Unleashing Balkan potential
Foul play
parallax background

Waste deep in opportunity

Modern waste-to-energy initiatives can create real economic value

April 4, 2025

5 min read

April 4, 2025

5 min read

Photo by Sigmund on Unsplash.

Across Central and Eastern Europe, more than half of all municipal waste still ends up buried in landfills—far above the EU average of 22 per cent. In Poland alone, five million tonnes of rubbish (around 40 per cent of all waste produced) are dumped underground each year, releasing harmful greenhouse gases and draining public budgets.

Bulgaria meanwhile has a landfill rate exceeding 70 per cent, and Romania’s rate is over 50 per cent.

The scale of the waste management problem across Central and Eastern Europe is huge. Growing urban populations, rising living standards, and rapidly expanding consumer economies have conspired to increase waste generation dramatically.

It’s a dirty, costly habit, increasingly at odds with tightening European Union regulations. And with landfill costs soaring, and public patience wearing thin, policymakers and investors urgently need alternatives.

Fortunately, amid the waste crisis lies an opportunity: turning mountains of trash into renewable energy, profits, and a cleaner future.

Turning trash into treasure

Enter waste-to-energy (WTE), an elegant solution increasingly favoured across the continent. It addresses two key issues simultaneously: the reduction of waste sent to landfills and the generation of renewable energy.

Poland, despite its poor headline numbers and portrayal as a laggard in environmental innovation, has surprisingly taken strides in WTE development. In Poznań, a modern waste-to-energy facility has become a beacon of green infrastructure.

Opened in 2016, the plant incinerates approximately 210,000 tonnes of waste annually, generating electricity for around 100,000 households. Its dual function—waste reduction and energy production—has become a model across the region. Crucially, Poznań’s success has sparked similar initiatives nationwide, with major cities including Warsaw and Gdańsk now racing to follow suit.

Similarly, in Czechia, the city of Brno exemplifies forward-thinking waste management. Its incineration facility not only disposes of over 230,000 tonnes of waste each year but also generates heating and electricity for nearly 40,000 homes. The clever part? The plant is integrated with the city’s heating grid, showcasing how waste solutions can harmonise neatly with urban infrastructure.

It’s smart, profitable, and environmentally friendly—a triumvirate sure to appeal to any C-suite boardroom.

Hungary, too, has made substantial strides. In Budapest, the Rákospalota waste incineration plant has been operational for decades but recently underwent significant technological upgrades. Now handling more than 420,000 tonnes of waste annually, it produces energy equivalent to the consumption of 60,000 households.

Hungary’s success demonstrates the power of incremental innovation: investing consistently in upgrading older facilities can yield dramatic environmental and economic dividends.

Beyond burning: Biogas and recycling innovation

Incineration is not the only star in the WTE galaxy. Biogas technology—capturing methane released from decomposing waste—has emerged as an attractive alternative.

Poland’s Biogazownie Małopolskie project harnesses the power of agricultural waste, transforming manure and organic residues into biogas that fuels electricity generation. Similar projects in Hungary have harnessed food waste from Budapest’s restaurants and supermarkets, generating renewable biogas and significantly reducing emissions.

Meanwhile, advanced recycling techniques, such as chemical recycling, are opening new frontiers. In Czechia, researchers at Brno University of Technology have piloted innovative chemical recycling methods capable of transforming plastics—traditionally the nemesis of environmentalists—into valuable industrial fuels and chemicals.

Such technologies promise to reduce landfill reliance dramatically and could significantly reshape Central and Eastern Europe’s waste management landscape if scaled effectively.

The economic and environmental dividend

For executives scanning balance sheets, the economic logic of waste-to-energy investment is clear: reduced landfill costs, reliable renewable energy revenue, and tangible carbon credits. For policymakers, the appeal is equally straightforward.

These plants represent substantial job creators, from construction and plant operation to high-skilled technical roles in maintenance and management. Estimates suggest that robust WTE programmes could generate thousands of sustainable jobs across Central and Eastern Europe, particularly in regions desperate for economic revitalisation.

Moreover, WTE reduces methane emissions—around 25 times more potent as a greenhouse gas than carbon dioxide—making these projects environmentally critical in combating climate change.

Investors and municipalities are beginning to realise that sustainability can indeed mean profitability.

Bridging the gap

However, despite successes, the region’s overall progress remains patchy. Regulatory uncertainty, inconsistent public support, and bureaucratic inertia frequently stymie promising initiatives. Investment remains cautious, constrained by fluctuating policy environments and unclear incentives.

Hungary’s recent regulatory shuffle around energy tariffs is a cautionary tale: rapid policy reversals can leave investors wary and slow crucial environmental progress.

Public perception also presents a formidable challenge. Waste-to-energy projects often trigger public opposition, borne of fears about emissions and local environmental impacts. Effective communication, transparency, and meaningful community involvement are essential to overcome skepticism.

Poznań’s proactive public engagement, including open tours of the facility and clear demonstrations of environmental safeguards, could serve as a blueprint for others grappling with local resistance.

Policy recommendations: Making the leap

To truly capitalise on waste-to-energy’s promise, Central and Eastern European governments and municipalities must act decisively.

First, clear, consistent regulatory frameworks and targeted incentives for private sector participation are essential. Transparent, long-term commitments from governments can reassure wary investors and attract significant international capital.

Secondly, policymakers must actively engage the public. Educational campaigns highlighting the benefits and addressing common misconceptions can transform sceptics into supporters. Public-private partnerships, where municipalities share risk and reward with investors, have also proven highly effective across Europe and deserve serious consideration.

Finally, embracing technological innovation should become central to the regional strategy. Substantial EU funds are available for sustainable infrastructure projects, including waste-to-energy. Strategic deployment of these funds—especially in research, development, and scaling of promising recycling and biogas technologies—could fast-track Central and Eastern Europe’s environmental transition.

Waste not, want not

Central and Eastern Europe’s waste crisis can no longer be ignored or buried. Forward-thinking municipalities from Krakow to Budapest have already proven that modern waste-to-energy initiatives not only solve environmental headaches but also create economic value.

But achieving widespread success demands vision, consistency, and strategic clarity. For executives and policymakers alike, the time for half-measures has passed.

The opportunity—and urgency—is clear. When it comes to waste, time is literally money.

Photo by Sigmund on Unsplash.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

Share

Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.