Management and controlling are two interrelated functions within a company whose purpose and common goal is the success of the company's business. Controlling, as a function, plays a significant role in providing professional support to managerial decision-making based on information, coordination and integration. It is aimed at increasing the efficiency and effectiveness of management. Controlling collects and analyzes data related to business results, which in the form of information in reports serve as a basis for management decision-making. The purpose of this paper is to empirically apply some of the instruments of strategic and operational controlling based on the theory of controlling on a specific example of the company Gradska plinara Zagreb d.o.o. and Gradska plinara Bjelovar d.o.o. (hereinafter referred to as GPZ Group) in order to gather information that contributes to the effective and efficient work of management in achieving the ultimate goal of the business, which is to manage the growth of the company's value. Controlling plays an important role in decision-making related to the pricing of tariff items for gas distribution services, as determined by the Croatian Energy Regulatory Agency (hereinafter referred to as HERA). HERA sets the price of the tariff item for a four-year period, which accounts for 99% of the GPZ Group’s revenue. In these times of disruption in the global gas market, the challenges for the company’s controlling function are significant.