wind sector has traditionally focused on turbines designed for relatively lower wind speed conditions.
What policy measures would you like to see for the wind sector?
In my view, the policy framework itself is already well-designed. The bigger challenge lies in implementation and coordination among multiple stakeholders. Today, developers have to work separately with organisations such as CTU, Central Electricity Authority, Central Electricity Regulatory Commission, regional load despatch centres and, in the case of central projects, SECI. While SECI issues the commissioning certificate, developers still need approvals from several other agencies. India lacks a true single-window clearance mechanism. In contrast, countries in West Asia, including Saudi Arabia and the UAE, offer one-stop approval systems. So, from my perspective, policy is not the issue. The policies are supportive and encouraging. The key requirement is better coordination and faster execution.
