Indus Appstore and Eloelo believe India needs a digital goods market and control over distribution

Although India's technological agenda is increasingly defined by artificial intelligence, data centers, and digital infrastructure, a more fundamental issue lies in ensuring the country has sufficient reliable electricity and water to support growing cities and industries.

At the TechSparks 2026 conference, during a panel discussion titled 'Invisible Infrastructure: Restoring India's Energy, Water, and Clean Air Systems,' Shreya Mishra, co-founder and CEO of SolarSquare, and Vikas Brahmavar, founder and director of Boson Whitewater, discussed the importance of scaling these solutions, which require more than just technological innovation.

Shreya Mishra, co-founder and CEO of SolarSquare, noted significant changes in the residential solar energy market in India over the past five years. When SolarSquare first entered the market, adoption was limited; consumers had a weak understanding of rooftop solar panels, and initial costs deterred many households. Nevertheless, the company believed that the economics of distributed energy generation and the need for energy security would ultimately drive growth.

Mishra stated that 'distributed solar power, meaning solar panels on every roof, will become the cheapest source of energy.' According to her, it took five years for one lakh (100 thousand) homes in India to switch to residential solar energy when the company started. Today, the country adds many homes every week, and SolarSquare has already powered over 60,000 homes.

However, economic factors alone do not alleviate consumer concerns. Rooftop solar panels require significant upfront payments, and households may worry about equipment reliability, maintenance costs, and whether the system will generate the promised amount of electricity. Therefore, for companies in this sector, building trust is as important as justifying financial viability.

Mishra also views distributed solar energy as a way to reduce the costs associated with long-distance electricity transmission. Although energy can be generated relatively cheaply, transmission and distribution costs can increase the final price for consumers. Her argument is that generating power closer to the point of consumption can help bridge this gap. Currently, SolarSquare serves both individual households and about 500 housing societies.

On the other hand, water presents a different challenge. Vikas Brahmavar, who transitioned from software to working on water reuse, reported that years of effort were required to create the necessary policy environment to support this sector. He explained that 'water, unlike the sun, has a fixed sun that shines,' emphasizing that wastewater treatment must account for changing water quality. The business also needs supportive policies and a viable economy to scale.

This necessity is becoming increasingly acute as cities and industries compete for ever-diminishing freshwater resources. Groundwater extraction remains the primary source of supply, while industrial needs, such as data centers, cooling towers, semiconductor manufacturing, galvanizing, and laundries, require substantial amounts of water. Brahmavar reported that over the past four years, his company has reused about 147 billion liters of water that would otherwise have been lost.

This opportunity is particularly relevant amid the expansion of data centers and the growing demand for water-intensive infrastructure. Reusing treated wastewater for industrial purposes can help reduce the strain on freshwater sources while creating a commercially viable market for recycled water.

However, the water supply economics can be counterintuitive. Brahmavar pointed to the Cauvery supply in Bengaluru, noting that consumers are billed around 7 rupees per kiloliter, while the government spends about 95 rupees per kiloliter to transport water from a distant river to the city. He suggested that this gap illustrates the problem faced by alternative water sources: the solution must compete not only with the availability of fresh water but also with how existing water supply systems are priced and subsidized.

If residential solar energy benefits from growing awareness of consumer savings, recycled water faces an additional hurdle—public perception. Brahmavar recounted how his company spent two and a half years engaging with over 300 housing complexes about the possibility of using recycled water, including for drinking. The response showed that convincing people to accept treated wastewater can be difficult, even if the purification technology is available.

Currently, the company is focused on industrial applications, where recycled water can replace fresh water without requiring consumers to overcome the same psychological barrier associated with consumption. In his view, 'technology is the least of the problems'; the more serious obstacles are commercial viability, public perception, regulatory compliance, and on-the-ground implementation.

Meanwhile, SolarSquare is moving beyond just installing rooftop solar panels. Mishra stated that the company aims to become a full-fledged home energy brand, expanding into batteries, electric vehicle chargers, home energy monitoring, energy optimization, and smart grid integration. The company also uses software for remote monitoring of installations and identifying issues. Mishra noted that monitoring data can help detect voltage fluctuations and recurring power outages, allowing the company to identify potential problems and recommend solutions, such as battery storage, where appropriate. She said such capabilities can improve customer service and reduce the need for physical inspections.

The experiences of SolarSquare and Boson Whitewater demonstrate two different stages of climate infrastructure development. Residential solar energy benefits from growing consumer awareness and a clearer financial proposition, while wastewater reuse is still working to overcome barriers related to pricing, policy, and perception. However, the common challenge for both companies is how to transform a technically viable solution into infrastructure that people and organizations can adopt at scale.

The National Data Protection Authority (ANPD) released a guide on Wednesday (28th) aimed at clarifying the responsibilities of technology companies regarding the safeguarding of children and adolescents on the internet. This material specifies which services must adhere to the Digital Child and Adolescent Statute (ECA Digital) and what measures must be implemented to mitigate dangers in the virtual space.

The guidelines cover a wide range of services, including social networks, messaging applications, electronic games, video platforms, app stores, operating systems, and e-commerce platforms. It is important to note that the application of these rules is not limited only to products developed for minors; general public services may also be covered if there is a possibility of access by children and adolescents.

The guide aims to elucidate the application of Law No. 15.211/2025, which established the Digital ECA, providing criteria for companies to recognize their obligations. This legislation came into effect in March 2026.

According to the ANPD, the protection of this demographic group must be integrated into both the development process and the operation of digital services. This implies that companies have a duty to proactively identify and reduce risks, rather than only reacting after an incident occurs.

A fundamental concept presented in the guide is that of 'probable access.' This definition allows for the inclusion of services that were not specifically designed for children and adolescents but possess attributes capable of attracting this audience and exposing them to significant risks.

The analysis takes into account three primary aspects. For example, an application may declare itself exclusive to adults, but if it offers videos, games, rewards, or forms of interaction that attract teenagers, the company's claim will not be sufficient to exempt it from the law's application.

The agency has the prerogative to analyze the actual characteristics of the service to define the applicability of the obligations. Furthermore, the ANPD clarifies that implementing age verification methods does not automatically nullify the other responsibilities stipulated in the law.

The guide emphasizes the need for efficient age verification mechanisms. A mere declaration of the user about their age or a notice in the terms of use is not sufficient to prove that the company fully complies with its obligations.

App stores and operating systems also have specific duties. One of these duties is to provide developers with information about the age range of users, assisting them in applying appropriate protective measures.

However, these mechanisms must always respect privacy. Age verification cannot be used as justification for collecting documents or personal data that exceeds what is strictly necessary.

Another crucial requirement is the adoption of more protective privacy settings by default. For children's and adolescents' accounts, companies must prioritize measures that minimize data exposure and inherent risks associated with platform use.

The guide also addresses restrictions on using minors' personal data for behavioral advertising purposes, in addition to requiring that data collection be limited to what is essential for the service's operation.

The duty of prevention is a central point highlighted by the ANPD. Companies must identify potential threats, measure the chance of harm, and implement actions to prevent or reduce such risks. Responsibility does not cease with the installation of a security tool; providers must also monitor the effectiveness of these measures and make adjustments when necessary.

Among the required actions are presenting terms of use and privacy notices in language that is simple, clear, and understandable to the youth audience. Platforms must also provide reporting channels and resources so that guardians can report risk situations.

The intention is to change the companies' approach: instead of relying solely on reports and subsequent corrective actions, protection must be considered from the product conception phase throughout its operational cycle.

The guide establishes that responsibilities will be assessed according to the specifics of each service, its size, the volume of users, and the company's capacity to influence the content and interactions offered. This allows for a proportional application of the law, without deviating from the main objective of protecting children and adolescents.

The ANPD also highlights the importance of the active participation of the companies themselves in complying with the regulations. Providers must be able to demonstrate that the adopted measures are effective and consistent with the risks of their products.

The publication serves to guide how the authority intends to conduct the application of the Digital ECA obligations. The document was improved based on contributions obtained during a public consultation held between April and June 2026, and includes practical examples, tables, and a flowchart to assist companies in identifying legal classification.

In summary, the guidance reinforces that the safety of minors on the internet cannot depend exclusively on family surveillance or voluntary initiatives by platforms; companies must also assume responsibility for the safety of the environments they build and manage.

India has long served as a global hub for technology services; however, the country's growing engineering capabilities are opening new avenues for product creation, intellectual property (IP) formation, and taking responsibility for innovation. As multinational corporations expand their research and development (R&D) centers in India, Indian teams are moving beyond merely executing assigned tasks to solving complex problems and creating solutions for the global market.

At the TechSparks 2026 event by YourStory, company leaders shared their vision of how India's Global Competence Centers (GCCs) can move up the value chain. The discussion covered the importance of product localization, building industry expertise, and developing problem-solving skills.

Kalavati G.V. noted that medical solutions cannot simply be transferred from one market to another, emphasizing: 'What works in the US does not work in India.' She explained that while medical technologies are global, healthcare must be local because solutions must account for differences in lifestyle, disease prevalence, accessibility, and level of medical care.

Previously, companies often adapted products designed for developed markets by removing features to align them with Indian needs. However, this approach failed to meet the diverse medical needs of the country, which span private hospitals, government institutions, and district clinics. Consequently, the company began collaborating with Indian clinics, hospitals, and clients to develop solutions that meet local requirements. 'We started co-creating some ideas with Indian clients,' she said.

An example of this approach is the C-arm visualization system, which was developed, designed, and manufactured in India to meet local needs. This product is now used in 40 other markets and has an installed base of 1400 units. Furthermore, Kalavati reported that the share of Siemens Healthineers software specialists based in India has reached about 50%.

For Lufthansa Systems, India's advanced engineering ecosystem and automation achievements offer opportunities to leverage existing capabilities within the Lufthansa Group. Although Lufthansa Systems recently commenced operations in India, the broader group already employs over a thousand people in the country. The CEO of the company in India, Luigi Chelmi, stated that they do not consider themselves lagging but see an opportunity to benefit from advancements in automation and established industry partnerships.

The expanding aviation and aerospace ecosystem in Bengaluru is also attracting attention. In a sector where reliability is critical, engineers must possess deep industry expertise and focus on change validation. Chelmi noted that engineers spend more time validating changes than creating them.

At Mercedes-Benz Research and Development India, the evolution lies in shifting from task execution to taking ownership of broader engineering challenges. While the vehicle remains a global product, Manu Sale indicated that the head unit—the digital interface inside the vehicle—offers opportunities for customization. Previously, India solved problems based on given instructions, but the focus has now shifted to asking questions: 'What is the problem? What is the big problem? Give me a clear statement, and I will try to solve it.'

Sale emphasized that this shift allows Indian teams to take responsibility for entire systems and subsystems instead of depending on daily directives from global headquarters. As engineers accumulate product knowledge and systemic expertise, they can engage with headquarters at a higher level and take charge of more complex tasks. He also stressed the need for India to move beyond traditional IT services and start creating products for both domestic and export markets, aiming not just to connect layers of technology but to develop expertise to own the entire stack.

These ambitions are reflected in the broader GCC ecosystem. Kalavati cited Nasscom data showing that 39% of GCCs in India are involved in product development, including product management, while about 9% act as transformation hubs. She concluded that 'we have reached a stage where, given the growth of the ecosystem, we can own complete products.'

Creating original IP also requires companies to start with a problem they want to solve, rather than a technology they want to implement. Kalavati advised organizations to rely on product experience, physicians, client relationships, and partnerships with hospitals and startups to develop solutions that address unmet needs. Sale agreed with this view, stressing that innovation begins when teams transition from service-oriented thinking to identifying problems and developing solutions.