30.12.2025
The electricity market for business is changing rapidly: a daily surplus of solar generation, price volatility on the Day-Ahead Market (DAM), rising network tariffs, and new metering requirements are forcing consumers to rethink their usual approaches to energy consumption. In these conditions, the decisive factor is no longer just the price of the resource, but the ability of enterprises to manage their demand and implement flexible energy solutions.
EnergoBusiness spoke with Oksana Gentish, the Director of Volynelectrozbut (part of the Tolk Group), about whether low daytime prices are a long-term trend, how the economics of self-generation are changing, why businesses need energy storage systems, and the evolving role of the electricity supplier.
— Traditionally, for years, the industry tried to shift energy-intensive processes to the night to save money. However, we are now observing a situation where, due to the surplus of solar generation, the lowest prices on the DAM (Day-Ahead Market) are often fixed during the day. Can this be considered a sustainable long-term trend? Do you advise clients to review shift schedules and switch to daytime operations now?
— The shift of the lowest electricity prices to daytime hours due to the active development of solar generation can be considered a sustainable market trend. This is due to the growing share of renewable sources in the production balance and the active installation of solar power plants (SPPs) by businesses and households against the backdrop of cheaper equipment.
At the same time, energy storage capabilities in Ukraine are currently limited: storage systems remain expensive, so not all surplus daytime generation can be accumulated. This creates a surplus of electricity during sunny hours and puts downward pressure on prices.
However, due to military actions and regular shelling of energy infrastructure, market trends cannot be considered stable. Today, we cannot confidently rely on the rule: “cheaper during the day in summer, more expensive in winter.” Therefore, constant market monitoring and flexibility in planning are key.
We are in constant dialogue with clients, helping them navigate price dynamics and make informed decisions.
— Obviously, not every enterprise can stop the assembly line in the evening and start it at lunch. In your experience, which industries adapt fastest to these price “swings,” and for whom is such optimization inaccessible due to technological limitations?
— Business flexibility directly depends on the specifics and continuity of its technological processes. Some enterprises can quickly change consumption schedules, while others are technologically limited due to risks of equipment damage, product loss, or significant financial consequences.
The service sector, budget institutions, and organizations with fixed work schedules have practically no opportunity to radically change their energy consumption regime. At the same time, even such consumers should analyze internal processes and look for equipment operations that can be shifted to hours of cheaper electricity.
It is worth emphasizing that changing schedules is just one element of a broader solution. Energy consumption management covers monitoring, analysis, planning, and optimization of energy use, taking into account price signals and technical capabilities. Businesses that develop energy management as a systemic function, rather than a one-time anti-crisis measure, adapt best.
— Savings due to daytime sun work in spring and summer. But what should the strategy be for business in winter? Will enterprises have to change staff schedules twice a year—”for the sun” in summer and “for the night” in winter?
— Today, business is forced primarily to adapt its work to power supply restrictions, which, unfortunately, have become more frequent. The number one issue is the availability of the resource in the network and the ability to work in principle.
If we talk about seasonal savings, enterprises should consider installing energy storage systems and using additional generation sources. You cannot do without effective energy management here. The goal is not to “chase the sun,” but to reduce dependence on the grid and ensure operational stability regardless of the season.
— Previously, businesses often installed SPPs to earn money by selling surplus to the grid. Considering that the market price of electricity drops significantly during peak generation hours, does this model remain viable? Or is the only correct path now to build generation exclusively to cover own consumption?
— Previously, businesses focused on the “green” tariff. Today, under conditions of solar generation surplus, DAM prices often decrease significantly during the day, and selling electricity to the grid precisely during hours of high insolation becomes less profitable.
The most viable model is a combined one, which includes three components:
The optimal path is the construction of SPPs to cover 70–80% of own consumption. Final decisions should be based on careful calculations and the load profile of the specific enterprise.
— Besides the price of the resource itself, what role do savings on Transmission and Distribution System Operator tariffs play for prosumers?
— Savings from using self-generated electricity are significant. Business saves not only on the cost of electricity but also on transmission and distribution tariffs, which are constantly growing. On average, this is 2.6–3 UAH (without VAT) per 1 kWh, which can amount to up to 25–30% of the total cost of electricity. Selling surpluses allows for additional financial benefits.
— How critical is the presence of hourly metering (ASCOE / Automated Commercial Energy Metering System) for a commercial consumer today?
— ASCOE ensures hourly metering of consumed electricity, which allows the client to pay for the resource at actual prices during specific hours of the day. In the absence of such metering, the supplier purchases electricity according to an averaged regional schedule, and the price for the consumer is formed accordingly.
For businesses with a permitted capacity of over 150 kW or consumption of over 50,000 kWh per month, the installation of ASCOE is mandatory. In addition, regulatory changes are being discussed that provide for the application of penalty coefficients for such clients without hourly metering. Even if a consumer does not fall under these requirements, they can install ASCOE voluntarily—and this is often economically feasible.
— The market is becoming more complex, and simply “selling kilowatts” is no longer enough. How is the role of the supplier changing?
— Today, the electricity market is no longer about a simple “buy-sell” model. The supplier must forecast client consumption, predict price dynamics in the market, and purchase the resource on the most favorable terms. In fact, it is about demand management.
We are increasingly taking on the functions of an external energy manager: conducting meetings, workshops, analyzing client cases, and helping them manage energy consumption. It is not about reducing volumes, but about more efficient use of the resource.
For us, an important indicator is not only our own margin but also the amount of funds we helped the client save.
— Looking at market volatility, can it be argued that in the coming years, the margin of Ukrainian business will depend not so much on the cost of raw materials as on the ability to maneuver energy consumption? What should entrepreneurs prepare for in 2026?
— Business energy independence increasingly depends on the ability to manage energy consumption. In 2026, hybrid generation and energy storage systems will become not a competitive advantage, but a basic condition for operation. This is economically justified given the high network tariffs.
The focus should shift to self-generation and the implementation of solutions that allow maneuvering consumption depending on loads in the network. This will make it possible to restrain the growth of production costs and ensure the resilience of business and the economy as a whole.
Oksana GENTISH — Director of Volynelectrozbut LLC.
