15.09.2026
The Energy Club community continues to grow, bringing together companies that are not simply observing the transformation of Ukraine’s energy sector but are directly involved in building its new infrastructure.
INTERENERGO, an engineering company with more than two decades of experience in delivering energy projects for industry and the housing and utilities sector, has recently joined the Club. The company operates at the intersection of technology, energy efficiency and distributed generation.
Today, the role of companies like INTERENERGO goes far beyond simply supplying electricity to industrial facilities. On-site generation is becoming a tool for strengthening business resilience while also contributing to the development of a new, more decentralized energy system in Ukraine.
In an interview with the Energy Club Media Department, Dmytro Isachenko, Director of PJSC “NPP Interenergo”, spoke about the changing role of distributed generation for Ukrainian businesses, the solutions that can already help companies become more resilient, and why Ukraine should not simply restore its energy infrastructure but build it according to a new model.
– INTERENERGO has been operating in the energy sector since 2004. In other words, we started working on energy efficiency and on-site generation back when neither was a fashionable trend nor a matter of business survival, – Dmytro Isachenko emphasized. – Our core focus is comprehensive energy solutions for industry and the housing and utilities sector: cogeneration, trigeneration, on-site generation, thermal-oil systems, and heat, cooling and power supply for industrial facilities. We cover the entire cycle – from the initial concept and engineering design to equipment supply, construction, commissioning and subsequent service.
Over 22 years, we have delivered more than 70 comprehensive energy supply projects for more than 50 different customers. And what matters most to us is that behind every figure there is a company that has gained a more modern, efficient and reliable energy system. That is precisely why we started this work in the first place.
– Which projects or solutions implemented recently do you consider the most successful?
– The past two years have been particularly telling for us. We have delivered a number of major distributed generation projects – 18.4 MW, 19.2 MW and 35 MW – and we are currently working on a large trigeneration project to supply energy to an industrial facility. This already represents significant distributed energy infrastructure for Ukraine. Overall, our team has commissioned around 100 MW of generation capacity based on gas reciprocating engines.
But we assess projects not only in megawatts, but also by their complexity. For example, at one industrial facility we implemented a power plant capable of operating in parallel with the grid, in island mode, and automatically switching between the two modes without a zero-power transition. For the customer, this means one simple thing: production can continue operating when the external grid is unstable.
We also have projects that contribute to balancing Ukraine’s energy system. And that is probably the clearest indication of how our work has changed: what we were doing 20 years ago primarily to reduce a company’s energy costs is now simultaneously strengthening both the company’s resilience and the resilience of the national energy system.
– What does the company plan to focus on over the next 1–3 years?
– First and foremost, on the development of distributed generation and modernization of the energy infrastructure of Ukrainian businesses.
Today, companies need more than just cheaper electricity. They need controllability: the ability to generate their own electricity, make use of heat, operate autonomously, manage peak loads and avoid production stoppages caused by problems in the external grid.
The second area is service. Building a power plant is not enough. It has to operate reliably for 10, 15 or 20 years. That is why we continue investing in our engineers, diagnostics, remote monitoring and service infrastructure.
And, of course, we want to scale solutions that have already proven their effectiveness. Ukrainian industry does not need another beautiful concept right now. It needs projects that can actually be built and commissioned.
– Why did INTERENERGO decide to join the Energy Club? What was decisive in this decision?
– We have been working in this market for quite a long time and understand very well that today energy is no longer a sector in which everyone can operate effectively in their own information vacuum.
The Energy Club brings together producers, investors, energy companies, engineering businesses and experts – people who are directly shaping the market. For us, it is important to be part of this professional dialogue.
And, to be honest, after 22 years in the energy sector, not joining the Energy Club was starting to look like a matter of principle. So we decided not to make it a principle.
– Have you previously had contacts or joint projects with Energy Club members? If so, what was that experience like?
– The Ukrainian energy market is not that large, so naturally we have crossed paths with many companies and professionals through our work, projects and industry events.
Energy is a very good test of business relationships: when you go through a difficult commissioning process together, words quickly become secondary. What remains is responsibility for the result. Those are the professional relationships we value most.
– What practical benefits do you expect from Energy Club membership?
– First and foremost, high-quality professional dialogue and new contacts.
We have a lot to contribute to the Club: extensive practical experience in delivering real energy projects, from engineering design to operation. But we are equally interested in hearing from investors, manufacturers, traders and the regulatory community.
A good business contact can sometimes be worth more than a dozen presentations. And if such a contact leads to a joint project, I don’t think anyone will object. Business still has to make money, otherwise it will not be able to pursue noble goals for very long.
– What problems or issues in your company’s work or in the industry as a whole do you hope to discuss or address within the Club?
– First, the conditions for developing distributed generation.
Second, clear and stable rules for operating in the energy market.
Third, financing for the modernization of industrial facilities.
Ukraine will have to rebuild a great deal. And not simply restore what existed before, but build something more modern. It is important not to lose several years to endless discussions about things that are already well understood from both an engineering and an economic perspective.
I would like the professional community not only to discuss problems but also to develop concrete proposals for solving them.
– How does INTERENERGO plan to participate in the Energy Club’s work: events, working groups, joint initiatives?
– Wherever we have relevant expertise, we are ready to participate actively: professional events, working groups, discussions of technical and regulatory issues, and the exchange of practical experience.
We have things to talk about based on real practice, not theory. We can present real cases: how to integrate on-site generation into an operating industrial facility, how to organize island-mode operation, how to use cogeneration heat, how to build a service system and ensure equipment reliability.
I think the most valuable contribution to a professional community is not telling people how something should work, but showing how it already works.
– Which forms of cooperation are most useful to you: exchange of experience, finding partners, joint positions on regulatory issues, or analytics?
– The exchange of practical experience, finding technology and business partners, direct dialogue with major consumers and investors, and developing a joint position on systemic market issues.
Analytics is also important, but as an engineering company, we like it precisely because any analysis ultimately has to be tested with steel, concrete and figures on the meter.
– What role do you see for business, and for your company in particular, in strengthening energy resilience under the current conditions?
– Business has to stop viewing energy as something that begins beyond the fence of an industrial facility.
On-site generation, cogeneration, energy storage and demand management are gradually turning businesses into active participants in the energy system.
Our task as an engineering company is to make this transition technically sound and economically viable. When dozens and hundreds of businesses gain their own efficient generation sources, it is not only the individual owner who benefits. The entire system becomes more resilient.
We have essentially been moving toward this model for many years. It is just that life has now provided the country with a very convincing explanation of why it is needed.
– What joint actions or initiatives by the Energy Club could be most useful for the industry right now?
– I see three practical areas:
We urgently need a culture of rapidly sharing successful solutions. If someone has already gone through a particular process, the next company should not have to repeat all the same mistakes.
In a proper professional community, one person’s experience should shorten another person’s path.
– What would you like to say or wish to your fellow Energy Club members and potential partners?
– We are open to people who are accustomed to being accountable for results.
Over the years, we have learned that a good project starts not with equipment, and not even with money. It starts with people who can reach agreement, take responsibility and see the project through to completion.
At one point, we were fortunate to build exactly this kind of relationship with MWM. After many years, it has become much more than a standard supplier-partner relationship. We built our team in much the same way – and I consider the team one of INTERENERGO’s key assets.
So, if you have good ideas, come to us. We will sit down and run the numbers. If the idea is good, we will find a way to implement it. If it is bad, we will say so honestly. Sometimes that can save a customer considerably more money.
We talk a lot about Ukraine’s reconstruction. I would like us to set a somewhat more ambitious goal – not to restore what existed, but to build something better.
A significant part of Ukraine’s industrial and energy infrastructure needed modernization long before the war. Today, despite all the circumstances, we have a chance to move toward a different model: modern, decentralized and energy-efficient.
INTERENERGO has been working toward this for more than 20 years. For us, it is not a new trend. It is simply that today what we have long believed in and invested our efforts in has become one of the country’s key resilience priorities.
And if, ten years from now, Ukrainian businesses are more technologically advanced, more energy-efficient and less dependent on external risks, I think that will be a good measure of the results of our work.
For INTERENERGO, energy resilience is not a new trend dictated by the war. It is an area in which the company has been working for more than two decades. Today, however, its experience has acquired much broader significance, as distributed generation, energy efficiency and the technological independence of individual businesses are gradually becoming components of the resilience of the entire energy system.
And perhaps now Ukraine has a chance to turn the challenges it has been forced to face into an opportunity for meaningful modernization. Not simply to restore what was lost, but to create an energy system in which businesses have more opportunities, enterprises have greater autonomy, and the system as a whole has greater resilience. As Dmytro Isachenko emphasizes, this is precisely why experience, technology and people who are prepared to take responsibility for the result need to come together.
