Su-kam’s remarkable success can be attributed in large part to its unwavering commitment to product training. While many competitors focused on offering discounts and securing orders, Su-kam recognized the power of educating its dealer network about the intricacies of its products.

A Journey from Selling Pens to Empowering Industries

My entrepreneurial journey began in the most unlikely of places: selling pens. As a teenager, alongside my brother Kamal, I embarked on a journey that would shape my life and career. Little did I know then that those humble beginnings would lead me to become a pioneer in the inverter industry.

Our venture started as a simple means to support our family. With no prior experience in sales or business, we hit the streets, peddling pens to stationary dealers across various cities. The challenges were immense. Convincing shopkeepers, collecting payments, and dealing with the uncertainties of the market were all part of the learning curve. Kunwer Sachdev story 

A Journey from Selling Pens to Empowering Industries

In the midst of these early struggles, we stumbled upon a unique opportunity. The pens we were selling were unmarked, and we decided to brand them ourselves. The Datsun brand, inspired by the popular car company of the time, became our first foray into branding. This seemingly small step was a significant turning point.

As we continued to sell branded pens, I began to appreciate the power of a strong brand identity. It was during this time that the idea for Su-kam, a brand that would eventually become synonymous with inverters, first took shape.

Our early experiences selling pens taught me invaluable lessons about sales, distribution, and customer relationships. I learned the importance of persistence, adaptability, and understanding the needs of my customers. These skills would prove to be invaluable as I transitioned into other industries without much struggle for sales.

The Evolution of Su-Kam’s Export Operations: From Local to Global

• The First Export Order: The Evolution of Su-Kam’s Export Operations: From Local to Global “The export of inverters and UPS from India was a novel venture. Historically, India had been an importer of these products, with imported goods dominating the market. However, the country was also making strides in inverter technology as we kept improving the technology at Su-kam with constant innovation, and I was dedicated to improving the domestic industry. With a clear vision of global expansion, I seized the opportunity of an inquiry from Sri Lanka in the year 2003. Despite the challenges of a politically volatile environment and a lack of internal export expertise, I secured the first-ever export order for Indian inverters to Sri Lanka. This achievement marked a significant milestone for the industry and demonstrated the potential for Indian-made electronic products to compete on the international stage.” This was our first entry into the International Market and my first experience of exporting.

• “Overcoming the ‘Imported’ Mindset: A significant hurdle was convincing the company’s team, accustomed to the prevailing perception of India as an importer rather than an exporter, that we could successfully compete in the global market. To foster this belief, I encouraged team members to expand their horizons through international travel. This involved providing opportunities for them to visit potential markets, showcase our products, and navigate the complexities of customs procedures. Addressing the logistical challenges of transportation, which were particularly daunting at the time, was another crucial step in establishing our export capabilities.”

Fostering a Global Mindset: Su-kam’s Team Transformation”

“As a mentor and innovator within Su-kam, I recognized the need to cultivate a global mindset among my team. To counter the monotony of traditional motivational techniques, I consistently experimented with fresh approaches to keep them engaged and inspired. My direct involvement in export operations and technological advancements served as a catalyst for the team’s market success. They knew they could rely on my unwavering support, both domestically and during their international travels. While instilling the same level of passion in everyone was challenging, I was gratified by the team’s accomplishments and the lessons learned in motivating them effectively.”

• “Expanding into Bangladesh and Nepal: Su-kam’s Strategic Growth”

“With a forward-thinking approach, I developed a two-year vision for Su-kam that emphasized market expansion and risk-taking. Drawing from my experience in the cable TV industry and international exhibitions, I envisioned showcasing our products on a global stage. Following the success of our Sri Lankan exports, we turned our attention to Bangladesh and Nepal. Despite the challenges faced by our inexperienced sales representative, including visa delays and unfamiliarity with international travel, we successfully entered the Bangladesh market. Despite initial setbacks due to packaging issues, our unwavering commitment and timely service ensured the acceptance of our products. The subsequent order of 100 units marked the beginning of Su-kam’s operations in Bangladesh in 2004, followed by a similar expansion into Nepal in 2005. To support these ventures, we assembled dedicated teams from our existing sales and service personnel and allocated a budget for market entry activities, including travel, samples, and training.”

• “Conquering Africa: Su-kam’s Triumph Over Challenges”: Africa, particularly Nigeria, presented unique challenges due to its underdeveloped infrastructure. Navigating the region’s transportation networks, from buses to planes, was a novel experience for our team. Establishing trust was paramount in Nigeria, a nation with a reputation for corruption. The initial hurdle involved bribing customs officials to import product samples. However, once this barrier was overcome, we discovered a receptive market with a stark contrast between the wealthy and impoverished, and a desperate need for reliable power solutions. Despite security concerns and the dominance of generators, we believed in the potential of inverters. Starting with a modest order and investing in local training, we witnessed a rapid surge in inverter acceptance. As our business grew, we transitioned to new distributors who were more aligned with our expansion goals. The introduction of solar-powered inverters further solidified our position in the market. Nigeria’s success paved the way for Su-kam’s expansion into other African countries, where our innovative products, including the solar PCU, met with increasing demand.”

• “Su-kam’s South African Triumph: A Testament to Global Reach“
• “Su-kam’s journey of expansion culminated in a significant presence in South Africa, where we competed head-to-head with European powerhouses. During the late 2008s, a period when the South African market was largely dominated by European players rather than Chinese competitors, Su-kam’s innovative products and reliable performance gained significant traction. The country’s persistent power challenges created a favourable environment for our solutions. By this time, Su-kam had established a robust network across Africa, and our South African operations were a testament to our global reach and market penetration. I take immense pride in the fact that many of the individuals who have contributed to the success of the South African inverter, solar panel, and battery industries were trained and mentored by Su-kam.”

• “A Strategic Approach: Su-kam’s Competitive Edge”
• “To differentiate Su-kam in a market dominated by Chinese competitors, I focused on value-added services. While Chinese products offered aggressive pricing, they often lacked adequate service support. Su-kam’s strategy involved providing comprehensive support, including product installation and training for distributors. This personalized approach helped build trust and loyalty. Despite the bulkier size and higher weight of our products compared to Chinese alternatives, our focus on durability and ruggedness positioned us well for challenging environments. Technological advancements, such as the integration of microcontrollers and the transition from analog to digital technology, further enhanced our product performance. To address the logistical challenges of exporting lead-acid batteries, we partnered with Chinese vendors for Sealed Maintenance Free VRLA batteries, branded under the Su-kam name. This strategic move allowed us to maintain a competitive edge in the battery market, even as counterfeit products emerged. The legal battles that ensued in certain countries served as valuable lessons in protecting our brand and intellectual property.”

• “A Brand Battle: Su-kam’s Legal Challenges”
• “One of the most significant challenges we encountered was the unauthorized registration of the Su-kam brand by certain distributors. These individuals leveraged their position to hinder our market expansion, preventing us from appointing additional distributors in their territories and openly engaging in counterfeit activities. The legal battles that ensued were both arduous and instructive, providing valuable insights into brand protection and intellectual property rights.”

• “Navigating Challenges: Su-kam’s Entry into New Markets”
• “To expand our global footprint, Su-kam implemented a strategic approach that involved participating in exhibitions, organizing dealer meetings, and hiring local staff. As market dynamics rapidly evolved, we continuously adapted our strategies to remain competitive. The Middle East, particularly during the Iraq War, presented a significant opportunity. Despite warnings and visa restrictions, I personally visited Iraq to assess market needs. Afghanistan, too, posed its own challenges, but our unwavering determination fueled our expansion efforts. These experiences showcased Su-kam’s resilience and adaptability in navigating complex and volatile markets.”

• “Breaking Barriers: Empowering Su-kam’s Team for Export”
• “Exhibitions and dealer meetings became integral to our export strategy, providing platforms to showcase our products and connect with potential partners. The journey of building Su-kam’s export business has been a profound learning experience filled with countless stories and lessons. Reflecting on the growth and development of our team, I am immensely proud of the role we have played in establishing India as a formidable competitor to China in the global market. Despite the challenges encountered along the way, our unwavering commitment to learning and adapting has been the driving force behind our success.”

From Diesel to Green: The Battery Energy Storage Revolution

From Diesel to Green: The Battery Energy Storage Revolution, India’s burgeoning economy is accompanied by soaring demand for electricity, often met with an overreliance on diesel generators. These noisy, polluting machines contribute significantly to air pollution and exacerbate the power grid’s strain during peak hours. Breaking free from diesel, BESS provides a sustainable solution. A promising solution lies in adopting Battery Energy Storage Systems (BESS).

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A Greener Power Landscape

Diesel generators are notorious for their carbon footprint. Replacing them with BESS, which produces zero emissions, is crucial for a cleaner and healthier environment. This shift can significantly reduce greenhouse gas emissions, improve air quality, and mitigate the impacts of climate change.   

Furthermore, BESS can play a vital role in addressing peak power consumption. By storing excess electricity during off-peak hours and discharging it when demand is high, these systems can help stabilize the grid, reducing the need for additional power plants. This not only saves energy but also lowers costs for consumers.   

https://www.youtube.com/watch?v=GBdg7wLdrGM

Incentivizing the Shift

From Diesel to Green: The Battery Energy Storage Revolution

Government policies are essential to accelerate the adoption of BESS. One effective strategy is to subsidize the initial cost of BESS and diesel generators through reductions in electricity tariffs. This incentive would encourage businesses and individuals to invest in cleaner, more efficient power solutions.   

By offering financial benefits, the government can create a level playing field between diesel generators and BESS, making the latter a more attractive option. Additionally, it would stimulate the growth of the domestic battery manufacturing industry, creating jobs and boosting the economy.

From Diesel to Green: The Battery Energy Storage Revolution

The Road to Net Zero

The transition from diesel generators to BESS is a cornerstone of achieving India’s net zero emissions target. By reducing reliance on fossil fuels and improving grid efficiency, this shift contributes significantly to a sustainable future.

While the initial investment in BESS may be higher, the long-term benefits, including environmental savings, reduced electricity costs, and increased grid stability, make it a compelling choice. As battery technology advances and costs decrease, adopting BESS is expected to accelerate.

India has the potential to become a global leader in clean energy. By embracing Battery Energy Storage Systems, the country can improve air quality and mitigate climate change while creating a more resilient and efficient power grid.

Understanding IBBI Guidelines for COC without Valuation Criteria

IBBI Guidelines for Committee of Creditors: A Step Forward, But Valuation Concerns Remain Critical, Understanding IBBI Guidelines for COC without Valuation Criteria.

The Insolvency and Bankruptcy Board of India (IBBI) has recently unveiled comprehensive guidelines for the conduct of Committee of Creditors (CoC) in insolvency proceedings. This development follows a directive from the Delhi High Court in the case of Kunwer Sachdev founder Su-kam Vs IDBI Bank and others, which mandated the IBBI to establish clear rules for CoC functioning.

The new guidelines aim to enhance transparency, accountability, and efficiency in the insolvency resolution process. They encompass a wide range of aspects, including CoC composition, meeting conduct, decision-making, and information dissemination. By providing a structured framework, the IBBI seeks to strengthen the role of CoCs in maximizing recovery for creditors and ensuring fair treatment of all stakeholders.

Understanding IBBI Guidelines for COC without Valuation Criteria

While these guidelines represent a significant stride in regulating the insolvency process, a crucial oversight persists: the valuation of the insolvent company. This was a focal point of the case that prompted the court’s intervention. The absence of clear and standardized valuation methodologies can undermine the effectiveness of the insolvency resolution process, potentially leading to asset undervaluation and suboptimal outcomes for creditors.
A critical element missing from the new guidelines is the emphasis on the initial valuation conducted by valuers when the Resolution Professional (RP) takes over the company. This valuation serves as a crucial benchmark to assess the entrepreneur’s intentions – whether they managed the company with fraudulent intent or otherwise. By incorporating this initial valuation as a primary consideration for CoCs, the guidelines could mitigate undue blame placed on entrepreneurs for value erosion when they were unable to maintain the original valuation.

Understanding IBBI Guidelines for COC without Valuation Criteria

It is imperative that the IBBI prioritize the development of robust valuation standards to complement these new CoC guidelines. This, coupled with the emphasis on the initial valuation, will ensure that the insolvency framework comprehensively addresses the challenges faced by creditors and other stakeholders, ultimately contributing to a healthier business environment.

IBBI- GUIDELINES FOR COMMITTEE OF CREDITORS- 6.8.2024

[Attach the link to the new IBBI guidelines]

IBC: A Debt Trap for Entrepreneurs Explained

I ran Su-kam Power Systems Ltd for 30 years and gone through the process of liquidation of Su-kam.
A Landmark Judgment on COC Conduct
The Delhi High Court’s verdict in the case of Kunwer Sachdev vs. IDBI Bank and Ors. is indeed a significant development in the Indian insolvency landscape.
Key Points from the Judgment
* Lack of COC Guidelines: The court highlighted the absence of specific guidelines governing the conduct of the Committee of Creditors (COC) under the Insolvency and Bankruptcy Code (IBC).
* Erosion of Company Value: The judgment emphasized the potential for company value erosion during the Corporate Insolvency Resolution Process (CIRP) due to the actions or inactions of the COC.
* Need for COC Guidelines: Recognizing the importance of ensuring fair and efficient insolvency proceedings, the court directed the Insolvency and Bankruptcy Board of India (IBBI) to formulate a code of conduct for COCs.

The Insolvency and Bankruptcy Code (IBC), India’s ambitious attempt at a comprehensive insolvency framework, has, in practice, fallen short of its intended goals.

While designed to balance the interests of investors and borrowers, the code has instead become a labyrinthine process that often ends in despair for entrepreneurs.

A core issue lies in the valuation process.

The code mandates two valuations – fair value and liquidation value – at the outset of insolvency proceedings. Paradoxically, these valuations are irrelevant to the eventual outcome, as the company is either sold or liquidated. The exercise becomes an expensive and time-consuming formality, draining resources from the already stressed company.
The original intent of valuation was likely twofold: to prevent asset erosion by the Committee of Creditors (CoC) and to provide a fair exit value for the entrepreneur.

However, the code fails to operationalize either of these objectives.
The absence of a clear link between valuation and subsequent proceedings has far-reaching consequences.

Without a valuation-based benchmark, the entrepreneur bears the brunt of the entire debt, regardless of the company’s actual worth. This disproportionate burden, coupled with the aggressive tactics often employed by creditors, can lead to mental anguish and even suicide.
The valuation should be pivotal, determining the recoverable debt and halting interest accrual. This would simplify calculations and reduce the scope for arbitrary actions. Furthermore, forensic audits, fraud investigations, and defaulter declarations should be anchored to these valuations, streamlining the process and minimizing harassment.
The IBC, as it stands, is a system in crisis. It has morphed into a tool of oppression rather than a mechanism for recovery. To salvage its purpose, the code must be radically overhauled. The valuation process needs teeth, and the entrepreneur must have a fair chance at redemption.
Having personally endured the harrowing ordeal of insolvency, the author underscores the human cost of these systemic failures. Their experience serves as a stark reminder of the urgent need for reform. The IBC must evolve to prioritize the entrepreneur’s dignity and the sanctity of human life over mere financial considerations.
Only then can India genuinely claim to have a bankruptcy code that fosters entrepreneurship and economic growth.

Kunwer Sachdev
Disclaimer: The views expressed in this article are solely those of the author and do not necessarily reflect the opinions of any organisation.

The Power and Responsibility of the Committee of Creditors in IBC

IBC will be nine on May 28 — a red letter day in the history of the country’s debt recovery mechanism. IBC has been a landmark legislation. Earlier, insolvency and bankruptcy legislations were fragmented; IBC consolidated and streamlined the insolvency process and defined the rights of creditors and debtors. With a focus on resolution rather than on liquidation, the IBC intends to set the corporate debtor free from the clutches of the debt trap while not causing prejudice to the interests of all other stakeholders, including financial and operational creditors. Clarity of jurisdiction of different courts has also been achieved.

The Power and Responsibility of the Committee of Creditors in IBC

There are, however, glaring loopholes. While one would expect the law to evolve over the years, in its present contour, the role and responsibility of the Committee of Creditors (CoC) need to be thoroughly revisited. Interpreting various provisions, different judgments have put them above the law, their decision sacrosanct and beyond any judicial purview. CoC is the protagonist in IBC.  

This needs a thorough relook to help many corporate debtors tide over the crisis, to ensure entrepreneurial spirit does not die down in oblivion, investment flow remains unabated, and the private sector creates enough wealth and opportunities for the country with over 1.4 billion population to help it reap its demographic dividend. 

What is wrong and needs correction? As per the law, any decision of the CoC approved by a 66% majority of its members with varied degrees of voting share is beyond dispute. Based on a collective individual judgment, the decision is binding on the corporate debtor, creditor and all other stakeholders, including the judiciary. The problem lies right here. Without any defined code of conduct, all decisions of the CoC are not expected to be based on the principle of reasonableness and proportionality. And if not, the very purpose of the IBC loses its sheen. To facilitate the effective and responsible functioning of the CoC, an elaborate, determinative, and efficient code of conduct for its functioning assumes excellent relevance.

The Power and Responsibility of the Committee of Creditors in IBC

The IBBI is aware of the extant lacuna. In a discussion paper, the IBBI said that because the CoC is the “best judge” to make commercial decisions concerning the corporate debtor, its findings cannot be discretionary. According to it, it is one of the “grey areas” that should be filled. Even for the sake of argument, considering that the commercial wisdom of the CoC is unassailable, is the constitutional court bereft of the power to issue an appropriate writ directing for framing appropriate guidelines to fill up the voids? The answer cannot be in the negative. The need for a code of conduct assumes greater importance because once the CoC takes a decision, the aggrieved party is deprived of the legal remedies, except to a limited extent. Power should always be circumscribed with adequate accountability. 

The system has already witnessed plenty of evidence of misuse or non-use of power, judgment and accountability on the part of the CoC. I am a victim. Bankers took over Su-Kam. Two valuers estimated the running company’s fair market value to be Rs 300 crore and liquidation Rs 150 crore. The RP wanted Rs 30 crore to run the company, which the CoC never approved. Hence, the company had to be closed down. The entire CIRP cost was Rs 40 crore. In the end, banks got just Rs 10 crore—a glaring example of misjudgment on the part of the CoC.

Without a set of guidelines to ensure effective monitoring and functioning of the CoC, decisions taken by the representatives can be whimsical and wrong. For other stakeholders, some measure of recourse against the CoC should be put in place. The system is committed to the rule of law. Can the functioning of the CoC be devoid of any code of conduct? It’s a policy matter and needs to be addressed by the legislature. 

Various concerned stakeholders have repeatedly demanded an extensive code of conduct for CoC members to help them discharge their duties in a manner consistent with the letter and spirit of the Code. The IBBI Law Committee has recommended a standard code of conduct for the functioning of the CoC. 

In a recent judgment, the Delhi High Court said, “There is an urgent need for an effective code of conduct for the functioning of the CoC. Even the Adjudicatory Authority is not empowered to do so, as the interference of the Adjudicatory Authority is also limited to the manner outlined in the Code. A code of conduct shall be subservient to the Code and not in excess of it. However, the decision-making process must reflect fairness, reasonableness and objectivity, irrespective of the outcome.”

 http://lithiuminverter.in/inverter/the-rise-of-india-as-the-export-hub-for-lithium-inverters/

What should be there in the Code? It should be based on integrity, objectivity, professional competence, due care and confidentiality. Furthermore, the Code of Conduct must also reflect the fundamental features of the Wednesbury principles of fairness and proportionality to give true meaning to the legislative intent of the IBC. Moreover, it should also reflect the principles of natural justice to be followed by the CoC while taking any measure concerning any stakeholder during the subsistence of the entire CIRP. 

Practical Tips for Effective Parenting: Raising Remarkable Kids

Parents play a critical role in bringing up kids. They are their first teachers, role models, and caregivers. Parents’ nurturing and support of their children significantly impact their development and well-being.

1. Providing Security: Providing security to the kids is the most important aspect of child-raising, and that can only be done by the parents themselves, and that is the relationship between the husband and wife. The children get their first security through their relationship with their parents. This one important aspect can make or break the child’s security forever. Once the kid is born, then the first eight years of upbringing are the most crucial for the child for the rest of his life. So the first thing the child wants is security, which can be provided by the parents only by showing the child that they enjoy a good relationship, which gives the first security to the child. This does not mean parents try to act in front of the child, as this does not work in the long run.

2. Giving Physical and Emotional Love: Physical touch for children is very important in early upbringing as it forms the child’s psyche. As the child is born, the emotional and physical connection with the mother in the womb is already created. Once the child comes out of the womb, it needs physical touch very severely because the child is separated from the comfort of the womb, so the moment the child is born, it needs touch to make it feel safe. Physical contact can be reduced slowly and progressively, but physical communication for the first few years of upbringing is very important. Next are emotions in the kids, and the child starts developing his feelings according to the surroundings. So, if a child as small as three months old starts showing signs of jealousy or love, which can be observed at such an early stage, one can watch the child start dictating if given extra love and care. So, his emotional development begins in the early stages of the first three months.

3. Social Skills: The children learn their initial social skills from their parents and home surroundings. If you have a joint family, the child is learning from everyone, but they will learn from the person spending the most time with the child. So when the first child is born, it generally learns those social skills slowly, but when the second child is born, it learns from the first kid very fast, and social skills are learned faster. As the child discovers things from his surroundings, one has to behave in front of him so that he will understand by watching the people around him. So, one has to make sure of what kind of social skills one wants to teach, and accordingly, parents have to behave like that to infuse those social skills. It starts with the parents, and even nowadays, in the middle class, generally, the child is left in the creche, or the child gets a dedicated Naani or caregiver, and then the child gets the social skills from her. So spending time with the child at an early age is most important, and the child will imbibe many habits and skills by observing parents or the person who will spend the most time with the child.

4. Habits: this is another important factor the child will form if he puts those habits at an early stage. Storytelling by reading books can be started in the first six months, and the diet and hygiene you want to cultivate can also be begun in the first six months. The major challenge is to keep the child away from the mobile phone and TV, where most of the kids get addicted, but it’s because of the parents and the caregiver or any other person spending time with the child. The child should be fed when he is hungry. Otherwise, children should not be forced to eat, which creates a habit for the child to eat by force only. Nowadays, most children are fed in front of the TV and mobile phones, and they don’t eat unless the parents show them the TV or mobile phones. The control of TV and mobile phones depends on the parents, which can be controlled in the initial months of the growing up months.

5. Establishing clear expectations and boundaries: Children thrive when they know what is expected of them and have clear boundaries. Parents can set these expectations by creating rules and consequences, being consistent in their enforcement, and explaining the reasons behind the laws.

https://kunwersachdev.com/the-journey-of-transition-from-business-mogul-to-entrepreneur/

5. Fostering intellectual curiosity: Parents can spark their children’s love for learning by engaging them in stimulating activities, reading to them, and encouraging exploration and questioning.

6. Cultivating social skills: Children learn to interact with others by watching and imitating their parents. Parents can help their children develop social skills by showing the same to kids through their behaviour, as the kids will learn the most from observations rather than teaching them. Sometimes, parents are not very social, and the kids observe that at an early age, so they will imbibe those traits automatically from their parents.

http://lithiuminverter.in/battery/why-choose-lithium-battery-banks-over-lead-acid-batteries/

7. Celebrating achievements: Parents should recognize and celebrate their children’s accomplishments, both big and small. This reinforces positive behaviour and boosts their self-esteem. This automatically comes in if they see their parents celebrating events together like birthdays, anniversaries, or family occasions celebrating small achievements.

9. Showing unconditional love: Children must know their parents’ love is constant, regardless of their mistakes or shortcomings. This unconditional love provides a sense of security and helps them develop resilience. But along with this trait, the parents have to draw lines in certain conditions rather than giving this signal, which is taken for granted by the kids.

10. Seeking help when needed: Raising children can be challenging, and parents should not hesitate to seek help. This may involve consulting with professionals, support groups, or other parents facing similar challenges.

Remember, parenting is a continuous learning process. As children grow and develop, their needs evolve, and parents must adapt their approach accordingly. Parents can help their children blossom into well-rounded, confident, and compassionate individuals by consistently providing love, guidance, and support.sharemore_vert

Green Revolution in Indian Hospitality: First Hotel to Run on Lithium Battery

Breaking the Mold: A Hotel in Delhi Runs on Lithium Battery

When the pollution level in Delhi NCR is at its peak, we realize that the pollution is created by vehicles, industry, stubble burning, open waste burning construction activities, etc. One of the major pollutants is diesel generators, used in homes, industries, commercial spaces, and all areas where power is required in case of grid failure. Su-vastika in India is the first company to replace 300 KVA Diesel Generators with a high-capacity lithium Inverter of 200 KVA. It runs the Hotel in Delhi, which has 80 rooms and a large convocation centre with all the other facilities. Replacing a high-capacity diesel generator with lithium inverters in a running hotel can be complex. This Hotel is the first in the country to have a carbon-neutral and net-zero effect on power. Still, it offers several advantages regarding efficiency, environmental impact, and noise reduction. The Hotel Classic Diplomat is at the Main Road Mahipalpur, New Delhi. The cost of fuel bills will be approximately eight lakhs a year, and a lot of carbon emissions will be saved. The battery life is expected to last ten years, and the approximate savings in the running cost will be 80 to 90 lakhs in the next ten years, which is huge for Indian standards. https://www.google.com/maps/place/Hotel+Classic+Diplomat:+Best+Hotels+in+Delhi+NCR/@28.5478454,77.1231823,17z/data=!3m1!4b1!4m9!3m8!1s0x390d1c1375bcfd41:0x66318f467ed549d4!5m2!4m1!1i2!8m2!3d28.5478454!4d77.1257572!16s%2Fg%2F1hd_2f58t?entry=ttu

This is the first Hotel in Delhi NCR to convert from polluting Diesel Generators to a clean and green solution of lithium Inverters called Battery Energy Storage Systems. This building had the challenge of keeping the DG sets on the top of the building, which used to vibrate in case of power failure. Storing the Diesel was another big challenge, and maintaining the Generators as a dedicated person was required. When there was a power cut, there was complete darkness in the Hotel for almost 1 minute, and the whole operation was affected. Chances of accidents during that 1 minute of darkness were very high. Still, the Lithium Inverters work as an Uninterrupted Power Supply, and power is not flickering. All the equipment works along with the lifts in the Hotel, which is a big relief for the hotel staff and guests. All the air conditioning systems work without restart, and the cooling is maintained when switching the Lithium Inverter. The cooling used to stop and start the Air conditioning used to take more than 8 minutes times, which was another eye-sore for the guests. The NGT served the Hotel the pollution notice for stopping the generators, and they had no choice but to look for an alternative, clean, and easy-to-run arrangement. In the International arena, there are a lot of projects covered by the media, and one of them is :

Here’s a comprehensive overview of the process and its benefits:

Advantages of Replacing Diesel Gensets with Lithium Inverters

1. Reduced Environmental Impact: Diesel generators emit harmful pollutants like carbon monoxide, nitrogen oxides, and particulate matter, contributing to air pollution and negative health effects. On the contrary, lithium inverters produce zero emissions, making them an environmentally friendly alternative.
2. Improved Efficiency: Lithium inverters offer higher energy conversion efficiency than diesel generators. This means they convert a larger portion of the input energy into usable electricity, reducing energy waste and operating costs.
3. Reduced Noise Pollution: Diesel generators are notorious for their loud operation, which can disturb guests and disrupt the peaceful ambience of a hotel. Lithium inverters, on the other hand, operate silently, eliminating noise pollution and enhancing the overall guest experience.
4. No Maintenance Requirements: Diesel generators require regular maintenance, having a dedicated person to bring Diesel and take care of the generator, pouring Diesel and maintaining the records of diesel consumption, including oil changes, filter replacements, and tune-ups. Lithium inverters have minimal maintenance needs, reducing overall maintenance costs and downtime.https://suvastika.com/diesel-generator-vs-battery-energy-storage-system/
5. Cost: the running cost of a Diesel Generator is very high compared to the running cost of a Lithium Inverter as the life of the lithium battery bank is a minimum of 7 years, and the maximum could be 12 years, so the cost is recovered between 15 months to maximum three years of running. The life of the Lithium Inverter is 25 years compared to a Diesel Generator, which is a maximum of 10 years. Diesel costs are increasing yearly, and the difference between electricity power and Diesel is widening every two years.

Breaking the Mold: A Hotel in Delhi Runs on Lithium Battery

Process of Replacing Diesel Gensets with Lithium Inverters

1. Assessment and Planning: The first step involves thoroughly assessing the Hotel’s power requirements, including peak demand, average load, and backup power needs. This assessment took a lot of time, and after this assessment, we reduced the sizing from 300 KVA to 200 KVA Lithium Battery Inverter and still left the scope of future requirements.
2. System Design and Installation: Once the assessment was complete, we started looking for a space where this lithium battery bank could be placed, with enough air and open space. We installed these lithium inverters, placed the lithium batteries and inverters, and connected the Hotel’s electrical system to these lithium inverters.
3. Testing and Commissioning: After installation, the system will undergo rigorous testing to ensure proper operation and compliance with electrical safety standards. This includes testing the inverters, batteries, and the overall system performance under various load conditions.
4. We connected the IOT System of the Lithium Battery bank with the local Wi-Fi system of the Hotel to monitor the various parameters of the energy consumption of the Hotel and phase balancing of the Power System and maintain the logs of all the alerts created by the lithium Battery System.
5. Training and Support: The hotel staff was given training on the operation and maintenance of the lithium inverter system. This includes understanding the system’s controls, monitoring energy usage, and troubleshooting potential issues.

Breaking the Mold: A Hotel in Delhi Runs on Lithium Battery

Replacing diesel generators with lithium inverters is a significant investment that can bring long-term benefits in cost savings, environmental sustainability, and guest satisfaction. By carefully planning and executing the transition, hotels can modernize their power infrastructure and contribute to a cleaner and more sustainable future.