Ukrainian aviation is not just an industry, but a pillar of the state’s reputation. It shapes the country’s image in the eyes of the world and deserves strategic support—especially during wartime, when the sky has become one of the symbols of national resilience. UNN discussed this with Mykhailo Pinkevych—a veteran of the Russian-Ukrainian war and recipient of the Order of Danylo Halytskyi. Before Russia’s full-scale invasion, Mykhailo Pinkevych was a retired Ukrainian Navy officer (Captain 1st Rank, Reserve) and former Deputy Chief of Staff of the Ukrainian Navy Command. Returning to active duty in April 2022, he went on to command an infantry battalion for two years. In 2024, he completed his service and retired as a colonel from the General Inspectorate of the Ministry of Defense of Ukraine. Today, he serves as an advisor to Constanta Airlines and sits on the Supervisory Board of the Ukrainian Air Transport Association.
In the first part of the interview with Mr. Mykhailo, UNN asked about his service in the Soviet naval aviation, the creation of the Naval Forces of the Armed Forces of Ukraine, his first experience of cooperation with NATO, and the challenges of adapting to Alliance standards.
The rest of the conversation will focus on his work at "Constanta Airlines," which has become one of the leaders of modern Ukrainian aviation, his participation in the Russian-Ukrainian war, his return to civilian life, and the prospects for the aviation industry in the near future.
CIVIL AVIATION ON THE RISE: COMPANIES SHAPING THE INDUSTRY’S FUTURE
What was your life like after your military service—before the war began?
After being discharged into the reserves, I had time to pursue my passion. I joined the civil aviation sector. During this period, many interesting initiatives and projects were implemented. At the time of Russia’s full-scale invasion, I was working as the director of "Constanta Airlines."
Could you tell us more about your work at Constanta Airlines? What made that experience particularly meaningful to you?
In 2019, I joined Constanta Airlines to lead the company and got to work immediately. It was a chance to bring my experience to the table and help execute the leadership team’s vision. Constanta Airlines has a long history—it was founded in 1998 in Zaporizhzhia—but when I came on board, the company was entering a new phase. We stepped back to look at the big picture, set clear priorities, and set an ambitious goal: not just to operate, but to build an organization that meets the highest standards.
We built a strong team where everyone understood their role and took real ownership. We were united by a shared goal. There was real momentum — at times we worked without days off, driven by ideas and a clear plan. It felt like a truly creative process: we exchanged experience, put new approaches into practice, challenged each other, and stayed supportive as a team. We were eager to see results quickly and prove we were ready for the next level.
With the support of the company’s leadership, we built out our infrastructure and established a technical base in Zaporizhzhia. We also transitioned the fleet to An‑26 and An‑26‑100 aircraft. In 2019, Constanta Airlines was registered as a UN air carrier and obtained EASA TCO authorization, significantly expanding our ability to support United Nations programs, the World Food Programme (WFP), as well as government and commercial clients.
Supporting UN missions requires rigorous organization, strong training for both flight and technical personnel, modernization, and a shift in how we approach execution.
Most importantly, we changed the team’s mindset and ownership of the work. I’m a strong believer in what is called a "NATO-style" approach: decentralization, trust, initiative, accountability, and feedback. We held weekly check-ins to review progress and set priorities, and teams executed within their areas of responsibility towards a shared goal. It wasn’t control-driven — it was trust-driven.
This approach delivered results: Constanta Airlines didn’t just execute projects and deliver strong outcomes—it helped set a higher standard for how work gets done in the industry. Our strength was our people: united by a shared goal, a professional mindset, and common principles. Everything we achieved was driven by the Constanta Airlines team—one of the best teams I’ve had the privilege to work with. Above all, our capabilities and results showcased Ukraine’s potential as an aviation nation on the international stage.
Was the process of establishing "Constanta Airlines" easy—or were there difficulties?
To be honest, organizing the work of a dynamic company within a system that had long needed change is no easy task, especially in aviation. This is an industry where everything is subject to specific requirements and procedures, and laying the foundation requires time and patience. Flight safety, monitoring every stage of preparation, maintenance, certification—everything is strictly regulated and interconnected. The responsibility is enormous. Aviation demands full dedication. It’s meticulous, day-to-day work where every detail matters—and the outcome depends on it.
The biggest challenge was bureaucracy: resistance to innovation, distrust of change, and initiatives that were routinely slowed down or blocked. We operated within a system that hindered development rather than fostering it. To compete internationally, that system needs to be modernized — more flexible, more responsive, and built for continuous improvement.
We had people with experience in Western companies, and we also had younger talent with a modern, forward-looking mindset. That combination helped us stay grounded in a few core values—integrity, commitment to the mission, and responsibility for our people. We knew what we wanted to achieve, so we stayed the course and did the work the right way: with respect for the team, respect for the mission, and confidence in the results.
Did those results motivate you to keep going?
Definitely. Planning, critical thinking, and strong execution have always been the team’s strengths. We accomplished a lot — not only for Constanta Airlines, but with impact across the industry. We upgraded our technical infrastructure in Zaporizhzhia, refurbished the main office, and established full-scale aircraft maintenance capabilities. We also built a modular facility for engineering and technical staff, employed more than 300 specialists, and restored and returned to service more than ten An‑26 aircraft.
We created opportunities for young professionals to gain practical experience and provided English-language and technical terminology training for our staff. Looking at the bigger picture, we had built the infrastructure and operational backbone that later proved critical in supporting the front lines — even before Russia’s full-scale invasion of Ukraine. This was the result of years of sustained work. In time, it became clear we were on the right track: we earned international recognition, contributed to the national economy, and supported social initiatives in our home region.
The company invested in social initiatives and youth development—and continues to do so. It founded an aeromodeling club for children, set up STEM labs with 3D printers and simulators, and has continued to run programs and events that engage young people in aviation.
I’ll say it again: all these results were achieved through teamwork at every level—from management to aircraft technicians. We did our work with quality and dedication, fully aware that this opened up new opportunities not only for the company but also for the people working there, and for the country and the industry as a whole. Even if that may sound ambitious, it’s what we truly believed then and still believe today.
PAIN THAT DOES NOT FADE: EXPERIENCES FROM THE RUSSIAN-UKRAINIAN WAR
What do you remember most about February 24, 2022?
On February 24, Constanta Airlines was operating as usual: staff were on duty, some aircraft were undergoing maintenance, and one An‑26 was being prepared for an upcoming mission. As for me, I was about to take my first vacation in three years.
There was no time for confusion—the situation demanded fast decisions. We immediately brought in the key personnel, coordinated with the military, set up a task force, and moved to execution. Within a short time, we repositioned all operational aircraft to western Ukraine, transferred documentation and critical equipment, and secured the facilities.
Events were moving fast. We met with the military administration, set priorities, and moved quickly from one urgent task to the next. On February 26, a Ukrainian Navy Mi‑14 helicopter landed on our pad unexpectedly. We received the crew, provided the necessary support, and facilitated their departure.
After speaking with the military, the situation and the scale of the threat became clear. I updated the company’s leadership, handed over operational responsibilities, and went to the military enlistment office in my district, where I received orders to report to a unit in Kyiv. That marked the beginning of a new phase of my life.
How did your participation in combat operations begin, and in which areas did you fight?
I entered combat near Kyiv in March 2022. At the time, we were operating in the Romanivka–Irpin sector while forming a separate rifle battalion under the command of the Commander of the Ukrainian Ground Forces. The battalion was built around a volunteer unit. Together with an airborne assault brigade, we held the line under intense enemy fire.
On March 30, after the enemy had been pushed back from Kyiv, we were ordered to redeploy quickly toward the Izyum direction. The order came from the Commander-in-Chief of the Armed Forces of Ukraine, and we were assigned to the "Sloboda" Operational-Strategic Group of Forces. Time was short. I led the advance party; we loaded ammunition and the essentials and moved out.
I received my orders directly from the commander of the "Sloboda" operational group of forces—the situation was dire: we had to take up defensive positions near the village of Virnopillia and halt the enemy’s advance toward Barvinkove. Heavy fighting for control of the Kharkiv region had already begun on April 4. The enemy attacked with overwhelming force: constant tank assaults and shelling, the first casualties... We were assigned a difficult sector. Despite going into battle with little time to prepare and in unprepared positions, we stopped the enemy, held every position, and completed the mission.
By June 2022, I was appointed commander of a separate rifle battalion in the Ukrainian Ground Forces, and continued combat operations in the Kharkiv region. After that came the liberation of Izyum, fighting in the Donetsk region, and operations toward Kreminna and Bakhmut — a long, intense period of combat for Ukraine.
How difficult was it to adjust to the new reality and the events of the war? How did you cope with the loss of comrades?
The start of the war was difficult. Most of the battalion was made up of civilians who were learning and gaining experience in real combat. Morale was high, and we felt strong support from all sides. People worked as one—looking out for each other and fully aware that what we were doing mattered
With my experience in service, planning, and Afghanistan, I aimed to organize the work with the people and fight unconventionally—to stay one step ahead of the enemy, dictate the pace of the battle, never let up, and respond to force with force. No one thought about the difficulties—the main thing was to contain and destroy the enemy.
The hardest part is the responsibility you carry for the people under your command. From day one, you make decisions that their lives depend on. Some didn’t understand why certain processes mattered—they dismissed it as "military nonsense." I had to explain that it wasn’t pressure for its own sake; it was planning, leadership, and discipline — the things that make a unit effective and keep people alive. There was never enough time, and often I had to make hard decisions fast.
It was grueling combat work, sometimes emotional, but the men felt my support; they saw that I was right there with them and went out on missions alongside them. They supported me; they trusted me. Anyone who remembers the first year of the war understands what I’m talking about. Looking back on those days, you realize there was almost no chance of survival. But we didn’t think about that—we had to carry out the combat mission.
Every report of personnel losses is a pain in the soul. Where did I fall short, what did I fail to plan, why did this happen… It’s especially painful when young men die: just an hour ago I was assigning him a task—and now he’s gone. There are no emotions—just a dull pain and resistance to accepting the loss. You say goodbye to the fallen hero—and move on. These are the difficult realities of war. We must always honor and remember those who gave their lives for their homeland. The faces of fallen comrades are always with you—they’re before your eyes, right beside you, just as you remembered them in life, yet at the same time somewhere far away, on the battlefields…
One of the hardest days early on was April 10—when we took our first serious losses during the assault on Dmytrivka. As the group approached the village along the dam, it came under enemy tank fire. What stayed with everyone was the cry of a father who watched his son die in front of him. Evacuating the wounded and the fallen took a full day under fire—that was the moment the true face of war became impossible to ignore. That scream, and that pain, are hard to forget. War isn’t about heroism—it’s about mud, blood, pain, and death, always close enough to feel.
What events do you remember most?
I remember the fierce battles in the Izyum sector, the offensive on Kreminna, the assault on Terniv, and the fighting in the Donetsk region. We always acted aggressively—imposing our tactics on the enemy and responding to every one of their attacks. As we gained experience, we established a combat rhythm for the headquarters: planning, situation analysis, and debriefing—this allowed us to adapt more quickly on the battlefield, maintain the initiative, and, most importantly, reduce casualties.
Near Izyum, we carried out two successful battalion-level operations that improved the tactical situation. The first took place in August, ahead of Independence Day — by then we were already planning for the liberation of Izyum and working to improve our positions. After reconnaissance, on August 23 three tactical groups moved covertly, took up positions in two areas, and pushed onto the high ground, which allowed us to control enemy movement and logistics. The enemy did not expect a daytime action of that kind. We took prisoners and seized ammunition, weapons, and two serviceable IFVs.
The reaction was immediate: the enemy brought in tank reserves from Malaya Kamyshuvakha; our groups came under heavy fire, held their positions for nearly a day, but were forced to fall back to the second landing zone. As a result, the battalion advanced more than a kilometer, took advantageous positions, and consolidated its hold.
The exploitation of opportunities created on September 10—during the offensive on Izyum, known as the Slobozhansky Counteroffensive—was also successful. We were in control of the situation, decided to take advantage of the enemy’s regrouping, capture key heights, and strike the positions in front of Malaya Kamyshuvakha. After the morning briefings, it became clear that the situation on the front lines had changed. We quickly refined the plan, assigned tasks to the units, and adjusted our course of action.
That day, everything went our way. In a single day, we advanced 25 km and cleared the settlements of Kopanka, Malaya Kamyshuvakha, Topolskoye, and Donetskoye. By dusk, we reassessed the situation and decided to push into Izyum. The order to move on Izyum lifted everyone’s spirits. We made contact with the enemy on the outskirts, and our captured APC proved its value. That same evening, we raised our flag on the Seven Winds heights, secured the crossing over the Siverskyi Donets River, and established checkpoints.
Why are these moments important? Because we waited for them, prepared for them, and achieved them. These were moments of true elation—the first victories, a sense of unity and pride in the Armed Forces of Ukraine. These successes gave us confidence and strength, and were achieved solely thanks to the people who showed incredible bravery and courage, focused on one thing—defeating the enemy and liberating our homeland. It was a time when we fought and lived with Ukraine in our hearts.
When did you retire?
In November 2024, I retired due to age and health—there were simply too many medical diagnoses. War does not pass without a trace—the wounds and severe concussions took their toll. I gave it my all, gave everything I could, worked as much as I was able and had the strength to do.
When I retired, I finally had time to catch my breath, recover, and regain my strength. Life goes on…
VOICE OF AVIATION: WHY WE MUST SUPPORT IT
How did you find yourself again in civilian life? What are your plans for the future?
After retiring, I returned to aviation—a field I understand and where I can be useful. I currently work as an advisor to "Constanta Airlines" and serve on the Supervisory Board of the Public Association "Ukrainian Air Transport Association."
A public association is an important tool that allows us to publicly voice pressing issues and ways to address them, make proposals, discuss, and influence decision-making in the aviation industry. We are carrying out planned work: holding meetings with representatives of airline members of the Association, defining directions and priority tasks, and discussing the problems faced by airlines and ways to resolve them.
The war will end someday, so we need to lay the groundwork now for restarting processes after the war.
Who is representing the interests of Ukraine’s aviation sector today, and what changes are you advocating for?
We regularly communicate with representatives of aviation companies, discussing urgent challenges and issues related to the continued operation of aircraft designed and manufactured in Ukraine. We participated in discussions on the implementation of EU regulations under the Common Aviation Area (CAA) Agreement. Ukraine is gradually bringing its aviation legislation into line with EU rules in areas such as flight safety, aviation security, and air traffic management. This requires discussion and support for the interests of national operators.
At the Association’s meeting, we also developed and submitted proposals for the draft Strategy for the Development of Civil Aviation and the Use of Airspace for the period up to 2030.
Unfortunately, the truth is that today there is virtually no one to defend the interests of aviation companies. At the highest levels, there is almost no understanding of what companies are facing in today’s realities or the challenges they encounter. Therefore, we are forced to initiate and establish processes from the bottom up—on our own.
Ukrainian aviation is more than just a single industry. It embodies the country’s technical potential and is vital to our presence in the world as a modern and technologically advanced nation. Therefore, supporting the aircraft manufacturing industry is not just about the economy, but also about preserving Ukraine’s strategic capabilities.
Between 2010 and 2025, thanks to a system of tax incentives, the industry demonstrated strong results, and budget revenues from aviation industry enterprises increased, thereby confirming the effectiveness of stimulation through tax instruments. This allowed resources to be directed toward new developments: three types of production aircraft were created—the An-140, An-148, and An-178—which have become Ukraine’s calling card on the international market. Motor Sich developed five new aircraft engines that enjoy steady global demand, while Antonov JSC carried out a comprehensive modernization of the An-124-100 heavy transport aircraft, restoring its competitiveness in the global cargo transport market. All these products and technologies are the result of stable funding, long-term programs, and scientific and industrial cooperation, which has been sustained precisely thanks to tax incentives.
In addition, more than 50,000 highly qualified specialists work at enterprises in the aviation industry. These are designers, engineers, technologists, test pilots, electronics technicians, welders, and programmers—people who possess unique skills capable of ensuring the full production cycle of aviation equipment. Preserving this workforce means preserving Ukraine’s potential as a technological power.
The synergy between civil and military aviation has also become particularly evident in wartime. The infrastructure of the civil aircraft industry—workshops, laboratories, test stands, and engineering bureaus—has become the foundation for the rapid re-equipment, repair, and adaptation of equipment for the needs of the front lines and military aviation. This interconnection is not a temporary solution, but an example of a sustainable model of defense mobilization based on preserving a strong civilian core.
The aviation industry will also be critically important in post-war reconstruction for rapid logistics, domestic and international transport, the delivery of humanitarian aid, and support for affected regions. It is not merely an industry, but one of the cornerstones of Ukraine’s economy, technology, and international presence. We have everything we need to maintain a strong aviation sector—the key is to seize this opportunity in a timely manner.
That is why today the government must not only support the aviation industry, but also make up for lost time through concrete decisions, government policy, and the combined efforts of those who are still capable of keeping the industry on track.
In your opinion, what changes are currently urgent for the development of the aviation industry?
Given where things stand right now, I’d group the biggest challenges for Ukraine’s aviation sector into a few main buckets.
First, the loss of tax incentives. The unstable economic situation and current financial constraints are hampering business operations. To support the industry, aviation and aircraft manufacturing companies must be exempted from income tax, VAT, and property tax.
Second, import restrictions. Currently, there is a duty on the import of assemblies and components, which negatively affects both civil and military aviation.
Third, the modernization of aviation equipment. A significant portion of it is outdated and requires modernization, adaptation to current conditions, and integration with Western weapon systems. At the same time, production capacity remains limited—it needs to be expanded and a large-scale upgrade carried out.
It is also important for the state to support the operation of domestic aviation equipment, which is used in UN humanitarian missions and performs critically important tasks in emergency situations. Airlines conducting such operations must be recognized as critically important to the country’s economy—with particular attention to the use of Antonov-type aircraft and the development of component manufacturing in Ukraine.
In turn, delays in decision-making carry not only economic but also strategic risks. The cancellation of tax incentives leads to rising production costs, a loss of competitive advantage, and an inability to invest in development and modernization. This hits large enterprises the hardest, as they had previously directed their savings toward modernizing production. As a result, there is a risk of contract cancellations, capacity reductions, and the loss of critical technologies. In the context of a full-scale war, this directly threatens national security. A shutdown of the industry means the loss of highly qualified specialists, the collapse of exports, the devaluation of years of experience, and significant economic losses. Restoring the lost aviation expertise will be extremely difficult—it will require decades and massive investments, and in some cases will simply be impossible.
The aviation industry is a strategically important and high-tech sector that requires systematic support and adequate government funding starting today.