Non-availability of charging stations is always blamed for the slow adaption of electric vehicles in India. However, the limited numbers of EVs running on the road keep charging station companies in limbo. For charging station operators, especially private ones, aggressive business investments are still a big gamble. However, according to Varun Chaturvedi, MD & CEO, Volttic, charging stations’ numbers depend on EVs’ penetration in India. “Instead of discussing the classic chicken and egg problem and comparing the Indian EV market with the western market, we need to understand the penetration of EVs and charging stations will happen simultaneously,” says Chaturvedi.

The electric vehicle charging stations market is expected to exceed more than USD 30 billion by 2024 at a CAGR of 40%. As per a rough estimation, currently, there are around 1,000 Bharat DC001 charging stations and over 1,000 Bharat AC001 charging stations are available in India.

The Indian Government also announced its intention to set up at least one e-charging kiosk at around 69,000 petrol stations across India.

Volttic is a leading charge point operator (CPO) in India running EV charging stations pan India. The company provides complete end-to-end EV charging solutions for home and commercial segments.

“Volttic focuses a business strategy which benefits for all- OEs, EV owners and us,” adds Chaturvedi.

The company is consciously setting up EV charging stations with customised solutions on demand in the country. “Rather than putting charging infrastructures where nobody comes, we are tying up with people who are ready to use our solutions,” he explains.

The company is currently focusing on fleet operators, which Chaturvedi predicts, will have faster growth in India when it comes to the EV adoption. As of now, Volttic’s dedicated charging and public charging stations ratio is 80 percent and 20 percent, respectively.

In the B2B segment, Volttic’s clients are employee transporters, while in the B2C, the company serves taxi fleets.

“We are strategically deploying our charging stations to relieve our customers from range anxiety and carry smooth transportation without breakdown,” he says.

Having a background of electrical engineering, his core expertise is in electrical equipment, chargers, batteries, and the power sector. Elaborating his decision to venture into the EV charging station business, he says, “In 2016-17, there were hardly any players in the EV charging station business, though it was gaining momentum in Europe and the US. The charging station business was relatively new in India then, and everybody had to start from scratch, which provided equal challenges and opportunities. Being an entrepreneur, you should adopt a business where you have the expertise and control over the technologies. We knew the EV charging station will mostly evolve on as a service.”

Volttic’s Co-founder, Surendar Pratap Singh, too comes from the electric background, while the other co-founder, Shweta Chaturvedi, hails from the software industry. “Having the background of hardware and software, we are completely self-dependent in the EV charging supply chain,” Chaturvedi adds.

However, challenges are larger in deploying public EV charging stations compared with dedicated ones. Explaining the challenges further, Chaturvedi says, “Generally, two to three days are needed to set up a dedicated EV charging station in a corporate premise as most of the infrastructure such as power supply, wiring and parking space is readily available. However, when it comes to a public domain, we have to spend months scouting a location, then getting power supply from DISCOM takes time as well.”

EV charging takes more time than gasoline refuelling, and EV consumers expect to have charging station points at their preferred locations, time, and price to avoid range anxiety. Chaturvedi added that public EV charging stations should be deployed in public spaces such as malls, restaurants, hotels, shopping complexes and others where they can indulge in other recreational activities while the vehicles are being charged.

The company provides technology-oriented solutions consist of Bharat DC01 & Bharat AC01, CCS2 Chargers & ChadeMo Chargers to serve the clients’ needs. Currently, it operates around 123 charging points AC/ DC mix and plans to order around 50 double guns fast chargers with 100 charging points in the next couple of months. In the next five years by 2025, Volttic aims to have around 5,000 plus machines with double guns. “So, if we talk about charging points, we will have between 10,000 plus charging points in the next five years,” adds Chaturvedi. The company is in the process of executing an order of USD1 million in the next few months.

On the policy side, he urges a push for private charging players as well. Last year the Government had given in-principle approval to firms, including NTPC, EESL and REIL, to set up 2,600 EV charging stations.

“Last time, under the FAME-II, subsidies were given to EV charging stations operated by PSUs. This time too, an Expression of Interest (EoI) has been invited for highways and expressways.” However, he advocates that the EV ecosystem should not only depend on subsidies. “We need to come out from the mindset of incentives. Once subsidies are stopped, many nights by flyers vanish from the market,” he says.

Volttic focuses on better utilisation of the EV charging machines to have economic viability in the business.

“If my dedicated charging machines are utilised for ten to twelve hours and public charging stations are utilised for around six to seven hours per day, I can achieve economic viability,” says Chaturvedi.

Volttic’s all EV charging machines are manufactured according to government standards by its strategic partners in India. Deployment and maintenance are taken care of by Volttic. “Software is the backbone of our business. Station monitoring, tariff management, booking slots, navigation, payments and app, everything is managed by in-house software team,” adds Chaturvedi. The company provides public EV charging app with all advance feature set for EV drivers. Easy navigation to nearest charging stations, booking, payment and all transaction details just in a click with Volttic mobile application. The app also provides complete details of charging station and availability for charging slots and many more advance features for EV users.

Margins in the business widely depend on the operating costs, which again vary from city to city. EV charging stations charge in both ways- per unit (kWH) or hours or minutes basic, and In India, EV charging stations in use the former way to charge tariffs. “Operating cost and subsequently, tariffs depend on many factors. Many states have adopted the EV policy so there are caps on per unit charge, while states that have not adopted the EV policy charge commercial rates per unit. Besides, location rents and machine cost also determine the tariffs. But yes, the tariff has to be lower than per km costs of fossil fuel-driven vehicles. Commercial viability can be achieved if machine utilisation rates are good,” explains Chaturvedi.

Talking on the feasibility of procuring energy from solar, he says, “Again to install a dedicated solar system, you need CAPEX. Even if it is fitted and the machines’ utilisation remains low, where will we dump electricity or inject in the grid at ever lower net metering? However, our ultimate goal is to get energy from renewable resources in future, when we have good hours of machine utilisation to consume dedicated renewable power energy. Also, within city getting rooftop location to develop a 50-70 KW solar plant will be another challenge, so we are more aligned toward our nationwide renewable integration up to 175 GW by 2022 and subsequent more to the coming year.”

As most EV charging station business is being driven by commercial fleet operators, availing value-added services do not bring more business rather bring more liability, thinks Chaturvedi. “Value-added services are good for personal/ individual vehicle owners, whereas commercial fleet operators think of the total cost of operations,” tells Chaturvedi.

Chaturvedi quotes battery swapping is currently not viable for electric 4W and buses as it needs heavy infrastructure.

Moreover, it is not viable unless battery packs and technologies are uniformed in the electric car and buses by all OEMs, which looks very difficult in coming time as well.

“Since Volttic is using only Government approved EV Chargers standard and that are adopted by all OEM of four-wheeler cars and buses, so most of the client are fleet of electric car and buses. For two and three-wheelers, swapping is a more convenient option as most of them currently available in the market do not have the facility to charge fast with DC chargers. So swapping is the way to get a quick top-up by replacing charged batteries,” adds he.

It requires robust infrastructure such as bulk charging system, a software system to get details on batteries. The business is only successful when fleets run over 200 km per day, and there is a good number of volume of 2W & 3W,” says Chaturvedi. However, the company is also exploring options of getting into battery swapping business with two and three-wheeler fleet companies. (MT)

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IVECO BUS Academy is incorporating virtual reality (VR) into its training curriculum to support the maintenance and operation of electric vehicles across Europe. The initiative follows a year in which the academy trained 6,100 people across 800 sessions in 2025. This integration aims to address the technical skills required for high-voltage vehicle systems while ensuring safety and operational efficiency.

The use of VR technology allows trainees to perform maintenance procedures in a simulated environment, eliminating physical risks associated with incorrect handling of electrical components. The immersive system enables repetitive practice of technical operations and reproduces complex scenarios that are difficult to simulate in conventional training environments. By utilising these tools, the academy seeks to improve knowledge retention and the long-term proficiency of technical teams.

The academy provides training tailored to the requirements of transport operators, updating its content to reflect changes in energy sources, vehicle technology and industry regulations. These programmes are delivered both at the academy's facilities and on-site at customer premises. The deployment of VR is intended to reduce downtime for vehicle fleets by improving the diagnostic capabilities of service personnel.

Teresa Magno, IVECO BUS Academy, said, “At IVECO BUS Academy, we know that delivering sustainable mobility extends far beyond the product itself. A vehicle is only truly efficient when it is supported by the right services. Fleet availability also relies on the expertise of skilled teams. As technologies evolve, so do the competencies required for diagnostics. With these new educational tools, IVECO BUS Academy confirms its ambition to provide comprehensive solutions, where training becomes a real driver of performance, safety and customer satisfaction.”

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IndiGo Ventures has completed a INR 100 million strategic equity investment in Sarla Aviation, marking a formal entry into the Indian electric vertical take-off and landing (eVTOL) sector.

The funding was part of a recent round led by Accel and Nikhil Kamath. The partnership is intended to establish an infrastructure for air taxi operations across India, specifically targeting transport corridors between zero and 300 kilometres.

Sarla Aviation is a startup focusing on the development of hybrid-electric aircraft platforms. The firm operates a private eVTOL demonstrator and employs an engineering team with previous experience at international firms including Lilium, Joby and Volocopter.

By utilising electric flight technology, the company aims to provide transport services for airport transfers, inter-city commutes and emergency medical runs at lower costs than traditional helicopter services.

The collaboration pairs Sarla's hardware development with the operational infrastructure of IndiGo, India's largest airline. At present, IndiGo operates over 2,000 daily flights across 85 airports and maintains a national network of maintenance, repair and overhaul (MRO) facilities. This investment aligns with global trends where major carriers, such as United Airlines and Delta Air Lines, have backed eVTOL manufacturers to secure future urban air mobility solutions.

Beyond passenger transport, the investment is expected to influence the domestic aerospace supply chain, including the production of composites, avionics and battery systems. Potential routes identified for future operations include Bengaluru Airport to Electronic City and Gurugram to Noida, which could see transit times reduced from over 90 minutes to approximately 15 minutes.

Adrian Schmidt, Co-Founder & CEO, Sarla Aviation, said, “IndiGo’s investment marks a turning point — not just for Sarla, but for the future of how India moves. For decades, Indians have accepted that distance means delay, that geography is a constraint you live with. We believe that era is ending. Having IndiGo — the airline that made flying accessible to hundreds of millions of Indians — stand behind this vision gives it a weight and credibility that we could not have built alone. India has always dreamed big. Now we have the partners to match the dream.”

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German technology company Robert Bosch has announced its 2030 strategy, prioritising technological leadership in automation, electrification and artificial intelligence (AI) to navigate a challenging global economic environment.

Despite geopolitical tensions, the group reported 2025 sales revenue of EUR 91 billion, a slight increase from the previous year. For 2026, the company expects sales growth of 2–5 percent and an improved EBIT margin from operations between 4–6 percent.

The 2025 financial results were impacted by structural and personnel adjustments, resulting in provisions of EUR 2.7 billion. These measures reduced the EBIT margin from operations to 2 percent, down from 3.5 percent in 2024. However, the group maintained a high level of investment, dedicating EUR 12 billion to research, development and capital expenditure. Bosch remains a prolific patent applicant, registering approximately 6,300 patents in 2025.

A primary focus for the company is the advancement of sensor technology and automotive software. The global market for sensors is projected to exceed USD 440 billion by 2031, and Bosch is positioning its BMI5 sensor platform for applications in robotics and automated driving.

In the mobility sector, the firm secured orders worth EUR 10 billion in 2025 for driver assistance solutions and central vehicle computers. The group also expects to deliver more than 7 million components for electric vehicles this year.

The company is diversifying its reach through regional partnerships, including a joint venture with Tata AutoComp Systems in India to manufacture electric motors and axles. In the consumer goods sector, artificial intelligence is being integrated into products such as home appliances and professional power tools to drive sales.

To support future investments and improve capital market access, Bosch will begin publishing interim consolidated financial statements. The group's equity ratio remains high at 41.6 percent, with a positive free cash flow of EUR 300 million recorded in 2025. Total headcount saw a slight reduction of 1 percent during the year, ending with 412,774 associates worldwide.

Stefan Hartung, Chairman of the Board of Management of Robert Bosch, said, “Bosch can deliver the future – even under unfavourable conditions. 2026 will be a year of progress. As a global technology leader, we are committed to shaping the trends of automation, digitalization, electrification, and artificial intelligence, as this also paves the way for profitable growth in our business. An important prerequisite for this are the cost-cutting effects of the structural measures we have already initiated and innovations in all business areas.”

Markus Forschner, Member of the Board of Management and Chief Financial Officer, Robert Bosch, said, “Competitiveness is the foundation for profitable growth – it secures our investments for the future. This strengthens our resilience in the face of upcoming challenges and at the same time boosts our investment capacity for the future.”

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Toyoda Gosei Co., Ltd. recently received independent verification from third-party certification body SGS Japan Inc. confirming that it has reached capability Level 2 under the Automotive SPICE international standards, which evaluate the quality of automotive software development. This achievement reflects a major step forward in the company’s software engineering practices.

As next-generation software-defined vehicles become more common, where performance increasingly depends on digital systems, developing software that enhances product value has grown essential. Toyoda Gosei has responded by integrating electronic components with its traditional rubber and plastic products. The company has therefore established structured processes and strengthened its software development systems, which serve as the foundation for creating advanced products.

Specifically, within an interior lighting project, the company has achieved capability Level 2 in Automotive SPICE international assessment standards, confirmed by a third-party organisation that the company’s software development processes demonstrate systematic execution and proper management, achieving a uniform level of maturity. Moving forward, Toyoda Gosei aims to continue producing higher value products that contribute to more comfortable mobility spaces.

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