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Stuck in neutral

Why EV chargers are missing from large parts of CEE

December 6, 2024

6 min read

December 6, 2024

6 min read

Central and Eastern Europe plays an outsized role in powering Europe’s electric vehicle (EV) revolution.

Across the region, factories churn out EVs. Slovakia, for example, is the world’s largest per-capita car producer, with major manufacturers like Volkswagen and Kia pivoting to EV production.

Czechia produces Škoda and Hyundai EVs, while Poland is set to become a key player in battery manufacturing, home to Europe’s largest EV battery factory, opened last year by LG.

It will soon be joined by Volkswagen, which is constructing a cathode active material (CAM) production plant at Nysa in the southeast of the country. CAMs are high purity chemicals that define the output and application of different types of rechargeable lithium-ion batteries used in EVs and renewable energy storage.

Meanwhile, Serbia’s lithium deposits—a vital ingredient in EV batteries—are poised to make the country a linchpin in the green transition. In Bulgaria, a start-up is making EV charging networks scalable and more robust across the world. A Lithuanian start-up meanwhile is pioneering the short-term rental of EVs.

However, this remarkable industrial prowess sits in stark contrast to the region’s lacklustre EV charging network. The very countries helping to drive Europe’s EV supply chain remain stuck in neutral when it comes to their own infrastructure.

Indeed, CEE could be said to have stalled on the road to electrification. From Bratislava to Bucharest, the problem isn’t just sluggish EV adoption but the gaping lack of charging infrastructure—a chicken-and-egg dilemma that’s holding the region back.

The numbers don’t lie

The latest data from the European Automobile Manufacturers’ Association (ACEA) paints a stark picture.

Charging points in Europe are distributed with the kind of inequality that would make any economist wince. The Netherlands, a compact nation with a population of 17 million, boasts over 130,000 public chargers—more than a third of the EU total.

Contrast this with Poland, the largest CEE nation by population and area, which manages just 5,419 chargers. Romania, home of Dacia, which produces the popular Spring EV, fares even worse with a mere 2,754 charging points, despite being seven times larger (in area) than the Netherlands.

The per capita figures are poor too. The Netherlands offers one charger per 123 people, while Estonia (the best performing country in the region per capita) offers just one charger per 1,756 people.

These numbers aren’t just data; they’re an indictment of a serious problem. EV adoption rates correlate closely with infrastructure. Germany, with its robust charging network, saw battery electric vehicles (BEVs) take an 18 per cent share of its new car market in 2023. Poland, by contrast, lags at a paltry 2.4 per cent. Only Romania in Central and Eastern Europe tops a 10 per cent EV adoption rate.

Why Is CEE falling behind?

The first hurdle is financial. CEE countries generally have lower GDP per capita than their Western counterparts, which limits both government spending and consumer purchasing power.

Investing in public charging networks doesn’t come cheap—especially when governments are grappling with more immediate issues like healthcare and infrastructure upkeep. In Poland, for example, the average cost of installing a fast-charging station is roughly 40,000 euros, a significant outlay for local councils already stretched thin.

Meanwhile, private investors are cautious. Building charging stations in regions where EV ownership is low presents a classic first-mover risk. Why spend millions on a charger network when there’s no guarantee of demand?

CEE governments, while supportive of green transitions on paper, also often lack the concrete policies needed to spur EV growth. Subsidies for EV buyers in the region are meager compared to Western Europe. In Hungary, for instance, EV buyers can access grants of up to 7,000 euros—about half of what’s available in France. And while EU regulations mandate that all member states roll out charging points along main transport corridors, the pace of implementation in CEE remains slow.

Geography doesn’t help. Western Europe’s compact cities and dense populations make charging station placement relatively efficient.

In contrast, much of CEE is rural or semi-urban, which complicates infrastructure rollout. A single charger in the Polish countryside might service only a handful of vehicles, offering minimal return on investment.

The psychological barrier

Another factor holding back EV adoption—and by extension infrastructure—is the mindset of CEE consumers.

Cars in this part of Europe have long been seen as utilitarian, a means to an end. Many households still rely on aging internal combustion engine (ICE) vehicles, with the average car age in countries such as Bulgaria exceeding 15 years.

Moreover, concerns about what has been dubbed ‘range anxiety’ loom larger here.

A driver in Prague or Sofia isn’t just worried about whether they can find a charging point; they’re calculating whether that charger will even work.

Anecdotes abound of travelers stranded by broken or incompatible charging stations. Until reliability improves, scepticism will persist.

The accelerator of progress

That said, not all is bleak. Some CEE countries are beginning to tackle the infrastructure gap with gusto. Hungary, for example, has doubled its number of chargers in the last three years and recently announced plans to electrify all major highways by 2025.

Poland’s largest energy companies, including Orlen, have pledged to install thousands of chargers by the end of the decade.

EU funding is also playing a crucial role. Under the Alternative Fuels Infrastructure Regulation (AFIR), billions of euros are earmarked to help member states deploy charging points along Trans-European Transport Network corridors.

For CEE nations, this represents a vital lifeline, both financially and strategically.

Learning from the West

CEE can also take cues from Western Europe. In the Netherlands, public-private partnerships have been instrumental in creating one of the world’s densest charging networks.

Municipalities work with energy companies to identify optimal locations for chargers, ensuring both accessibility and profitability.

This collaborative model could be adapted to the unique needs of CEE, particularly in urban centers where demand is highest.

The transition to EVs in CEE isn’t just an environmental imperative—it’s an economic opportunity. Developing a robust charging network could attract investment, create jobs, and position the region as a hub for green mobility. But to get there, governments, businesses, and consumers must align their priorities.

CEE’s journey towards electrification won’t be as swift or seamless as its Western neighbours’, but the region has one advantage: time. By learning from the successes (and missteps) of others, CEE can leapfrog some of the early growing pains of EV adoption.

For now, though, the region’s EV ambitions remain stuck in neutral.

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.