Warp speed ahead
A tale of two beaches
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Splitting atoms, burying coal

With US help and a mountain of state support, Warsaw wants to power past its sooty legacy

March 28, 2025

8 min read

March 28, 2025

8 min read

The largest country in Europe without a nuclear power station, Poland took a giant leap towards speeding up its exit from coal this week when President Andrzej Duda signed a bill providing 60 billion złoty (around 14.4 billion euros) in financing for the country’s first nuclear power plant, which is being developed with US firm Westinghouse.   

The numbers are eye-watering. The total cost of the project, which is due to sprout along Poland’s Baltic Sea coast, is estimated at around 200 billion złoty. If all goes to plan, the first reactors should hum into life by 2036, marking a radical change in Poland’s electricity generation—and indeed in its energy politics.  

No longer willing to remain the region’s coal champion, Poland is staking its future on splitting atoms. Not everyone is applauding just yet. Warsaw still awaits the European Commission’s seal of approval for the state aid it wants to offer the scheme.  

While a preliminary report last year found that Poland’s proposed aid was justifiable—in that the project would not proceed without public support—the Commission declared that it has “doubts” about the measure’s compatibility with EU State Aid rules, triggering an in-depth investigation.  

Brussels is no stranger to atomic misgivings. Projects from Hinkley Point in Britain to Hungary’s expansion of its Paks power station have all faced prolonged wrangling at Commission headquarters. 

Removing coal’s crown 

Poland’s growing nuclear enthusiasm is set against the backdrop of the climate crisis and an economy deeply entwined with coal.  

Successive Polish governments have been reluctant to push the country’s coal-exit date forward, lest they antagonise politically-potent mining communities. In 2020, some 70 per cent of Poland’s electricity came from coal. Yet change is in the air. By 2024, coal’s share of the electricity mix had already slipped to 57 per cent. Meanwhile, renewables—particularly solar—have soared to 28.8 per cent, a jump propelled by falling technology costs and the carrot of EU support. 

Nevertheless, an agreement that keeps coal running until 2049 remains official government policy. Current Prime Minister Donald Tusk—returning to office in December 2023—has inherited that compromise and repeatedly affirmed it is binding, drawing groans from environmental campaigners.  

Beyond Fossil Fuels, an influential pressure group, has labelled the 2049 timeline as “desperately late”, pointing to the 2030 deadline set out by the Paris Climate Agreement and highlighting that many European countries have pledged significantly earlier coal exits. 

But delaying the funeral rites of coal is no small matter for Poland’s political class. Miners remain a formidable lobby, especially in industrial regions like Silesia, where entire towns draw their identity—and wages—from the mines.  

Over the years, attempts to accelerate the coal phase-out have prompted heated protests, reams of strike threats, and even the odd occupation of government buildings.  

The government’s vow to keep the 2049 date is widely seen as a cautious, if unpopular, balancing act: an attempt to appease the EU’s climate ambitions while dodging large-scale unrest at home. 

Why nuclear matters 

So, why the pivot towards nuclear, especially for a country that has historically stood at arm’s length from the technology? The reason is partly economic and partly environmental.  

Poland’s industrial sector is vast, and powering heavy manufacturing without coal has proved tricky. Renewable capacity has grown, but wind and solar can be intermittent, requiring backup from stable baseload sources.  

Natural gas is one such source, yet the volatility of global gas prices and concerns about overreliance on external suppliers—particularly Russia—have driven Warsaw to seek something more self-sufficient.  

Poland’s dream is to replicate France’s success, where nuclear provides the bulk of the electricity mix, ensuring a relatively low-emission power system. 

Crucially, nuclear power offers a low-carbon solution that can run reliably day and night, unaffected by whether the sun shines or the wind blows. It also fits snugly into the European Union’s net-zero timetable.  

Recognising the challenges of dispatchable electricity (the ability to adjust power output on demand), the EU has gradually started placing nuclear on a green pedestal—albeit with caution and controversy. The Commission’s taxonomy of sustainable investments, published over the past few years, has included nuclear power under certain conditions, giving it a fresh veneer of environmental acceptability. 

For Poland, the pursuit of atomic energy has become more than mere compliance with Brussels’ climate directives. It is also about forging energy independence, safeguarding the economy from the swings of global commodity markets, and attracting foreign investment.  

Westinghouse’s involvement underscores the global dimension of the project, tying Polish ambitions to American know-how and, crucially, American financing. The 60-billion-złoty state support is but one financial pillar in a capital structure that will likely include multiple avenues, from private lenders to export credits. 

Hurdles 

Of course, forging a nuclear path is rarely smooth sailing. Poland faces myriad challenges, from ballooning construction costs to the complexities of site selection. Building a nuclear plant on the windswept Baltic coast might seem logical, given the ready supply of cooling water. But local environmental concerns and the expected protests from communities near the plant site could create fresh obstacles.  

Beyond that, the spectre of nuclear waste—where to store it, how to transport it—looms large. Poland will also require a new generation of nuclear engineers, safety inspectors, and policymakers with the technical nous to oversee a project of this magnitude. 

Another question is how quickly nuclear can come online to meet the urgent demands of climate policy. Poland has committed to the EU’s 2050 target of achieving net-zero emissions. The first nuclear reactors are scheduled to start operating by 2036, but new build projects almost always arrive late and over budget.  

Critics argue that Poland should ramp up renewable deployment even faster, investing heavily in onshore and offshore wind (the latter benefits from the country’s Baltic coastline) and continuing the solar blitz.  

In their view, nuclear is an expensive distraction that drains finances away from cheaper renewables. The government counters that it is not an either-or decision: nuclear provides steady baseload and renewables deliver a flexible grid. Both, it says, are critical to stamping out the last sparks of coal. 

The cost of inaction 

For those who doubt the urgency of ditching coal, a quick glance at Poland’s health statistics offers a sobering read. The country has the highest number of deaths attributable to air pollution in Europe—some 40,000 premature deaths every year. 

Shockingly, it is also the only country in Europe where pollution-related deaths actually increased from 2015 to 2020, as sluggish policies struggled to keep pace with industrial and transport emissions. Nor are the environmental stresses limited to the air. Poland suffers from recurrent and increasingly severe droughts, which cost roughly 1.4 billion US dollars per year. And flooding, exacerbated by climate change, threatens 600,000 people and assets worth seven billion US dollars annually. 

Just last September, parts of Lower Silesia in the country’s southwest were hammered by what meteorologists termed a “once in a century” downpour—except such floods are no longer quite so rare. Six months’ worth of rainfall crashed down in only a few days, resulting in nine deaths, thousands left homeless, and entire towns torn apart. Estimates put the cost of rebuilding at around 23 billion złoty.  

In a major study published last year, the World Bank concluded that if Poland fails to adapt to climate change, the nation could face GDP losses of nearly 1.2 per cent by 2050—hefty sums for an economy still hustling to catch up with richer Western European neighbours. 

On the flip side, the same report suggested that meeting the EU’s net-zero goal by 2050 could add up to four per cent cumulative GDP growth, not least from new green industries.  

Improved air quality alone, the World Bank noted, might yield health benefits worth 1.4 per cent of GDP in the same time frame. In other words, investing in green energy—and yes, that includes nuclear—might help Poland’s ledger in more ways than one. 

The road ahead 

Poland’s nuclear bet, then, is equal parts ambition and necessity. As the largest economy in central and eastern Europe, it bears the region’s standard for decarbonisation.  

The nuclear story is an opportunity to leapfrog into a cleaner energy future, sidestepping the pitfalls of overreliance on gas or patchwork renewables. If the project goes smoothly—and that’s a big if—it could transform Poland from a coal stalwart into a champion of modern, low-carbon growth. 

Yet there are caveats at every turn. The Commission’s ongoing investigation into state aid could stall the timetable. Construction overruns, cost escalations, and local opposition could all slow progress. And then there is the political dance with miners and coal communities, which will require sensitive handling if Poland is to avoid domestic strife. 

Nonetheless, the pendulum is swinging away from coal. This week’s financing bill signals that Warsaw, long wary of ditching its black gold, is finally ready to bet on nuclear.  

Whether that bet pays off may define not only Poland’s energy mix, but its economic future—and possibly its political cohesion—for decades to come. 

Photo by Dhahi Alsaeedi on Unsplash.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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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.