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Landfills once defined CEE’s approach to waste management, but today the region prizes its circular economy

February 19, 2025

8 min read

February 19, 2025

8 min read

Photo by Hugo Clément on Unsplash.

In the quest to decouple economic growth from resource consumption, the circular economy has emerged as a guiding principle across the European Union.  

Far more than a fashionable catchphrase, it offers a systemic approach to resource management that emphasises reuse, recycling, and the creation of closed-loop supply chains.  

Nowhere is this transformation more visible—or more necessary—than in Central and Eastern Europe. From recycling start-ups turning waste into new materials to multinational corporations adopting eco-friendly packaging, the region is becoming a proving ground for circular economy innovation.   

Policy drivers: The EU’s Circular Economy Action Plan 

Launched in 2020, the Circular Economy Action Plan (CEAP) under the European Green Deal is the linchpin in the EU’s strategy to transform how member states manage resources.  

It aims to halve municipal waste disposal by 2030, increase the reuse and recycling of materials, and strengthen extended producer responsibility (EPR) schemes. In pursuit of these ambitions, the EU has set targets that require member states to reduce the landfilling of municipal waste to a maximum of 10 per cent by 2035 and achieve a 65 per cent recycling rate by 2035. 

For many nations in Central and Eastern Europe, the CEAP has served as both a challenge and an opportunity.  

Historically, the region relied heavily on landfills; up until a decade ago, some Central and Eastern European countries were landfilling more than 70 per cent of their municipal waste.  

Progress, however, has been swift. National waste management strategies—often backed by EU structural and cohesion funds—have incentivised the development of modern waste treatment facilities, spurred educational campaigns to increase sorting at source, and stimulated more efficient collection systems. 

At the same time, the Single-Use Plastics Directive and packaging regulations are forcing companies to rethink product design. Governments from Lithuania to Bulgaria are imposing stricter obligations on manufacturers, prompting them to reduce plastic packaging volumes or invest in biodegradable alternatives.

Poland’s new packaging regulation, for instance, requires producers to carry more financial responsibility for managing end-of-life packaging, an approach resonating widely across the region. As these policies take hold, a virtuous cycle emerges: better regulation boosts consumer awareness, which then drives demand for sustainable products and services. 

Start-ups turning waste into cash 

Policy initiatives may light the spark, but the real engine of the circular economy in Central and Eastern Europe is the entrepreneurial community. Local start-ups are pioneering technologies and business models that transform refuse streams into valuable resources. 

One notable example is Vinted, a Lithuania-based unicorn dedicated to giving clothing a second life. By facilitating peer-to-peer sales of used garments, the company has helped reduce the environmental toll of fast fashion, while simultaneously generating profits for its users and investors.  

Vinted’s success—the firm is valued at over five billion euros—has inspired a wave of second-hand marketplaces, demonstrating that extending a product’s useful life is not merely an environmental measure but also an attractive commercial proposition. 

Across the region, other ventures are harnessing waste streams in imaginative ways. A Hungarian firm, Poliloop, has developed a biotech solution that breaks down conventional plastics into compostable biomass, drastically shortening the decomposition process.  

In Romania, Green Group is upcycling used plastic bottles into new polyethylene terephthalate (PET) flakes, ready to be used again in packaging and textiles.  

Food waste is another major frontier for the circular economy. In Czechia, MIWA (Minimum Waste) has developed a refillable packaging system that helps grocery stores reduce single-use plastics. By providing electronic dispensers, MIWA allows consumers to buy exactly the quantity they need, cutting back on both product and packaging waste. In turn, supermarkets enjoy lower operational costs and appeal to an increasingly eco-conscious clientele.  

A parallel push towards biofertilisers is evident in Slovakia, where start-ups are pioneering systems to convert organic waste—such as vegetable scraps and coffee grounds—into nutrient-rich fertilisers. These solutions not only mitigate methane emissions from landfills but also provide cost-effective alternatives to chemical fertilisers. 

Such innovative ideas are attracting international investment, particularly from impact-focused venture funds and angel investors who see the circular economy as an expanding market segment. With growing policy support, and a wealth of untapped industrial by-products, the entire region offers opportunities for breakthrough technologies that can be replicated and scaled. 

Transforming supply chains 

While start-ups often steal headlines, corporates and municipalities remain crucial actors in the circular transition.  

Manufacturers, retailers, and local governments are forging alliances to reduce waste generation and improve recycling infrastructure. This collaboration is evident in initiatives such as Closed Loop Partnerships, where multiple stakeholders share responsibility for a product’s life cycle—from raw material procurement to end-of-life treatment. 

In Hungary, the Pet2Pet programme launched by a consortium of beverage producers and packaging companies has proven particularly effective. These companies pool resources to collect and recycle PET bottles, which are then reprocessed and sold back to the original manufacturers, creating a circular loop.

By integrating recycling streams into their supply chains, corporations can both save costs and bolster their sustainability credentials—an increasingly valuable asset in an era of conscientious consumers. 

Retailers, too, are taking the lead. Several supermarket chains in Poland, for instance, such as Żabka, have piloted zero-waste sections where customers can fill reusable containers with nuts, grains, and cleaning products.  

This approach benefits the companies by attracting a socially responsible customer base, while also reducing packaging waste. In Slovakia, a growing number of large retail outlets offer in-store recycling facilities and provide vouchers for customers who return glass or plastic containers. Such deposit-return schemes have boosted recycling rates, providing a glimpse of how well-designed incentives can influence behaviour on a national scale. 

Municipalities are stepping up their game by investing in modern sorting stations and adopting pay-as-you-throw systems, which charge residents based on the amount of non-recyclable waste they generate. The Czech city of Liberec, for example, has introduced differential pricing for household waste collection, awarding discounts to residents who actively sort recyclable materials.  

The data-driven approach, which uses digital chips on bins to track volumes, has reportedly increased recycling rates by over 20 per cent in just two years. 

Opportunities for investors 

A robust circular economy does not materialise overnight; it requires financing for infrastructure, technology, and scalable solutions. Herein lies an opportunity for investors, particularly in private equity and venture capital, to target high-growth ventures in sustainable materials, waste processing technologies, and digital marketplaces for second-hand goods.  

The potential returns are not purely financial: investing in circular economy initiatives can help institutional investors meet environmental, social, and governance (ESG) criteria, which are rapidly becoming a staple for asset managers and pension funds. 

Central and Eastern Europe is ripe for such investment. The cost of setting up recycling and composting facilities, for instance, tends to be lower than in Western Europe. 

Moreover, many governments in the region offer grants, tax benefits, or subsidised loans to green ventures—a testament to how seriously policymakers view the circular economy’s potential. Combined with a rising pool of educated and tech-savvy talent, the region has all the makings of a start-up ecosystem that can rival any in Europe.  

For foreign investors, whether from Western Europe, the United States, or Asia, the region’s relatively lower valuations and abundant growth potential make it an appealing proposition. 

Scaling up closed-loop systems 

Despite promising developments, scaling circular initiatives remains a substantial challenge. Many resource-recovery processes are capital intensive and hinge on the availability of consistent waste streams.  

Small and medium-sized enterprises (SMEs), though innovative, frequently grapple with limited financing, regulatory uncertainty, and difficulties in building supply-chain partnerships. Strengthening collaboration between governments, large corporates, SMEs, and research institutions could help bridge these gaps. 

Emerging research on closed-loop systems underscores the importance of digitisation. Advanced waste-tracking software, blockchain-based traceability, and sensor-enabled collection bins can provide the real-time data needed to optimise sorting processes and reduce contamination of recyclables.  

In Poland, pilot projects utilising the Internet of Things (IoT) are already reducing municipal waste collection costs by up to 20 per cent. If expanded region-wide, such technologies could significantly improve material recovery rates. 

Another critical area is consumer education. Raising awareness about the impacts of landfilling, promoting recycling best practices, and showcasing alternative consumption models (such as subscription services or product-as-a-service schemes) are all vital to creating a culture where discarding resources is seen as a last resort. 

Educational campaigns, particularly those targeted at younger generations, are already bearing fruit: schools in Estonia and Latvia, for example, include circular economy principles in their curricula, fuelling an environmental consciousness likely to endure into adulthood. 

Looking ahead, the region must focus on closing the loop across entire value chains, from resource extraction (or reuse) to product manufacturing, distribution, consumption, and end-of-life management.  

This will require robust legislation, stable financing, and, perhaps most importantly, a shift in mindset among producers and consumers alike.

Photo by Hugo Clément 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.