REM CAPITAL draws a positive balance for 2025: Over 450 funded projects successfully supported

The supported projects also had a major impact from an ecological point of view: the projects implemented reduce annual CO₂ emissions by around 291,000 tonnes. Since reliable calculations were not available for all projects, the actual savings potential is likely to exceed this noticeably.

The year 2025 was marked by the change of government, delayed budget decisions and a significantly increased depth of review and documentation on the part of the funding agencies. Funding not only had to be applied for successfully, but increasingly also structured in a way that was audit-proof and stable.

"The past year was characterized by a high level of uncertainty, which meant that many companies were faced with fundamental strategic decisions," says Oliver Scheil, CEO of REM CAPITAL. "In this environment, numerous investments would hardly have been feasible without subsidies."

In 2025, the sometimes very different examination intensities of the funding agencies proved to be particularly challenging, even for comparable applications. Risks arose above all when funding applications were submitted without professional support or when experts were involved too late. The consequences ranged from unused eligible costs to rejected applications and serious mistakes such as an early start to the project.

"The experience from 2025 shows how crucial structure and timing are in the application for funding," emphasizes Jan Bewarder, CEO of REM CAPITAL. "Many mistakes cannot be corrected later and cost companies money."

Looking ahead to 2026, REM CAPITAL expects a gradual return to planning security. Extensive investment programmes, such as the Germany Fund and the High-Tech Agenda, as well as well-filled funding pots, open up a strategic window of opportunity for companies. At the same time, a fundamental reform of real estate promotion is emerging in the course of the year. For companies, this means that those who want to benefit from the existing programmes must act now – and at the same time adapt to new funding structures at an early stage.

At the same time, it can be assumed that funding agencies will further tighten their review processes and that application procedures will become even more time-consuming. In addition to compliance with formal requirements, knowledge of the common decision-making practice of the funding agencies is therefore becoming increasingly important. An early and structured funding strategy is therefore crucial in order to fully exploit the possibilities of the current funding world and to be optimally prepared for future programmes.