05.12.2025
On December 10, the Energy Club forum “THE ENERGY OF WOMEN’S LEADERSHIP: Women Holding Ukraine’s Energy Frontline” will take place in Kyiv.
The event will gather heads of energy companies, experts, and representatives of government bodies to discuss the role of women in the recovery of the energy sector, the development of management practices, and new opportunities for the industry in wartime conditions.
Tetiana Shutka, Director of Service and Development at Prykarpatenergotrade LLC, will speak at the forum with a practical case study on how strategic decisions and internal processes can strengthen the resilience of energy companies.
She will talk about the “energy of determination”—management decisions starting from the first day of the full-scale invasion, the transformation of the company’s service model, and the development of new energy solutions for businesses operating in crisis conditions. She will also share her experience in adapting the team to challenges, approaches to strengthening operational efficiency, and tools that help maintain stability during the most difficult periods.
In an interview with the Energy Club media department, Ms. Tetiana shared how the company’s “formula of resilience” was formed, how customer expectations have changed, what the challenges are for a female executive in regional energy, and why the experience of local suppliers is critically important for the country today.
— Ms. Tetiana, the topic of your speech sounds very powerful: “The Energy of Determination.” Determination is usually required when difficult, sometimes unpopular decisions have to be made in conditions of uncertainty. Given the years of full-scale war, can you name a turning point or a specific management decision that became the foundation of your own “formula of resilience” and allowed Prykarpatenergotrade to withstand the blow?
— The first day of the full-scale invasion became the moment that defined our management philosophy forever. When we gathered in an almost empty office, where silence, anxiety, and the complete unknown prevailed, the decision was very simple but very bold: we do not stop—we continue working.
In that silence, it became obvious that we are a team capable of facing challenges together. And this was quickly confirmed: while many companies experienced a massive outflow of personnel, only a few people left us. The overwhelming majority stayed, took responsibility, and continued their work despite the fear and chaos.
At that moment, the management took on another critically important mission—to give people a sense of support. We clearly stated: the company will work, we will be stable, and we will not let our people face uncertainty alone.
It was a choice—to be not just an enterprise, but a community. That is how our “formula of resilience” was formed: responsibility, unity, and readiness to act even when afraid. This is not a slogan—it is what we have lived through and continue to live every day.
— You are responsible for the service direction. This means your team is on the front line of communication with clients who are often nervous and exhausted by outages. How has the service philosophy changed over these years? What is most valuable for a client in Prykarpattia today—price, resource availability, or simply honest and human communication from the supplier?
— Over these years, we have undergone a transformation from a monopolist mindset to a partner mindset. We stopped perceiving the client as a “service receiver.” Today, we see them as an equal ally with whom we overcome the shared challenges of energy instability together.
Even the fact that our offices and Customer Service Centers turn off during scheduled hourly outages just like our clients’ homes is an important signal. We do not stand “above the situation”—we are in it, alongside the people. And this shapes a completely different style of interaction.
Yes, emotional and difficult situations happen. But we prepare the team for crisis communication, teaching them to be resilient yet empathetic. Because the main thing is trust.
Today, the greatest value for clients is a combination of two things: resource availability, especially during stabilization measures, and open, human communication that explains what is happening and how we can help. Price is important, but it is no longer the dominant factor. People appreciate honesty, adequate explanation of situations, and a sense of partnership. And we build this partnership every day.
— The second component of your position is development. Developing when the enemy is trying to destroy the system is a huge challenge. Prykarpattia has become a hub for many relocated businesses. How has this affected your development strategy? What new services or solutions was the company forced to launch to meet the needs of businesses trying to operate in wartime conditions?
— In recent years, we have already come a long way in evolution—from a classic electricity supplier to a company offering comprehensive and practical energy solutions. But this is just the beginning of our movement. We are consciously moving towards transformation both within the company and in the eyes of clients to become a true provider of energy solutions—close, accessible, understandable, and useful every day.
As a rule, the biggest leaps in development happen precisely in difficult moments. So we didn’t stop, but launched a number of solutions that were not previously characteristic of a classic universal service provider: electricity import to guarantee resource availability; hybrid solar power plants for stable and autonomous energy supply; an electrician on-call service—a quick way to get help right when it is needed.
We try to react promptly so that technical needs are resolved without unnecessary waiting, minimizing discomfort and obstacles in everyday life.
The relocation of businesses and the increase in the client base also became a catalyst for change: we had to adapt much faster, build competencies, and expand the list of services. Modern clients need not just a resource—they are looking for a reliable partner who can help them navigate the path to energy independence and resilience.
That is why we plan to significantly develop the sector of energy efficiency solutions, because saving energy today is no less important than its stable supply. We want the client to receive not only a recommendation on “what exactly needs to be done,” but also a comfortable and clear path to implementation proposed by us, without complex bureaucratic processes and trips to dozens of authorities.
We are working on creating new financial instruments that will allow clients to implement energy-efficient projects together with us—comfortably, quickly, and with minimal risks. This will allow us to become a partner not only at the stage of electricity sales but also in building a holistic energy strategy for households and businesses.
In fact, we are already changing, but the ambition is much greater: to become a company that not only supplies electricity but also helps clients create their own resilience, autonomy, and economic efficiency.
— The Energy Club forum is dedicated to women holding the energy front. It is often said that energy in the regions is more conservative and “male-dominated” than in the capital. Did you feel this resistance from the environment, and did you have to apply your “energy of determination” to prove your right to leadership? What is your personal superpower as a manager in crisis times?
— Yes. The specifics of the work involve communicating with clients of different views. Sometimes you have to negotiate with someone who stubbornly does not want to see you as a specialist who has the right to make decisions, especially if that decision is not to the interlocutor’s liking.
I am often almost the only woman at meetings or discussions, and therefore I have to prove my opinion through a certain barrier of skepticism.
My personal superpower is resilience and the ability to acknowledge a problem and move towards solving or accepting it.
— We are meeting in the winter of 2025. The challenges have not disappeared. Why, in your opinion, is the experience of regional companies like Prykarpatenergotrade critically important today for understanding the overall picture of Ukraine’s resilience?
— The country’s energy resilience increasingly depends on distributed generation. And it is the regions that have the necessary capabilities and practical experience to work with such solutions.
We are closer to the people and real problems. For example, our dispatch center sees the situation “live” every day, not in analytical reports, but in specific events, errors, risks, and decisions that need to be made immediately. Therefore, business trusts us with its energy management to manage resources more effectively and improve financial results.
Regional suppliers are not the periphery, but the foundation of the country’s energy mosaic. This is a system level that has shown its real, not declarative, value in crisis times.
We are proud to be a local company with an extensive network of service centers and influence in the region. We don’t just conclude contracts or conduct settlements—people turn to us first with questions and problems. This gives us the opportunity to shape a culture of energy awareness, help people navigate complex energy realities, and support local communities.
— What is the main thought you want the forum participants to take with them after your speech?
— Our strength lies in solidarity and support. This strength goes beyond the individual; it is a strength capable of changing society.
The main thing is to see it in yourself. Let’s look at the world not from the position of “I am afraid, so I don’t do it,” but from the position of “I can, even if I am afraid.”
