12.09.2025
Ukraine’s energy sector is undergoing an unprecedented transformation, which includes restoring infrastructure damaged by the war, integrating into European energy markets (ENTSO-E, EU directives), and transitioning to sustainable development through decarbonization and energy efficiency. In these conditions, effective communications are key to managing companies’ reputations, strengthening trust with stakeholders (government, communities, investors, media), and supporting business goals in a highly regulated environment.
Participants of the Energy Club course “Communications and Interaction in Energy: Strategies for PR, Marketing, GR and Lobbying in Ukraine” learned how to combine PR, marketing, GR, and lobbying to create synergistic strategies that contribute to company success. The training lasted 12 weeks and included lectures with practical case studies from leading industry experts and recognized leaders in the energy and communication fields.
Among them was Anastasiia Zernova, a legal specialist with over 20 years of experience, including international experience, in GR. She spoke about how to move from chaotic reactions to systematic work, build one’s own early warning system, and effectively influence the legislative process. The expert emphasized that the key to influence is a systematic, clear, and structured approach to working with draft laws and regulatory legal acts.
While at the NACP, Anastasiia Zernova was directly involved in the development and adoption of the Law of Ukraine “On Lobbying”—a “key instrument designed to make the interaction between business and government transparent, ethical, and compliant with European standards. She also discussed how it will work and what opportunities it opens up for the energy sector during the course.
— Ms. Anastasiia, how relevant was the Energy Club’s educational project “Communications and Interaction in Energy: Strategies for PR, Marketing, GR and Lobbying in Ukraine”? How did the audience perceive the information?
— My impressions of the course are the best. It is of high value and professionalism. The audience was ready to communicate and develop. These were well-prepared people with strong backgrounds, but they needed structure—that is, an understanding of how to navigate the transformational processes happening in both Ukraine and Europe. The course itself was filled with diverse knowledge and information, making it intensive and result-oriented—aimed at continuing the development of the energy industry. Transformational processes are moving quickly, so the course needs to be repeated, perhaps even considering that part of the audience has already completed the training and is looking for a more concentrated focus, for example, on working in international markets.
— Did people ask questions?
— My first lecture was about lobbying. There were not many questions as such, but I received a lot of positive feedback that the information was complete and structured. However, during the second lecture, which concerned legislative monitoring, there were many questions from a now proactive audience. In my opinion, the number of questions did not depend on the topic of the lecture. The training was conducted during wartime, and if there were shellings in the morning or at night, it was simply illogical to expect the audience to ask questions. Although the course has a recording, so questions may still come in, and there will be discussions, which we agreed upon with the participants.
The questions from the audience were clear and practical, and what I liked was that people were interested in how to establish interaction with public officials, because business is not always heard and not always invited to certain events and discussions. But interaction with stakeholders is crucial. And they asked me why they are not invited and how to build this interaction. Since I have worked in public service, as a practitioner, I explained several reasons, including the outflow of personnel, experienced communicators who have left the country, and also the acceleration of certain processes in Ukraine, during which public servants simply do not want to spend time on discussions… However, we lose a lot when we either rush or work with ineffective personnel. Therefore, the task of business is to show the state that it exists and that it is important to listen to it. It is also necessary to develop high-quality personnel who work in public service at the local level. So this is not about blame; it is about the current state of war and the peculiarities of the system it causes, about how we need to react to this, not to remain silent and not to criticize each other. Our task is to build constructive dialogues and systems between business, the state, and the citizens who use the services of energy companies, to give society a positive and constructive outlook. So this is precisely about such a constructive dialogue among all of us. And the communications course taught exactly that.
— How much is the topic of your lecture related to your personal professional experience? After all, profound knowledge, case studies, and advice cannot be based on theory alone.
— I can honestly say that my experience is truly complementary, combining various fields. I have four higher educations—I am a Master of Law, a Master of Finance and Credit, a Master of Public Administration, and a professional negotiator with a European education in negotiation. Therefore, when we talk about knowledge, it is a combination of education and experience.
For over ten years, I worked with Ukrainian parliamentarians and representatives of local self-government bodies in Ukraine, and I managed a law firm that provided support to Ukrainian businesses abroad. In 2017, the Ukrainian Association of Government Relations Professionals and Lobbyists was founded in Ukraine, and for five years, I held the position of its Vice President. We built relationships between Ukrainian business and Europe, the United States of America, and united approximately 60 associations. Not companies, but specifically associations. These were agrarians, metallurgists, and industrialists. We communicated closely with the Ukrainian parliament and actively promoted the draft Law of Ukraine “On Public Advocacy.” It was twice noted in the reports of GRECO (Group of States against Corruption—a body of the Council of Europe for anti-corruption monitoring), and thus we showed how important the regulation of influence on decision-making in the state is in Ukraine. In principle, this was probably the key combination of theory and practice in my career.
I helped the association members promote various draft laws concerning, for example, industrial parks, industry, and regulatory acts. We held meetings, seminars, conferences, and prepared appeals to the subjects of legislative initiative. And the members of the association saw that changes in legislation can affect economic aspects, including the production of certain products.
There were several interesting cases in my work. One of them relates to the energy sector, the communication of company representatives with the European Commission—how to make Ukrainian business heard. This is more, I would say, soft lobbying, where we are not promoting specific legislative changes but talking more about who we are and what we strive for.
My experience is indeed rich, but lobbying itself implies that a person must have various skills and qualities; our universities do not train lobbyists. With this experience, I was involved in the work of the National Agency on Corruption Prevention (NACP). I passed the selection for the position and returned to Ukraine, understanding that the country needs relevant specialists in public service. I gave up my business, my attorney’s license, and had a frank conversation with the head of the NACP, stating that it was possible to pass the law on lobbying in Ukraine within six months, provided there was complete unity of state institutions and clear work with international partners. I did not fulfill my promise to do it in 6 months, but I did it in 10 months. On February 23, 2024, the Law of Ukraine “On Lobbying” was adopted in its second reading and as a whole with 236 votes at 14:18, and by 18:00 I had left the NACP. I had completed the job and returned to my private life. The cool-off period after leaving public service has now passed, so today I have, as they say, “free hands,” and I can calmly share the experience I gained, including during my time at the NACP.
In August 2024, I was delegated from Ukraine as one of the national experts to GRECO for the sixth round evaluation. So I will have the opportunity to participate in assessing the compliance of member countries with anti-corruption standards and, if necessary, provide recommendations along with other experts.
— Ms. Anastasiia, you were inside the process of developing the Law of Ukraine “On Lobbying.” What myth about lobbying was the most difficult to overcome during its discussion?
— Lobbying is not corruption. We all understand that this market exists, and we need to bring it out of the shadows. But we need to start doing this openly, otherwise, we will never learn and never teach others how to do it. This was one of the most difficult tasks—to show that the public sector, through non-governmental organizations, conducts powerful lobbying in Ukraine, including for the private sector. Therefore, we have to delve deeper into the topic of lobbying and not be afraid to talk about it.
Finding a balance was difficult, as non-governmental organizations were worried that they would be pressured. But I can honestly say that the instruments for protecting non-governmental organizations, freedom of speech, and thought in Ukraine are strong, so it was more about the trust of civil society in the government, in institutions, and in people who will not abuse their power and official position. The work on the bill showed that we have sensitive topics, that we need to develop calmly and not blame each other, but speak frankly. For us, this is still just a dream. But let’s hope that one day we will reach such a level of development that it will all come true.
— You emphasized the importance of lobbying for Ukraine’s interests in the EU. What is the first step a Ukrainian energy association should take for its voice to be heard in Brussels?
— A Ukrainian energy association must understand exactly what it is lobbying for because just saying “we exist” in Brussels is no longer appropriate; they already know about us. Registering in the Transparency Register EU will not change anything for an energy association immediately; it is just a fact of record. To be heard, it is necessary to build dialogues with key stakeholders in the EU who influence decision-making: with the European Commission, with partners and associations. And remember: the Ukrainian energy market is not only about energy, but also about transport, exports, consumer rights, and products that meet standards, etc. It is necessary to expand communications and then register in the Transparency Register EU, the Register of Transparency in Ukraine, and conduct lobbying openly and with integrity. And in this way, show players from other industries how influence on decision-making is exerted, including in the European Union.
— What are the most effective trends in communications, strategies, and lobbying?
— Do not be afraid of digitalization. Even if someone considers it inappropriate to use artificial intelligence, use it; it will significantly speed up some of your actions, but do not forget to verify the data and information. Another trend that should be used in communications is the Euro-integration vector. It poses challenges, but it also helps to move forward. Speaking of trends, one cannot overlook ethics and integrity, because it is through these aspects, in my opinion, that trust can be built, which is the key to strong relationships with partners. Europeans respect values, so ethics and integrity are what will help us build sustainable connections with them.
— Your advice to the audience?
— Develop and communicate with professionals. Communicate more among yourselves, as you are also professionals. Arrange brainstorms to find new ideas and approaches. Systematize your work; then it will be more effective. And, of course, plan.
