18.03.2026
LLC “TEPLA Energy Company” is a prominent player in the natural gas and electricity supply market for businesses. With over 10 years of experience, it has provided energy resources to hundreds of enterprises across Ukraine and has gradually transformed into a provider of integrated energy solutions. Today, the company focuses not only on supply but also on developing areas of energy efficiency, self-generation, and energy storage systems.
Volodymyr Lysenko, Commercial Director of the company, spoke to the Energy Club media department about how business requests are changing, why price is no longer the sole criterion for choosing a supplier, how the company adapts to market volatility, and the role energy partners play in ensuring the stability of enterprises.
— Mr. Volodymyr, tell us about “TEPLA.” How would you briefly define the company’s mission and its place in the energy market today?
— “TEPLA” is a company about practical benefits for business. We don’t just supply natural gas or electricity. We help the client understand how to provide their business with energy in a predictable, clear, and sustainable way.
To put it briefly, our mission is to give business not just a resource, but confidence. Confidence that the energy will be there, that the supply model is adequate, that risks can be calculated, and costs can be controlled.
In the Ukrainian market, we see ourselves as an energy partner for business—a company that combines commercial flexibility, market understanding, and a readiness to speak with the client not in templates, but on the merits.
— What are the main requests clients come to “TEPLA” with today: price, guaranteed supply, cost predictability, energy independence?
— Clients less and less often come with only one request regarding price. Previously, everyone really did just ask: “What is your price?” Whoever was cheaper, that’s who the client bought from. Now, business thinks more broadly, thinking more about the perspective.
For some, cost predictability remains in first place because it is important for companies to plan the cost of production and not live in a mode of constant surprises. For others, the key is reliability of supply and clear pricing. For others still, the issue of ensuring energy resilience for the future has already become acute: how to operate if the market is unstable, if there are risks of resource shortages, and what the backup supply options are.
More and more often, the client wants more than just to “buy gas or electricity.” They want to understand which model is right for them overall, how best to purchase energy resources, whether it makes sense to consider self-generation, how to align plans with the financial capabilities of the business, and how to secure financing for such projects.
— How has “TEPLA’s” approach to working with clients changed in recent years?
— The biggest transformation is that we have stopped looking at the client’s request narrowly. Today, it is no longer enough to simply offer a price. Business needs a partner who understands its operational reality.
In recent years, Ukrainian companies have begun to treat sustainability issues much more carefully. And this has changed us too. We started talking more with clients about risks, backup solutions, procurement flexibility, and diversification of sources.
That is, the focus has shifted from the formula “here is the resource – here is its price” to the formula “here are several options for solutions for your business.”
— In which areas of development do you plan to focus your main efforts in the next few years?
— We definitely see the future in a more integrated model. The supply of natural gas and electricity remains our strong base. But the market already demands more. We want to see ourselves as a “one-window” energy partner for Ukrainian businesses.
Therefore, we plan to strengthen areas related to energy resilience: solutions in the field of self-generation, models that allow the client to better manage their energy consumption, and overall products at the intersection of energy, finance, and risk management.
For me, it is important that “TEPLA” develops not just as a supplier, but as a company that knows how to assemble a holistic energy model for the client.
— Which changes in the gas and electricity markets are currently affecting Ukrainian business the most, and how is “TEPLA” helping clients navigate this new reality?
— Three things are currently affecting business the most: price volatility, difficulty in forecasting, and general market nervousness.
Due to international instability, it is obvious that energy prices will remain at a high level: volatility and peaks will hit company costs, killing their margins. In addition, power outages for any business are not just direct losses from downtime, but also losses in quality and potentially even in the supply chain.
Energy has long since become not just a resource for businesses, but an operational risk—just like logistical risks or exchange rates. And it is necessary to look for long-term models of protection against this risk.
What do we do? First of all, we help the client not to get lost in this environment. We analyze the market, select more adequate procurement models, help assess the risks of each, and look at energy not in isolation, but in connection with the company’s business goals. This is the value of a proper energy partner—not to add fog, but to provide clarity.
— Why did “TEPLA” decide to join Energy Club right now? What is the main value of our community for you?
— Quality professional dialogue is very important for the energy market. The industry is changing very quickly, and many decisions have long been born not in offices, but in live professional discussion. For us, Energy Club is exactly that kind of environment. I say this based on my own experience, as I have had the pleasure of participating in your events. So for me, it’s about the opportunity to be in a circle of people who don’t just observe the market but actually influence it.
The main value of such a community for me is the concentration of experience, expertise, and proper professional conversation without unnecessary fluff and pathos.
— What practical contribution can “TEPLA” make to the activities of Energy Club?
— The best contribution is specific expertise. We can be useful in topics where we understand the real market well: natural gas and electricity supply, aggregation, balancing groups, trading, procurement models in the European market, risk management, and the development of self-generation.
Separately, I see value in sharing experience at the intersection of several areas—commerce, trading, and financial instruments. Personally, I also have this combined experience: working in trading both in Ukraine and Europe, managing commercial projects, and balancing.
We want to be members of the community not “for status,” but as a participant who can provide the market with a meaningful practical perspective.
— What kind of partnerships would you like to find within Energy Club?
— We are interested in partnerships where there is real economics and a shared logic of development. These could be industrial consumers who need stronger energy solutions. These could be companies working in the fields of generation, infrastructure, energy service, financing, or technology.
Personally, I am always interested in partnerships where commercial expediency can be combined with a “long-game” strategy. Not just “selling something to each other,” but creating a model that provides value to the client and development to the partners.
— If you look at the Ukrainian energy market 5 years ahead, what do you see as the role of “TEPLA”?
— I think the Ukrainian energy market will be significantly more flexible, decentralized, and demanding regarding the quality of solutions. In this market, the winners will not be those who simply sell a resource, but those who know how to build the right model for the client.
In this new architecture, I see the role of “TEPLA” as a company that helps business assemble its energy strategy into a single whole—where there is supply, market understanding, risk management, and a gradual movement toward greater energy independence.
I would like “TEPLA” to be associated in five years with a company that doesn’t just sell energy resources but actually helps Ukrainian business become stronger and more resilient.
— What would you like to wish other Club members and future partners?
— I would wish all of us less chaos and more predictability, and also—trust. Energy is a complex field, but it rests on people, on reputation, and on the ability to reach agreements and work professionally.
I wish all members of the community the courage to think broader. Today, those who win are those who look at energy not as an expense, but as part of their strength and development.
Thus, in the new energy reality, the winners are not those who simply sell a resource, but those who are able to think together with the client—strategically, flexibly, and proactively. It is this approach that today forms the new role of energy companies—not as suppliers, but as partners in business development.
“TEPLA Energy Company” demonstrates how this approach works in practice: from a deep understanding of client needs to building integrated solutions that combine supply, risk management, and the movement toward energy independence. And this, it seems, is the answer to the market’s main challenge—how to turn energy from a source of risks into a tool of strength and business growth.
