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Advait Energy Transitions: Diversifying into the renewable energy sector

Founded in 2009, Advait Energy Transitions Limited has recently branched out into the renewable energy sector and now operates across the power transmission, renewable engineering, procurement and construction (EPC) and green hydrogen segments. In a recent interaction with Renewable Watch, Shalin Sheth, Founder and Managing Director, Advait Energy Transitions Limited, shared insights into the company’s portfolio, hydrogen initiatives and the execution realities shaping India’s decarbonisation journey. Edited excerpts…

Could you give an overview of Advait Energy Transitions Limited’s current portfolio?

Advait Energy Transitions operates across power transmission infrastructure, renewable energy EPC and emerging green energy solutions. Its portfolio spans transmission products and services such as optical ground wire, aluminium-clad steel wires, emergency restoration systems, stringing tools and live-line EPC, along with solar EPC and battery energy storage projects. In recent years, the company has expanded into green hydrogen systems, covering electrolysers, hydrogen generation, refuelling stations and associated infrastructure. 

What strategic gaps in India’s clean energy ecosystem led Advait Energy Transitions to enter the green hydrogen space?

As renewable capacity scales, a key gap has been the lack of integrated solutions that connect generation, storage and grid stability with emerging clean fuels. Advait’s entry into green hydrogen and electrolysers was driven by the need for locally manufacturable, deployment-ready systems capable of operating within India’s grid constraints. Rather than treating hydrogen as a standalone technology, the move builds on Advait’s infrastructure and EPC experience, helping address execution, integration and reliability gaps across the ecosystem.

What key on-ground lessons emerged from commissioning India’s first microgrid-based green hydrogen plant?

One major learning was the importance of synchronising generation, storage and consumption within tight operational parameters. Variability in renewable supply requires careful system design and robust control mechanisms. The project also reinforced the need for modularity and phased commissioning to manage risk. Most importantly, it highlighted that hydrogen projects succeed only when electrical, mechanical and control systems are designed together rather than in silos.

Despite growing policy momentum, what are the key execution bottlenecks that are limiting the uptake of green hydrogen projects?

The main bottlenecks lie in project economics, grid integration and execution complexity. Electrolyser costs, renewable power availability and transmission access continue to vary significantly across locations. In addition, hydrogen projects require coordination among utilities, regulators and technology providers, which can slow execution. Scaling will depend on stable offtake structures and infrastructure readiness, not policy intent alone.

How realistic is India’s ambition to become a global electrolyser manufacturing hub, and what scale- or cost-related challenges remain?

India’s ambition is realistic, provided manufacturing is supported by steady domestic demand and execution-led deployment. Key challenges include achieving cost competitiveness at scale, ensuring supply chain localisation and maintaining consistent quality standards. Electrolyser manufacturing also requires alignment between renewable power availability, grid access and end-use demand. Without parallel growth across these areas, scale advantages will take longer to materialise.

What impact has the production-linked incentive (PLI) scheme had on electrolyser manufacturing so far, and what policy refinements would help accelerate deployment?

The PLI scheme has helped signal long-term policy intent and encouraged interest in domestic manufacturing. However, deployment remains gradual as manufacturers and developers align technology readiness with viable projects. Policy refinements that support offtake certainty, grid access and execution timelines would help translate manufacturing intent into deployed capacity. Incentives linked to actual project implementation could further accelerate adoption.

What is your long-term vision for Advait Energy Transitions’ role in India’s Green Hydrogen road map and broader decarbonisation goals?

Advait Energy Transitions’ long-term vision is to position itself as an infrastructure enabler rather than a standalone technology provider. The focus is on developing systems that link renewable power, grid reliability and hydrogen production in a practical and scalable manner. India’s transition to a cleaner energy future will depend on how effectively new technologies are integrated with existing systems. Renewable power, transmission infrastructure and green hydrogen cannot scale in isolation and must be planned in tandem to ensure reliability and economic viability. As the sector evolves, execution capability, manufacturing depth and grid readiness will increasingly determine which solutions move beyond pilot stages to widespread adoption.