Tomorrow’s doctors
The Singapore model
parallax background

Ignoring the Green Deal

Reluctance to embrace climate objectives place the energy transition in jeopardy

May 28, 2024

7 min read

May 28, 2024

7 min read

New analysis shows that a combination of regulatory and market-based instruments, together with financial and other support schemes, has led to significant progress being made across much of Central and Eastern Europe in phasing out fossil fuels in favour of renewables. ‘Prosumers’—private households with wind and solar installations, in particular play a key role. 

A report published this week by Bankwatch, a network of grassroots, environmental and human rights groups across Central and Eastern Europe, suggests that the EU’s Green Deal, and its approach of combining a lift in climate ambition with new financial and other support instruments, has started to change the perception of the CEE region as a laggard when it comes to clean energy transition.  

Ahead of two CEE presidencies of the European Council (Hungary and Poland), the new European Commission should now build on this progress and step up its support for the energy transition in CEE countries, the report, which analyses progress made in eight CEE countries (Bulgaria, Czechia, Estonia, Hungary, Latvia, Poland, Romania, Slovakia) over the last five years, argues. 

Taking the Green Deal further 

The Green Deal is one of the greatest legacies of the current Ursula von der Leyen Commission (2019–24). A firm priority introduced at the inception of the Commission’s term with strong political leadership, it has been followed up with multiple strategies and pieces of legislation. It has given the EU a solid impetus to tackle important environmental challenges such as climate change or biodiversity loss. 

However, the Commission’s mandate comes to an end in 2024 with most climate policies adopted. While debate remains about the level of ambition that will eventually have been achieved, the time has come to implement the new standards to make sure the EU’s 2030 climate objectives can be fulfilled. 

It will be the task of the incoming Commission to ensure consistent implementation across Europe. Particular focus will need to be on those countries and regions where challenges are higher than elsewhere, due to a higher reliance on fossil fuels or a lack of political support to change. 

That is the case in many Central and Eastern European countries. The region is dependent on the EU to advance the climate agenda, with EU policies, funds and other tools instrumental in driving the transition. 

EU funds also help to drive policy change thanks to financial support for specific clean energy measures. The post-pandemic recovery fund helped to make some CEE countries commit to phasing out coal by a certain date while providing the funds needed for introducing renewables and improving energy efficiency. 

More recent events, particularly the large-scale Russian invasion of Ukraine, also had a major impact on the latest developments in the CEE region, disrupting the energy system. 

However, important challenges remain to CEE countries embarking on a lasting energy transition, not the least of which is governments continuing to plan for a high reliance on fossil gas. 

Plans for new nuclear meanwhile compete with a faster rollout of renewables and energy efficiency measures, and there are technical difficulties in integrating renewables into the grids. 

Then there are those governments that are simply reluctant to fully embrace climate objectives, putting the transition in serious jeopardy. 

To overcome these challenges, Central and Eastern Europe needs to play a central role in the next phase of the European Green Deal that will be shaped by the next European Commission. A failure to do so would come with serious risk, as the strongest political opposition against the European Green Deal often comes from this region.  

A successful contribution of the region to Europe’s energy transition is especially important given the central role it plays in other areas: first and foremost security—being on the front line of a hostile Russia—but also in terms of its contribution to the EU’s economic competitiveness through key sectors such as IT. 

Hungarian challenges 

The Commission will start its mandate and propose new priorities concurrently with two Council presidencies from the CEE area: Hungary in the second half of 2024, and Poland in the first part of 2025. These presidencies offer an occasion to put the spotlight on the region and make sure climate action is enabled to the fullest extent there. 

However, both countries present problems. While Hungary’s political ambition for the energy transition is underscored by a goal of achieving climate neutrality by 2050, enshrined in a 2020 law, its National Energy and Climate Plan (NECP) presents weak interim targets, prioritising gas and nuclear power.  

Political decisions, such as the construction of combined cycle gas turbine plants and reliance on Russian fossil gas imports, hinder a robust energy transition, suggests Bankwatch. 

Furthermore, Hungary relies on EU funds to roll out its energy transition. However, the government’s uncooperative attitude to the EU, including its rule of law conditionality mechanism, is putting these funds into jeopardy, impacting crucial energy transition initiatives. 

Other challenges in Hungary’s energy transition landscape include the dominant influence of major industrial actors shaping government policies, hindering the move towards a carbon-neutral and decentralised energy economy. Limited freedom of information and government control over media further impede meaningful public discourse on the energy and climate crisis. 

Problems in Poland

Poland has the highest share of fossil fuels in its power mix, mainly coal and lignite, out of the eight countries profiled at 72.9 per cent of its electricity mix in 2023. It has yet to set an end date for the phase out of coal. 

However, some progress has been made even under very difficult circumstances with the previous conservative populist Law and Justice (PiS) government signalling severe unwillingness to engage in any dialogue regarding the phase-out of coal before 2049. 

Nevertheless, renewables increased in their share of power generation by 74 per cent between 2019 and 2023, and there is hope that the new Polish government will set much more ambitious energy transition targets. The country’s new Secretary of State for Climate Urszula Zielińska said in January 2024 that the new government plans to set an end date for coal. 

Another report published this week, by Beyond Fossil Fuels and Polish Green Network meanwhile reveals that Polish energy communities eager to deploy more solar are being stymied by a combination of push-back from established state-owned energy companies, a lack of financial support, inadequate grid infrastructure, and a web of regulatory uncertainties.  

As a result, although Poland’s solar capacity has more than doubled in the last three years, only 30 of the EU’s 9,000 energy communities are located in Poland. 

Poland’s installed solar capacity surged to over 17 GW in 2023, making it the fourth-largest solar market in the European Union with over 1.3 million micro solar installations contributing to the energy mix. But the Energising Communities: Transforming Poland’s Power Sector with Locally-owned Renewables report finds that despite the immense public appetite for solar, communities that seek to combine their resources and launch an energy cooperative face a needlessly tough operating environment. 

“Energy communities consistently tell us they’re eager to seize the potential of solar power to reduce energy bills, create local jobs and cut air pollution. They also recognise that decentralised solar systems have been far more effective in the context of Russia’s onslaught in neighbouring Ukraine than the centralised power system,” says Michal Zablocki from Beyond Fossil Fuels. 

“But these voluntary, community-based initiatives face an uneven playing field due to the presence of large state-owned power companies, and must overcome numerous funding, grid-connection and regulatory hurdles.”

An opportunity could go begging

Twenty years after the first wave of EU enlargement to the East, there is still significant fragmentation between EU countries when it comes to decarbonising national energy systems.  

The energy transition in CEE countries has made progress; indeed, some CEE countries such as Latvia and Romania are now front runners in renewable energy deployment. 

However, barriers to a net zero energy system in all CEE countries remain—many of them political. Governments still do not consider the energy transition a priority, with long-term strategies and policy frameworks missing. 

The Hungarian and Polish European Council presidencies present the region with a chance to shine—but it remains to be seen if the governments of the two countries will make the most of the opportunity.

Photo by Andreas Gücklhorn on Unsplash.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.