Europe’s decarbonisation journey is often told through the lens of renewable generation, smart grids and electric passenger cars. Yet one of the biggest and least transformed sectors is only now shifting gears: heavy-duty road freight. Trucks are the backbone of European logistics and the arteries of modern trade. They are also among the hardest segments to decarbonise. But this is changing fast, and with it emerges what could become Europe’s next trillion-dollar market opportunity.

Heavy-duty vehicles (HDVs) account for more than a quarter of all road transport emissions in the EU and over 6% of total greenhouse gas emissions. Despite this, only around 1.2%  of newly registered HDVs in 2024 were fully electric across the EU-27. The gap between ambition and adoption is striking, and it signals one of the most untapped opportunities of the decade.

Across Europe, roughly 6 million trucks of 3.5 tonnes and over are on the road today, representing more than two terawatt-hours of potential mobile battery capacity. To put that in perspective: the Iberian power outage in 2025 was triggered by the sudden loss of just 2.2 gigawatts, about a thousandth of that capacity, causing cascading voltage failures that brought down the entire Spanish and Portuguese grid within seconds. Even partial electrification of this fleet has the power to reshape the energy and transport system, unlocking operational flexibility and supporting decarbonisation without requiring unrealistic grid-scale interventions.

Building the backbone: Depot-centric charging

For electric trucks to scale, charging infrastructure will not necessarily need megawatt corridors across Europe. Instead, the transition is likely to be dominated by private depot charging, where fleets can recharge with 200–400 kW chargers, technology that is already proven, cost-effective, and easy to integrate with existing grid connections. Larger megawatt charging points will exist, but their utilisation may be limited due to high costs and slower deployment timelines.

This depot-centric model allows companies to co-locate solar PV and battery storage, creating self-sufficient charging hubs that minimise electricity costs and maximise asset utilisation. Over time, depots can gradually open up to third-party fleets, improving utilisation and creating new business models for shared energy infrastructure. It is ultimately the software layer, optimising routes, energy flows, and TCO (total cost of ownership), that will accelerate eTruck adoption, not faster or larger chargers alone.

Europe’s logistics ecosystem offers a structural advantage here. Most trucking companies own their vehicles and employ drivers directly, enabling coordinated fleet transitions and centralised charging management (ACEA). By contrast, fragmented ownership models in other markets make rapid electrification more difficult. Europe’s vertical integration provides a unique platform for scaling depot-based charging efficiently and economically.

Trucks as flexible assets

A single 40-tonne electric truck carries a battery of several hundred kilowatt-hours. While vehicle-to-grid integration may eventually provide additional revenue streams, real-world adoption is limited as trucks are most valuable on the road rather than idle. The immediate economic driver for fleet operators is the total cost of ownership: comparing electric trucks with diesel, factoring in fuel savings, maintenance, toll exemptions, and regulatory incentives. Recent policy extensions, such as the continuation of eTruck toll reductions in Germany, further strengthen the business case.

Electrifying freight is also accelerating battery and software innovation. Advances in high-density battery chemistry, thermal management, depot energy management, and fleet optimisation software are enabling smoother transitions and improving operational efficiency. According to Mordor Intelligence, the European electric truck market is expected to grow at a compound annual rate of over 30% through 2030. Each truck on the road represents not just a cleaner vehicle but a node in a flexible, digital, and monetisable logistics network.

A European structural advantage

Europe’s traditional industrial strength in commercial vehicles, its cohesive regulatory environment and its early leadership in grid digitisation create a favourable foundation for transformation. The European model, with vertically integrated fleet ownership and public policy alignment, allows the design of holistic systems where trucks, depots, chargers and the grid are treated as parts of a single ecosystem.

The US, by contrast, will likely require an entirely different approach based on decentralised service providers, franchise models and financial incentives to align fragmented players. In this race, Europe has the advantage of coordination.

What this means for founders and investors

Success in heavy freight electrification requires a systems mindset. Trucks, batteries and charging infrastructure are interconnected components of a broader energy and logistics ecosystem. Founders who align data, energy flows and fleet operations will create scalable businesses that evolve alongside grid intelligence and renewable integration.

The real opportunity lies in digital platforms rather than just hardware. Predictive maintenance, energy-as-a-service and grid-responsive charging enable recurring revenue and create defensibility in a sector traditionally dominated by physical assets. Partnerships are critical: lasting collaborations with fleet operators, utilities and grid stakeholders across markets will determine who scales and who stays in demonstration mode.

For investors, this transition is as much an energy and industrial opportunity as it is a transport shift. Depot electrification, integrated PV and battery systems, and software-enabled operations represent infrastructure with asset-backed returns. Policy acts as a catalyst, providing visibility and demand signals for the next decade.

If Europe continues to align policy, infrastructure investment and private capital, it can become the global leader in heavy-duty electrification. Truck manufacturers, charging providers, battery startups and utilities all stand to gain from a new industrial renaissance built on clean mobility and intelligent energy integration. 

The electrification of heavy road freight is not merely about replacing diesel engines with batteries. It is about turning Europe’s logistics network into a flexible, digital and climate-aligned infrastructure backbone. The next trillion-dollar opportunity will roll quietly across the continent, on 18 wheels, carrying not only goods but the blueprint for a cleaner and smarter industrial economy.

The post Charging ahead: Why the next European electric wave will run on 18 wheels appeared first on EU-Startups.

GameByte, an AI-powered game creation platform, has raised $1 million at a $10 million valuation from Webrazzi GSYF, the venture arm of Tech.eu’s parent company, Webrazzi. The investment adds GameByte to the fund’s portfolio and was completed with legal support from Arıkan Law Firm, representing Webrazzi GSYF. The fund was established in partnership with İş Portföy and has previously invested in Parny and Next Big App.

Founded in January 2025 by Can Erdoğan (Co-Founder & CEO), Oğuz Sandıkçı, and Fırat Gürsu, GameByte enables mobile game studios to transform text-based ideas into playable games and advertisements within minutes. By removing the need for manual coding, the platform accelerates prototyping, testing, and performance evaluation.

The platform generates complete playable experiences, including in-game objects, animations, visual assets, interactions, and overall game flow, rather than limiting output to basic prototypes.

This approach enables developers to achieve substantial time and cost efficiencies compared with traditional development methods.

Commenting on the investment, Can Erdoğan said:

This is just the beginning. We’re scaling GameByte as a platform that makes game creation as easy as writing a prompt—and accessible to everyone. We’ll use this investment to expand our system and open GameByte up to anyone around the world who wants to make games.

Over the long term, the company plans to enable the creation of release-ready games using text prompts while expanding support for additional genres and platforms. The platform also continuously improves output quality by analysing performance data and refining its production models.

GameByte additionally plans to support live-operations management in the future, including the scalable production of post-release content such as events, new levels, quests, and seasonal updates through the same technology infrastructure.

European fintech showed resilience in 2025, recording increased investment levels compared to 2024, powered by the rise of technologies like stablecoins, embedded finance and AI. 2025 also witnessed plenty of fintech M&A activity, while excitement is growing around potential fintech IPOs in the years ahead.

Here, fintech executives predict some of the themes we will likely see in 2026.

Andrew Crocombe, head of embedded banking, ClearBank, said embedded finance will represent a big opportunity for businesses in 2026.

He said: "Historically, firms looking to deliver embedded services have faced a compromise – work with a BaaS (Banking-as-a-Service) provider offering agility or an incumbent bank with proven governance and control frameworks but lacking the real-time APIs they need.

"Next year we expect next-generation, API-based banks to become the standard for embedded account and payments services, allowing corporates to create seamless experiences that deepen engagement, increase customer loyalty and drive new revenue streams.

"By building on top of a regulated bank’s proven infrastructure, businesses can deliver competitive and compliant services and features without incurring the substantial cost of obtaining a banking licence.

"It also means brands don’t need to compromise the quality of their services and maintain a customer experience consistent with their brand."

Chris Mason, CEO, Orbital, says interoperability will define the success of stablecoins in 2026.

He says: “The big problem facing stablecoins is interoperability. That is, most coins and chains can’t talk to each other. 

"Many of the current launches are effectively closed-loop tokens, useful as internal ledgers but not interoperable to create a wider network that gives the scale and reach for mass adoption. 

“Visa and Mastercard made global interoperability work, where others failed, by standardising roles and rules, then building shared networks that let thousands of banks, processors, and merchants transact as if they were on one unified system.”

Mason has called on industry collaboration for stablecoins to succeed. He added: “History speaks for itself: real scale for stablecoins will only come from the network effect we see in existing payment systems. If this is to be achieved, it will require industry collaboration at a time when different power players are jostling for market position.

"Whether competition can be set aside for collaboration will define the success of stablecoins in 2026.”

Amid the rise of businesses looking to leverage AI, Andy Mason, chief operating officer, NatWest Boxed, says it will be people who give businesses the AI advantage in financial services.

He said: "In 2026, people will be the true AI advantage in financial services, not models or tools. The industry has a greater challenge: how to successfully develop people, providing them with the skills to successfully use AI, and in doing so, reduce apprehension. The gap is now as much a cultural issue as a technological one.

"The institutions making the strongest progress are those investing in AI-ready workforce initiatives. Formal AI literacy programmes, structured tool training, and clear guidance on responsible use are giving employees confidence and reducing resistance.

"Crucially, these programmes show people how AI can augment their roles by reducing friction rather than replacing them."

On dealing with staff apprehension about AI, Mason said businesses should embrace transparency and open communication.

Hristo Borisov, co-founder and CEO, Payhawk, said that amid the rise in AI, “autonomous finance” will occur only in certain areas.

Borisov said: “Autonomous finance implies systems making decisions and executing end-to-end. That will happen in pockets, under strict constraints, and mostly in lower-stakes domains. What will actually scale is controlled delegation. Software will do more work, but inside explicit authority limits.

"If a system can touch the ledger or payment rails, you need human-in-the-loop supervision that can explain what happened, intervene fast, and shut it down when conditions change.”

Further tapping into the AI trend, Mark Andreev, chief operating officer, Exactly.com, said 2026 will see the continued rise of agentic commerce.

He said: "We anticipate that AI will likely play a vital role in helping users research and compare, and we may even see test runs of autonomous transactions, ushering in a new era where AI is a key driver of the shopping experience.” He also urged retail businesses to keep pace with consumer expectations.

He said: "Retail leadership is also undergoing a transformation: digital businesses must keep pace with AI-driven consumer expectations, while bricks-and-mortar stores need to figure out ways to integrate AI to enhance in-store experiences."

He added: “Shoppers are now demanding more than just a fast checkout and convenience – they expect transparency, security and a frictionless experience across channels that doesn’t involve a trade-off between safety and convenience."

The Artists Collective has officially launched as the UK’s first artist-led investment collective, following a period in which it quietly backed 20 early-stage technology companies.

The platform brings together established cultural figures, including Maya Jama, Daniel Kaluuya, Jack Whitehall, Roman Kemp, and Tom Grennan, alongside experienced venture investors to support early-stage businesses. Its model combines capital investment with access to professional networks to provide practical support for founders.

The collective was established by brothers Fergus and Ruari Bell, founders of The Players Fund, to enable longer-term collaboration between artists and founders and to improve founders’ access to the creative and entertainment sectors. The focus is on sustained engagement rather than short-term promotional activity.

Ruari Bell, Managing Partner at The Artists Collective, commented:

Artists want a trusted home to invest together, learn together and support founders where it actually counts. We aim to do the work quietly and let the results speak for themselves. We're bringing The Players Fund's approach to artists - pairing capital with targeted support that drives tangible results. TAC sits inside The Players Fund's ecosystem and invest alongside our athlete network.

Investments are made through the personal portfolios of participating artists, with fund management provided by The Players Fund team.

The collective typically invests between £50,000 and £300,000 in Seed and Series A companies across various sectors, including AI, B2B software, cybersecurity, fintech, healthtech, and media, with a primary focus on the UK and Europe. It has co-invested alongside firms such as Andreessen Horowitz, Accel, SV Angel, and Seedcamp.

Participating artists support portfolio companies by facilitating introductions and commercial opportunities, helping to accelerate growth.

The launch consolidates multiple artist investor groups into a single platform designed to support founders and promote greater artist participation in venture investing across the UK and Europe.

European food retail remains one of the most dynamic and strategic sectors within the continental economy, with grocery sales in Europe growing by around 2.4% in 2024 and food sales volumes staying broadly stable following the post-pandemic recovery. At the same time, the sector is being reshaped by digitalisation, sustainability requirements, and changing consumer expectations around health and transparency, increasing the need for retailers to adopt innovation that is both market-ready and scalable.

To address this challenge, EIT Food developed Straight2Market (S2M), an acceleration and innovation programme designed to fast-track the validation, commercialisation, and market entry of innovative food solutions. By directly connecting startups and entrepreneurs with major European retailers, the programme enables real-world consumer testing, pilot projects, and Proof of Concept collaborations that help promising ideas move closer to the shelf.

How Straight2Market works

Once startups enter Straight2Market, the focus shifts quickly from concept to validation. The programme is structured around real consumer testing and retailer-led pilots, allowing startups to assess demand, usability, and operational fit under real market conditions rather than simulated environments.

For startups and entrepreneurs, it allows them to:

• Testing products with real consumers to gather structured, actionable feedback.
• Refining formulation, packaging, pricing, and positioning based on market insights.
• Financial support of up to €30,000 to develop or validate a product or MVP.
• Opportunity to run Proof of Concept projects with leading European retailers.
• Practical exposure to operational retail environments before market launch.

For retailers, it provides: 

• Cost-effective access to early-stage innovation aligned with sustainability, technology, and supply chain priorities.
• Funding of up to €15,000 per collaboration to support pilot projects.
• Reduced risk when testing new solutions in real retail settings.
• Direct collaboration with startups and entrepreneurs.
• Engagement with EIT Food–associated students, combining innovation with talent development.

“Leading the Straight2Market programme throughout 2024 and 2025 has been a highly rewarding experience. Working closely with both retailers and startups has shown how open innovation can accelerate the adoption of market-ready solutions and strengthen the European agrifood ecosystem. In 2025 alone, the programme supported 15 startups and collaborated with four major retailers, Eroski, Migros, Ametller Origen and Sonae, enabling real-world validation, consumer testing, and scalable commercial pilots that bring innovation closer to the shelf,” said Izaskun Valle, Business Innovation Project Manager at EIT Food.

Success stories from the programme

The impact of Straight2Market is best illustrated through the startups that have used the programme to test, refine, and strengthen their solutions in real retail environments. Across different markets and retail formats, these collaborations show how early-stage innovation can be translated into commercially relevant outcomes.

Validating sustainability and local value with Eroski

Through its collaboration with Eroski, several startups were able to validate sustainability-driven business models under real retail conditions. Triwuu tested its digital platform connecting consumers with local producers through curated boxes of fresh, low-impact food products, reinforcing the value of traceability and short supply chains. Remolonas piloted its subscription model for selling seasonal fruits and vegetables that would otherwise go unsold, demonstrating how retail partnerships can contribute to food waste reduction.

At the same time, Iztueta introduced its traditionally produced dairy products into a retail testing environment, gaining insight into consumer acceptance and operational requirements. Agricultural cooperative Barrenetxe validated demand for sustainably grown Basque vegetables certified with the Eusko Label, confirming the relevance of local and seasonal produce in modern retail.

Circular economy innovation with Sonae

Sonae collaborated with Tetis Biotech to explore circular economy applications in food retail. By piloting functional ingredients derived from aquaculture by-products, including marine collagen and protein-rich snacks containing omega-3, the startup was able to test both product performance and sustainability messaging in a real retail context.

Responding to health and well-being trends with Migros Up

Migros Up partnered with startups addressing changing consumer preferences around health and wellbeing. Yummate tested its vegan, gluten-free, protein-rich snacks with health-conscious consumers, using feedback to refine its product positioning. Artisan Candy assessed market response to its premium confectionery made with natural ingredients and traditional processes, while Hubixos, developed by PatiLabs, piloted functional beverages enriched with vitamins and adaptogens to better understand consumer demand within the wellness segment.

Functional foods and circularity with Ametller Origen

Ametller Origen worked with Genky Innovations to pilot functional foods made from wine industry by-products. The collaboration allowed Genky Innovations to validate consumer interest in antioxidant-rich products aimed at supporting healthy ageing, while demonstrating how circular production models can be integrated into established retail channels.

Looking ahead

As European food retail continues to evolve, initiatives like Straight2Market play an increasingly important role in turning innovation into market-ready solutions. By connecting startups directly with retailers and real consumers, the programme helps reduce the gap between early-stage development and commercial reality, while supporting a more resilient and sustainable food system.

Startups, entrepreneurs, and retail partners interested in learning more about Straight2Market and future programme editions are invited to leave their details to request further information and explore how to take part.

The post How Europe’s food retailers are turning startup innovation into real-world impact (Sponsored) appeared first on EU-Startups.

After a particularly spirited online conversation about whether tech media should still be covering funding rounds, I found myself reflecting on what we actually do — day in, day out — at Tech.eu.

When I do workshops about talking to the media, I often talk about the story behind the news. Beyond funding, there’s a broader story of the people building tech, backing innovation, and questioning what comes next.

As 2025 draws to a close, here’s a look back at some of the features you may have missed this year — the ones that go beyond the headline numbers and into the substance of Europe’s tech moment.  

• Can algorithms rule better than humans? Sensay Island resurrects Churchill, Gandhi, and Tesla to find out  What happens when philosophers, scientists, and leaders of the past are resurrected as AI agents and placed in charge of a tropical micronation?
• AI agents “lost” when patients ask medical questions, says healthtech boss Ali Parsa and Vladimir Lupenko discuss AI in healthtech.
  
• What will it take for nuclear to meet AI's surging energy demands? We asked European startups what they need to see to expedite development on SMRs and nuclear plants.
• HOLYWATER’s $70M ARR romance media empire is built with AI, offering a glimpse into the future of storytelling The Ukrainian startup reimagines romance fiction as a hugely successful franchise, but not all authors are swooning.
  
• UK at risk of becoming AI “users, not makers”, says Hoberman, as Nvidia and Microsoft pledge billions Google and Microsoft are amongst several US tech giants to pledge AI investments into the UK.
• The Twingo E-Tech is more than a car — it’s Renault’s blueprint for competing with China After the original was discontinued in 2024, the compact EV returns with faster development, lower costs, and a globalised R&D approach aimed at restoring Europe’s small-car market.
• Kinisi bets on simplicity over spectacle in the robotics race According to Kinisi Robotics founder Bren Pierce, staged demos and backflips don’t impress industrial buyers who need 24/7 reliability.
• The Seoul Statement paves the way for European AI standards The future of AI standards in Europe will be a framework agreed upon thousands of miles away in South Korea.
• How games are mobilising millions for climate action A United Nations project with Planet Play is combating climate change by engaging the world's games community to come together to fight climate change.
  
  

The main thing AI has done for business is fundamentally change competition. When AI is in skilled hands, it has effectively reduced the cost of feedback, which is essential for building better products, to almost zero.

The rise of AI closely resembles the famous “Pottery Experiment”, an anecdote illustrating the power of quantity over perfection, popularised in James Clear’s book Atomic Habits. A ceramics professor reportedly divided students into two groups. The first group was graded solely on the quality of a single, perfect pot produced over the semester. The second group was graded purely on the quantity, measured by weight, of pots they completed. Surprisingly, the students who focused on quantity produced the highest-quality work because they learned through rapid iteration and mistakes, while the “quality” group wasted time theorising.

Before AI, companies highly valued resources and well-structured processes to deliver a product. These elements kept the business afloat, enabled growth, supported new product launches, and helped attract customers.

Now, the game has fundamentally pivoted. AI is not just a feature. It delivers hyper-fast market feedback, which has become the ultimate moat. That demands organisational flexibility, non-obvious thinking, and fidelity to genuine product-market fit.

Processes and resources as a burden

Processes and resources that were once essential for growth are increasingly becoming a burden. Corporations necessarily involve bureaucracy, with processes designed to preserve resources and therefore growth. These processes require multiple layers of approval, with larger decisions involving more people. This no longer makes sense. The resources required to fund product development are no longer a competitive advantage, because intelligently applied AI can deliver comparable results at a fraction of the cost in money and human hours. Crucially, these decisions can now be made swiftly by a single founder.

Can you meaningfully compare an AI-developed product with one built by a large professional department and tested by another? There may be nuances and differences, but the person paying for the product is unlikely to notice a substantial gap in how well it satisfies their needs. In many cases, the quality of products built with AI tools may even be higher. The key point for competition is this: AI neutralises the advantage of resources and shifts attention to the second advantage, flexibility versus process rigidity.

When a large corporation identifies a market opportunity and decides to launch a new product, it faces a bureaucratic journey that can last months. Processes are designed to manage resources carefully, and quick results are unrealistic when the human hours of development, testing, and multiple departments are at stake.

To meet market demand, corporations often have to fight their own rules. Their processes do not allow them to act in ways that are not formally documented.

A startup reacts very differently. Using AI, it can launch a product and test a market hypothesis as quickly as possible. It is not constrained by formalities or rigid processes. The focus is on learning fast whether people need the product, and if they do, what needs to change to make it better. This is where a small startup concentrates its resources: achieving product-market fit. In extreme cases, highly successful projects consist of just one person who is exceptionally skilled at managing AI.

A third drawback of extensive resources is that they consume resources. Departments require salaries, which are reflected in the final product price. A startup using AI can significantly reduce costs, offer lower prices to customers, attract more users, and continuously improve the product based on feedback.

The pottery effect for startups

If an AI-enabled startup and a corporation identify the same market opportunity at the same time, the outcome after a year is revealing. The corporation may have tested two hypotheses using a hundred engineers, while the startup may have tested a hundred hypotheses with just two engineers. The result is that the startup’s product aligns far more closely with market demand, and in some cases even creates demand that did not previously exist. This advantage comes from exponentially greater feedback volume and the flexibility to respond to it.

The natural limits of this model are capital-intensive industries such as space, defence, and medicine, where the cost of experimentation is too high to allow fast and cheap customer feedback. The same applies to B2G sales and other capital-intensive sectors.

How corporations should adapt

For large corporations to compete with fast-moving, AI-backed rivals, they must emulate their approach, not the other way around. First, they must recognise that slow, traditional bureaucratic structures are a major obstacle. The corporate model must evolve to prioritise speed and experimentation.

A critical step is establishing autonomous AI squads operating within governed sandboxes, meaning controlled environments with simplified compliance requirements. These teams must be fully disconnected from standard bureaucratic decision-making processes. This enables rapid iteration and deployment of AI prototypes without long approval cycles.

New key performance indicators should measure learning velocity and the speed of technology implementation, signalling a clear shift away from legacy metrics tied to slow, long-cycle projects. Corporations should also create a comprehensive catalogue of internal data to ensure easy access for model training.

The nature of AI-powered rivalry

The new rivalry model will not immediately collapse traditional businesses or halt their growth. The larger the organisation, the slower the decline. That is precisely the problem. Corporations fail to adapt because they do not perceive an immediate threat, as annual reports still show positive growth. Growth slows gradually, first by fractions of a per cent, then by whole percentages. Meanwhile, new businesses may grow by thousands of per cent per year, eventually challenging incumbents that are entirely unprepared to respond.

This dynamic is well illustrated by the relationship between Intel and Nvidia, even though AI experimentation was not a factor at the time. “If you don’t have a microprocessor, what else do you have to sell?” Intel CEO Paul Otellini said in 2009, dismissing Nvidia’s claim that the industry was shifting towards graphics chips. Nvidia’s success was fuelled by Intel’s dominance, which allowed its rival to grow quietly and ultimately overtake it a decade later.

With the added force of AI, such shifts in dominance will happen much faster.

The post The pottery magic: How AI is reframing the competition in business appeared first on EU-Startups.

Oulu-based CleanTech company Filtrabit has secured a €2 million funding commitment from Ajanta Innovations 2 Ky for its coming financing round. 

The Finnish startup plans to use the capital to expand the deployment of its modular dust extraction technology into new markets outside Finland, primarily, but not exclusively, in the Nordics, Central Europe, and India.

Dr Kim Fagerlund, CEO of Filtrabit, said, “The increasing demand for better dust control is driven not only by environmental regulations but also by operational and economic benefits achieved by implementing the most modern raw material collection and recycling methods available.

“Our technology has now been proven in practice in several applications in Finland and is ready to be implemented in operations globally.

“We are grateful for the trust of our shareholders and are ready to take the next steps on our expansion and growth path. This commitment plays a key role in our next round and enables us to efficiently execute our strategy road map as planned more than a year ago.”

Established in 2011, Filtrabit manufactures industrial-scale dust extraction systems with a focus on solving the dust control problems of industry and improving air quality inside and outside industrial plants.

According to the company, its solution extracts microparticles from industrial dust-laden gas streams, which helps reduce air pollutants from industrial sources and accelerate emissions reductions through the reuse of recovered raw materials.

Filtrabit offers dust separation units on an operating lease model. It also helps its clients design the necessary hooding and ducting, with the support of its partners. 

According to the company’s website, the modular units are serially manufactured and portable, enabling capacity to be tailored and retrofitted without requiring building permits. The company states that installation can be completed in a single day when the necessary ducting is in place. The device can also be equipped with numerous sensors as per the customer’s specific data needs. Its customers include steel mills, foundries, quarries, as well as mining and ore processing operations. 

In May this year, Filtrabit raised €2 million in financing for continued growth. In June, Business Finland awarded it a €600k grant to support product development. In 2024, the company secured €4 million in lease financing facilities from the Finnish Climate Fund and a €5 million loan from Norion Bank.

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