India’s state-run transmission giant Power Grid Corporation of India Limited is under growing pressure as execution challenges mount against a massive renewable pipeline. The company is managing a work-in-hand pipeline of about Rs 1.48 trillion (tn), while companies across the sector target around Rs 3 trillion (tn) in capital expenditure through FY32 and a revised outlay of Rs 32,000 crore (Rs 320 billion (bn)) for FY26 alone. This rapidly expanding capex cycle is stretching organisational bandwidth. The strain is manifest in rising renewable curtailment and strained evacuation infrastructure, particularly in Rajasthan where curtailment rose from eight point five per cent to 51.5 per cent between March and August 2025. Around 4,000 megawatts (MW) of wind and solar capacity has already been affected and estimates indicate this may rise to 6,000–8,000 MW as transmission additions lag generation. These constraints are contributing to project timeline shocks and delivery bottlenecks. The report highlights concentration risks because the company controls around 84 per cent of India’s inter-regional transmission capacity and secured about 53–57 per cent of competitive project awards in FY25. InGovern has recommended capping annual allocations to any single developer at about 50 per cent to reduce systemic execution risk. Several interstate transmission projects are running six to 12 months behind schedule, with some reporting only around three per cent physical progress despite nearly 28 per cent of scheduled time having elapsed. Financial effects are evident as return on net worth declined from 18.5 per cent in FY23 to around 15.3 per cent annualised in the first nine months of FY26, while capital work-in-progress stands at around Rs 1.2 tn as of April 19, 2026 and leverage is elevated with a debt-to-equity ratio of about 1.45 times. Dividend payouts have fallen from Rs 14.75 per share in FY22 to Rs nine in FY25 and investor returns have lagged the broader market. The report urges greater transparency, disciplined project intake and a shift towards value over volume to align project awards with execution capacity.