Is Europe leading in alternative proteins?

Published on April 23, 2025

Following the release of DigitalFoodLab’s report on the state of European FoodTech (you can download the report here), we are planning a webinar on the state of FoodTech investments (in Europe and globally) on the 30th of April (11:30 CET).

For someone who has spent a decade following the AgriFoodTech innovation ecosystem, one of the most striking findings of this report is that among all the pessimistic talk, alternative protein investments are actually doing fine. They are even doing beyond that fine; they are doing great in Europe!

First, let’s define what we are talking about: here we are following two sub-categories of our large “food science” ecosystem (defined here alongside the other five categories and 30 FoodTech components):

  • Alternative proteins: companies creating new ingredients or products that should be an alternative or a substitute for animal proteins (egg, dairy, meat, etc.).
  • Functional ingredients: startups innovating with the same technologies to develop ingredients with health or functional benefits, such as sugar alternatives, cacao substitutes, etc.

In both categories, we find the same set of technologies, from short-term plant-based innovations to more futuristic ones, including molecular farming and plant-cell culture (all are defined and illustrated here).

As you can see on the graph above, investments in these technologies and startups are far from declining alongside the rest of the FoodTech ecosystem (overall, AgriFoodTech investments are down 70% from their peak of 2021), but they actually kept rising.
To put that in context, global funding for alternative proteins alone has plummeted to somewhere below $1B in 2024. Europe, which was almost absent from this ecosystem a few years ago (just looking at the left part of the graph is painful), now represents about 50% of the global funding for alternative proteins.

We could have expected this rise to be linked to a handful of very large deals, as observed in other FoodTech categories in 2024 (where we observed a decline in small, early-stage deals), but that’s quite the opposite. First, as you can see on the map above, this surge of investments is relatively evenly spread in terms of:

  • geography without a clear leading hub, but rather a good number of small hubs
  • technologies and focus: while the increase is mostly due to an increase in funding towards protein design and protein discovery, plant-based startups, precision fermentation ingredients, biomass fermentation… are also doing quite well.

Last but not least, we could have assumed that this would not be a very sustainable trend. However, as you can see on the graph above displaying the number of deals by sub-category, alternative protein deals were leading by far, with functional ingredients not far away. This number of deals, notably in small startups, shows an appetite from investors and hopefully a willingness to fund these startups further down the line as they mature.

I’m not naturally optimistic (or said otherwise; I’m French), but for once, I feel that the European ecosystem is really moving in the right direction. And this goes beyond funding: 2024 was also very positive in terms of

  • Regulatory news from the US for European startups (21st.Bio, Verley, etc.)
  • Support from the EU for alternative proteins, at least through grants.

If you’re looking for what’s next in sustainable food innovation, Europe is where momentum is building. Let’s talk if you want to understand how to leverage opportunities to become or stay a leader.

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What we did:

  • Mapping of the AgTech ecosystem: startups, research regulators, and other leading companies.
  • Discussion to select areas to focus on.
  • Analysis of the information to reveal the trends and a model to analyse eventual partners.
  • A workshop to validate the opportunities based on our recommendations.
  • Scouting of relevant partners followed by introductions.

Results:

  • Mapping the different categories of innovations in AgTech that should be considered now to create long-term benefits for the business.
  • Identification of key partners (an incubator and a couple of startups).

Use case: project for a CPG company on the healthy ageing ecosystem

What we did:

  • Education of the board through a couple of workshops to define the perimeter
  • Identification of key opportunities and threats created by long-term evolutions (technologies, business models, behavioural changes).
  • Deep dives on each of the priority categories.
  • Co-construction of a vision on how the company should address these challenges.
  • Identification of partners (startups, incubators, funds) to move forward.

Results:

  • Creating a consensus on which categories to prioritise and how to address them.
  • Implementation of an open innovation strategy through the development of partnerships.

Use case: project for a global CPG company to develop a strategy on the healthy ageing ecosystem

What we do (ongoing mission on a subscription model):

  • Kick-off where we present an overview of the AgriFoodTech ecosystem to select with the client the categories to cover and for each, the level of information required.
  • Monthly newsletter: each month we send a newsletter with the articles that we have gathered ranked by relevance, their summaries, and a layer of analysis.
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  • Workshops: twice a year with the client’s innovation team and other “innovation curious” team members, we present an overview of the evolutions, key trends and a dashboard of the topics followed by the watch.

Results:

  • A clear, regular and evolutive tool to follow what is happening in terms of innovation on key topics.
  • A forum (through the workshops) to discuss innovation trends and new opportunities.

Use case: opportunity screening for an ingredient company

What we did:

  • Kick-off to define the perimeter of the ecosystem studied.
  • Mapping of the different trends shaping the innovation ecosystem of the client.
  • Analysis of the trends on DigitalFoodLab’s trend curve and other relevant frameworks.
  • Workshop to discuss DigitalFoodLab’s recommendations on key trends to prioritise

Results:

  • Shared view of the innovation ecosystem for the client with a view of the trends to prioritize.
  • Clear document (personalised trend curve) that can be easily shared internaly to explain the company’s innovation choices and which can be then updated each year.

Use case: scouting for an agriculture coop

What we did:

  • Kick-off to define the perimeter of the client, the goals of the scouting (partnerships) and the criteria on which startups should be evaluated.
  • Set-up scouting: we selected the first batch of 20+ key startups following the criteria of the client.
  • On-going scouting: then we set up a quarterly scouting of about ten startups.
  • For each scouted startup, we created an ID card with key information such as the business and technological maturity, funding, and corporate partnerships. We also added an explanation of why we selected this startup.

Results:

  • An ongoing and evolutive scouting are matching the client's criteria and its capabilities in terms of deal flow.

Use case: working on an acquisition process for a CPG company

What we did:

  • Kick-off to define what the client is seeking, notably in terms of maturity.
  • Workshop with the client based on a mapping of the different innovation ecosystems adjacent to its activities to select some priorities and discuss inspiring examples of startup acquisition stories.
  • Identification of 20+ targets.
  • Workshop to select the most relevant to engage with.
  • DigitalFoodLab worked as a sparing partner during the acquisition process, notably to help design how the acquired startup could be integrated into the overall company’s strategy.

Results:

  • Different results from traditional M&A processes with a focus on the client’s innovation strategy.
  • Identification of a good match for an acquisition.

Use case: market due diligence on sugar alternatives

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  • Kick-off with the client to discuss its interest on this category, its expectations and existing level of information (notably on the target company).
  • Mapping of the ecosystem to analyse the different existing alternatives and technologies to compare them.
  • Interview (calls) with relevant startups made by our internal biotechnology expert.
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Results:

  • Clear view of the ecosystem and of the reasons to believe (or not) in each sub-category.
  • Enforceable recommendations based on facts and expertise.