25.11.2025
The unique experience of female leaders in the Ukrainian energy sector during the full-scale war will be presented at the Energy Club forum “The Energy of Female Leadership: Women Holding Ukraine’s Energy Front,” which will take place in Kyiv on December 10.
Participants will see the new faces of the energy front, learn about the immense contribution of women to operational resilience, financial viability, and the strategic development of the energy industry, and hear practical anti-crisis case studies that enable companies to survive.
Among the key speakers at the forum will be Hanna Pazynych — Director of LLC “Epicentr Generation” and a representative of LLC “Epicentr K,” a company investing in solar power plants and gas piston power plants.
In an interview with the Energy Club media department, Hanna Pazynych spoke about creating an energy company within a retail giant, the challenges of adapting to wartime conditions, combining in-house generation with renewable energy sources, and the strategy for ensuring the company’s resilience and energy independence. She also shared her experience in motivating teams, finding common ground with shopping centers, and gave practical advice to women leaders engaged in complex technical projects.
— Ms. Hanna, “Epicentr” is a retail leader, not an energy one. The creation of “Epicentr Generation” is a fundamental response to the crisis. What was the “point of no return” during the blackout period that forced the company to transition from the role of a consumer?
— Like the majority of large businesses, we were forced to adapt to a new reality—wartime conditions, massive shelling, and prolonged blackouts. The point of no return was the realization that we could not rely exclusively on external energy sources if we wanted to guarantee uninterrupted operations and support for millions of our consumers.
In moments of total power outages, we understood: a retail leader must not only sell goods but also help consumers. To support Ukrainians during the energy crisis, the “Epicentr” shopping center network launched the “Sharing Light” project back in 2022, installing gadget charging stations in the company’s shopping centers across the country. Subsequently, our retail facilities essentially turned into “Points of Invincibility,” where people covered their basic needs in the absence of light and heat. It was then that we realized we needed to transition from the role of a passive consumer to a market participant in the energy sphere.
Business survives thanks to flexibility and the ability to make quick decisions. Creating an energy company became not just a reaction to the crisis, but a strategic investment in the resilience, security, and efficiency of our group of companies for many years to come.
— What was your most difficult professional challenge as the director of a new generating company inside a giant retail structure? Was it finding technologies, obtaining permits, or integrating new energy sources into hundreds of operating hypermarkets across the country?
— The most difficult challenge was establishing effective communication and, if I may say so, internal education. Creating a new generating company inside a large retail structure, we had to not only implement technologies but also change the approach to energy consumption at all levels. This required explanation, training, aligning priorities, and building a shared vision.
This process continues today: we are improving software, implementing monitoring systems, working on increasing the energy efficiency of shopping centers, testing new equipment, and expanding our partner network. Technological solutions are important, but it was the engagement of people and the synchronization of all processes that made this challenge the most complex and, at the same time, the most valuable for the company’s development.
— You essentially had to build a new, narrowly technical team of energy specialists in a company with retail DNA, and under wartime conditions at that. How did you motivate these people, and how did you find a common language with your internal client — the shopping centers themselves?
— I am convinced that in conditions of war and uncertainty, the only thing that truly motivates a team is personal example. When, after another night of shelling, you come to work in the morning, stay in touch 24/7, and continue to move projects forward—the team sees stability and feels support. This creates an atmosphere of trust and mutual responsibility.
The situation with shopping centers is similar. I have traveled a long path within the company, working side by side with many colleagues who are today our main partners in developing the energy efficiency and energy conservation direction. This shared experience helped find a common language, formulate unified standards, and build open communication. We all understand that we are working for a single goal—the resilience and development of the company—and this became the foundation for effective interaction.
— The forum raises the topic of leadership in a “male” sphere. You manage a large, capital-intensive technical project. Did you face skepticism or stereotypes, perhaps not so much as a woman in energy, but as a leader building energy infrastructure inside a company from a different industry?
— I believe that women have long since proven their capability to work in complex technical industries. I was lucky to grow up inside a company where there are no gender stereotypes, and a large number of structural divisions are headed specifically by women. I received support from strong mentors and managers who inspired me even in the most difficult moments. This gave me confidence and the understanding that results are determined not by gender, but by competence, responsibility, and the ability to take on challenges.
Yes, sometimes I encountered skepticism, but not so much because I am a woman in energy, but rather due to the very fact that we are building an energy division inside a retail company. And the best answer to any doubts is the quality of work. When you are consistent in your actions, communicate openly, and prove with results that the team is moving in the right direction, the skepticism simply disappears. Skeptics usually cannot withstand competition with real achievements.
— In-house generation involves huge investments. How do you plan and defend such capital-intensive projects when the planning horizon is short? How do you see Epicentr’s energy balance in 5 years?
— Any investments in in-house generation must be thoroughly justified and defended before the founders. And despite the short planning horizon, we rely on several pillars. First, we analyze general energy market trends, regulatory changes, and long-term forecasts. Second, we utilize external research, consultants, and scenario planning models that allow us to factor in risks and correctly integrate this data into budgeting.
As for the five-year horizon, we see Epicentr’s energy balance as much more diversified and resilient. This involves a combination of distributed generation, a significant increase in the share of solar energy with energy storage systems (ESS), as well as systemic growth in the energy efficiency of our facilities. Our goal is to maximally reduce dependence on the external market and create a stable, flexible, and cost-effective model for energy supply for the entire group of companies.
— The forum will discuss the “green” transition. What role do RES (for example, solar panels on shopping center roofs) play in your strategy compared to more stable generation (such as gas turbines)?
— In my opinion, these are two completely different instruments, and it is incorrect to compare them—each has its own role in the overall energy strategy.
Gas piston units are primarily about stability. They are what ensure the operation of our shopping centers during periods of total blackouts. And if not for the factor of war risks and the threat of prolonged outages, investments in this type of generation would hardly have been such a priority. This is an instrument of resilience and energy security.
RES, specifically rooftop solar power plants (SPP), perform a different function. They allow us to significantly reduce operating costs and increase energy efficiency in the long term. Even despite seasonality and the decrease in electricity costs during the summer period, SPPs remain a profitable case: we save on distribution and transmission, which today amounts to about 4 UAH (including VAT) per kWh in Ukraine.
Therefore, we use these two directions as complementary: GPUs for guaranteed autonomy, and SPPs for economic and environmental efficiency. This is how a balanced and resilient company energy portfolio is formed.
— How do you balance between decarbonization and the immediate need for 100% operational resilience?
— Balancing these directions happens through a combined strategic approach. Our task as a large company is to systemically and constantly reduce emissions. Therefore, although distributed generation is indeed extremely effective today for ensuring uninterrupted operations, we place our main emphasis on long-term solutions. This means, above all, increasing equipment energy efficiency, building new SPPs with energy storage systems, and, of course, gradually expanding the use of renewable energy sources. Such an approach allows us to guarantee 100% operational resilience now while simultaneously moving along the path of decarbonization without compromising reliability.
— Do you see “Epicentr Generation” exclusively as an internal service company to cover own needs, or do you plan to become an active player in the Ukrainian energy market in the future, for example, by selling surplus?
— Currently, our main focus is to ensure the energy self-sufficiency and stability of all facilities within our group of companies. We are actively working on optimizing internal processes and increasing the efficiency of distributed generation, so there are still many tasks inside that require attention and systemic fine-tuning.
At the same time, we are looking at development strategically. As our generation portfolio grows and stable surpluses appear, we plan to become an active participant in Ukraine’s energy market. specifically, we are considering opportunities to sell surplus electricity to the market and participate in balancing mechanisms. This will allow us not only to increase the efficiency of using our own energy assets but also to contribute to strengthening the reliability of the country’s energy system.
— There will be many female executives from various sectors at the forum, not just from energy. What advice would you give to women in retail, agriculture, or finance who now, regardless of their primary education, are forced to dive into complex technical projects for business survival?
— My advice to women working in retail, agro, or finance who are forced to dive into complex technical projects is simple: do not be afraid to take responsibility for things in which you are not yet an expert. Technical knowledge can be acquired, or competent people and partners can be brought in, but leadership is built on the ability to organize a team, find a common language with internal clients, and make decisions even in uncertain conditions.
Communication is key. Explain your strategy, share your vision, and motivate the team and colleagues in business units. This builds trust and allows you to move forward together.
And, of course, focus on the result. Consistency, responsibility, and the drive to achieve the goal help realize even the most complex projects and make your contribution tangible for the business.
