IN Brief:
- Eviny Fast Charging and Mer will combine their public fast-charging operations across Norway, Sweden, and Denmark.
- The merged business will have more than one million registered customers and over 3,500 Mer charge points entering the transaction.
- Eviny will own 57% and Statkraft 43%, with German public-charging operations potentially added after approvals.
Eviny and Statkraft are combining Eviny Fast Charging with Mer’s public-charging business, creating a larger operator across Norway, Sweden, and Denmark.
The merged company will be named Eviny Elektrifisering and headquartered in Bergen. Eviny will hold 57% of the joint venture and Statkraft 43%, with the transaction structured through Eviny’s acquisition of Mer in exchange for shares.
With more than one million registered customers, the enlarged business is expected to become the largest public fast-charging operator in Norway and Sweden. The companies estimate that it will hold approximately 24% of the Norwegian market and 14% of the Swedish market.
Mer’s public fast-charging operations in Germany may be included after the relevant approvals, while Mer Austria and Mer Business Germany remain outside the transaction. Completion is also subject to clearance from the Norwegian Competition Authority.
Eviny Fast Charging opened its first station in Bergen in 2015 and became EBITDA-positive in 2022. Its Scandinavian operations delivered NOK75 million of positive EBITDA in 2025 and sold 76GWh of electricity to electric vehicles, supported by the Bilkraft application and its large registered user base.
Mer tripled total revenue between 2021 and 2025, recording close to NOK1 billion in 2025, with almost two-thirds generated by public fast charging. More than 3,500 charging points were owned and operated by the company at the beginning of 2026.
The combined operation is expected to double revenue while lowering operating costs. A shared platform should reduce duplication across software, customer service, monitoring, procurement, and administration, while future expansion is intended to rely increasingly on internally generated cash.
Scale changes the charging-network cost base
Public fast charging requires substantial capital before utilisation reaches mature levels, since operators must secure sites, obtain network capacity, fund substations and chargers, complete civil works, process payments, maintain equipment, and support users around the clock.
Revenue then depends on traffic, charger availability, pricing, and the amount of energy delivered at each location. A larger estate can spread software, monitoring, customer support, maintenance contracts, and procurement costs across more charging sessions.
Greater purchasing power may also improve commercial terms for chargers, transformers, switchgear, construction work, and electricity supply, although integration costs may initially offset part of those savings.
The electrical estate will remain geographically varied, ranging from smaller roadside installations to multi-megawatt charging hubs. Managing those assets under one operator requires consistent records, remote-monitoring standards, spare-parts policies, maintenance response, and performance reporting.
Availability depends on more than charger power electronics. Upstream switchgear, transformers, protection devices, communications equipment, payment terminals, cooling systems, cables, and connectors can each remove a bay from service.
A consolidated operator has greater scope to compare fault data across a large fleet and identify recurring equipment or installation problems. It can also standardise future specifications around the components and architectures that perform most reliably.
Recent development of a higher-density German fast-charging hub reflects the same shift towards larger and more power-intensive sites. Such projects place heavier demands on grid connections and require evidence that reserved capacity will be used efficiently.
Software integration becomes an engineering task
Although customers may experience the transaction as a larger network and fewer applications, integration of the underlying platforms will be considerably more complex. Chargepoint-management systems must exchange live status, tariffs, authentication, metering, payment, roaming, and maintenance data across different charger manufacturers and national markets.
The merged company must decide which existing systems remain, which are migrated, and how long parallel platforms continue operating. Changes cannot interrupt charging or compromise billing accuracy, and must be coordinated with firmware, charger protocols, cybersecurity controls, and field-service procedures.
ISO 15118, plug-and-charge authentication, smart charging, and future bidirectional functions are increasing the number of digital interfaces around charging infrastructure. Expanded ISO 15118 support within charging hardware illustrates how quickly those requirements are moving into mainstream product development.
A larger operator can accelerate adoption of common standards, although legacy equipment may limit how quickly new functions are deployed across the estate. Older chargers may require firmware changes, control-system upgrades, or replacement before they can support newer authentication and communication functions.
Grid capacity remains a separate constraint. Corporate consolidation does not shorten every connection queue or remove the need for local reinforcement, while new hubs still depend on feeder capacity, substation space, planning approval, land agreements, and distribution-network delivery schedules.
Battery storage and local generation may reduce peak imports at selected locations, but they introduce further control, maintenance, and safety requirements. Their value depends on site utilisation, electricity prices, connection limits, and the availability of space for additional equipment.
The transaction reflects a charging market moving from rapid footprint expansion towards operational consolidation. Site count remains important, but utilisation, reliability, network cost, and software efficiency increasingly determine whether operators can finance further growth.
Eviny Elektrifisering will enter the market with substantial scale. Its performance will depend on converting several national networks into a consistently managed electrical and digital platform without disrupting the customers and assets already using them.
