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Ukraine’s biomethane reinvention

Biomethane from Ukraine could become a key resource for the EU

October 7, 2025

6 min read

October 7, 2025

6 min read

Photo: Dreamstime.

Ukraine is increasingly viewing biomethane as a strategic resource for energy independence and integration into the European market. This is not only a technological transition but also a political decision that could redefine the country’s place on Europe’s energy map. Biomethane meets EU climate targets, generates added value for the agricultural sector, and allows income diversification.

At the same time, its development faces systemic obstacles—both on the domestic and foreign markets. Despite reduced Russian gas supplies, in 2024 the EU still imported 52 bcm from Russia (19 per cent of total imports), creating an additional motivation for Europe to open its doors to alternative sources—among which Ukrainian biomethane could play a key role.

Ukrainian potential

According to the Bioenergy Association of Ukraine (UABIO), the country is capable of producing up to 21.8 bcm of biomethane annually—four times more than the current production level in the EU. This also exceeds Ukraine’s domestic natural gas output in 2024 (19.1 bcm). “At an average export price of 0.9 euros per cubic metre, biomethane could generate around 20 billion euros per year, making Ukraine the main supplier of this gas to Europe and capturing 20 per cent of the market,” says UABIO chairman Georgiy Geletukha.

The feedstock base is remarkably broad: agricultural residues (straw, corn stalks, beet pulp, manure), by-products of the food industry, and livestock waste. The scale of Ukraine’s agricultural sector creates a unique resource foundation, enabling industrial-scale biomethane generation without competing with food production. Beyond traditional residues, Ukrainian researchers are exploring cover crops, lignocellulosic waste, and even microalgae, potentially adding billions of cubic metres to available resources.

According to Geletukha, Ukraine’s potential far exceeds that of even the largest European countries. “We have a unique infrastructure: even in small villages, there is access to the gas transmission system. This significantly simplifies the integration of our biomethane into European networks,” he stresses.

Currently, Ukraine operates 83 biogas plants (140 MW el.) and four biomethane facilities (41 mcm per year). In 2025, Vitagro, Mironivsky Hliboproduct (MHP), and Hals Agro became pioneers of production and export. Vitagro invested six million euros in a plant with three mcm capacity, MHP launched a facility near Ladyzhyn with a capacity of 24 mcm/year, and Hals Agro entered the market with around six mcm/year.

In parallel, several large-scale projects are underway: UM Liquid Gas (11 mcm/year Bio-LNG) and Teofipol Energy Company (56 mcm/year). By the end of 2025, total capacity will reach 111 mcm. About 50 per cent of equipment for new plants is produced domestically, boosting Ukraine’s engineering sector.

European demand and Ukraine’s strategic opportunities

The European Union has set ambitious targets: to increase biomethane consumption from the current 5 bcm per year to 35 bcm by 2030 and 150 bcm by 2050.

Yet European experts admit that even under optimistic scenarios, production will not exceed 20 bcm by 2030. These estimates are cited by the European Biogas Association (EBA) in its 2024 Statistical Report and by the Fraunhofer ISI.

“By 2030, they will definitely not reach 35 bcm, maybe 15–20. And this creates an opportunity for Ukraine: while Europe faces a shortage, our biomethane can fill a significant gap,” emphasises Geletukha.

Ukraine’s strategic opportunities are shaped by several factors: abundant agricultural feedstock, a developed gas transmission system, geographic proximity to the EU, and already established export channels. An additional driver is the entry into force of EU Regulation 2024/1787 on reducing methane emissions in energy, which raises barriers for Russian gas but simultaneously opens a niche for ‘clean’ alternatives. “This regulation makes Russian gas toxic on the EU market and, at the same time, creates opportunities for Ukraine. Biomethane is a resource that already meets European climate standards today,” Geletukha underlines.

As noted by Oleh Savytskyi, strategic advisor at Razom We Stand, the new regulation could technically cut off Russia from the European market as early as 2027, a year ahead of the REpowerEU plan. This strengthens the case for Ukrainian biomethane as a real alternative capable of supplying additional volumes during the transition.

Thus, the new EU rules may accelerate not only the rejection of Russian gas but also Ukraine’s integration into the EU market. By aligning with standards, Ukraine can offer long-term contracts, joint projects with traders, and partnerships in the energy transition.

Obstacles and prospects

Despite technological progress, the main challenge remains production economics. The cost of biomethane in Ukraine ranges from 313 to 1,136 euros per 1,000 cubic meters, while natural gas on the domestic market is about half that price.

“Our businesses are forced to rely solely on exports. A domestic market could only emerge after the launch of an emissions trading system,” Geletukha notes. Domestic barriers include the absence of ecological premiums, legal conflicts in certifying digestate as fertiliser, and difficulties in connecting to heat networks.

On the external market, the main obstacles remain the high cost and complexity of certification under the International Sustainability and Carbon Certification (ISCC) standard, as well as uncertainty about whether Ukrainian biomethane will be fully recognised within the EU climate goals framework. According to Bureau Veritas Ukraine, certification applies not only to the plant itself but also to the entire supply chain—from feedstock origin to the trader—meaning every participant must comply with sustainability criteria.

“Our documents are still not always recognised by [EU] member states for accounting emission reductions, and this is exactly what negotiations with the European Commission focus on,” explains Oleh Ryabov, deputy CEO for economics at the agribusiness holding Hals Agro.

He stresses that the first shipments have already been successful, but talks with the Commission are moving slowly, and producers are waiting for final decisions on transparency and traceability of Ukrainian procedures. In this context, the Union Database (UDB), which will record the origin of every cubic meter, will be crucial.

Nevertheless, prospects remain significant. A study by Green Deal Ukraine and the Ukrainian Climate Office forecasts that by 2030 Ukraine could produce up to one bcm of biomethane annually, and by 2050—between six and 22 bcm.

Another important factor is the transit role of neighbouring states: Poland is already considering becoming a hub for transporting Ukrainian biomethane to EU markets. This creates an additional integration channel and allows Ukraine to gradually consolidate its place in Europe’s energy infrastructure.

Photo: Dreamstime.

Yulia Valova

Yulia Valova

Yulia Valova is a journalist and energy market analyst.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.