“Mykhailo Pinkevych: “Ukrainian aviation shapes the world’s perception of Ukraine, and we are obliged to preserve and develop it”Mykhailo Pinkevych, a veteran of the Russian-Ukrainian war and advisor to “Konstanta Airlines”, emphasizes the strategic
importance of Ukrainian aviation for the country’s image and its development.
”, — write: unn.ua
In the first part of the interview with Mr. Mykhailo, UNN asked about his service in Soviet carrier aviation, the creation of the Naval Forces of the Armed Forces of Ukraine, the first experience of cooperation with NATO, and the challenges of adapting to Alliance standards.
The continuation of the conversation will focus on his work at “Aviakompaniia Konstanta”, which has become one of the leaders of Ukrainian aviation today, his participation in the Russian-Ukrainian war, his return to civilian life, and the prospects of the aviation industry in the near future.
CIVIL AVIATION ON THE RISE: COMPANIES BUILDING THE FUTURE OF THE INDUSTRY
How was your life after service – before the start of the great war?
After being discharged from the reserve, I had time to pursue my favorite activity. I joined the work in civil aviation. During this period, many interesting directions and projects were implemented. At the time of the full-scale invasion of the Russian Federation, I worked as the director of PJSC “Aviakompaniia Konstanta”.
Tell us more about your work at “Aviakompaniia Konstanta”. What made this experience special for you?
In 2019, I accepted the offer to head “Aviakompaniia Konstanta” and immersed myself in the work. It was an opportunity to put into practice the acquired experience and the plans of the management. Although PJSC “Aviakompaniia Konstanta” had a long history – it was founded back in 1998 in Zaporizhzhia – at the time of my joining, a new stage of development was being implemented. At the beginning of our work, we conducted an analysis, identified promising directions, and set an ambitious goal – not just to function, but to build a structure that would meet the highest standards.
A strong team was formed, where everyone clearly understood their area of responsibility and performed tasks with full dedication. All of us were united by a common goal. We worked with inspiration, sometimes without days off, living by ideas and plans. It was a real creative process: we shared experiences, implemented new things, debated, but always supported each other. We wanted to see the result as soon as possible and feel that we were truly ready to reach a new level.
With the support of the company’s management, infrastructure was developed and a material and technical base was created in Zaporizhzhia, and the fleet was replaced with An-26 and An-26-100 aircraft. In 2019, registration was obtained with the UN as an air carrier and with EASA TCO as an authorized operator, which significantly expanded the range of aviation services in support of United Nations programs, the World Food Program, as well as various state and commercial organizations.
Missions under UN contracts required clear work organization, proper training of flight and technical personnel, modernization, changes in approaches, psychology, and attitude towards task execution.
The most important thing, in my opinion, is that we managed to change the philosophy of personnel thinking and their attitude to work. Personally, I am close to the approach I call “NATO-like”: decentralization, trust, initiative, analysis, and feedback. Once a week, we summarized, outlined tasks – and everyone moved in their own direction towards a common goal. Everything was based not on control, but on trust.
This model yielded results: the company began not just to execute projects and achieve positive results, but also to form a new approach in the industry. Our strength was in the people, united by a common goal, a professional attitude to work, and principles. Everything that was achieved and developed was done by the “Aviakompaniia Konstanta” team – one of the best I have ever worked with. Our capabilities and achievements primarily demonstrated Ukraine’s capabilities as an aviation state on the international arena.
Was the process of establishing “Aviakompaniia Konstanta” easy, or were there difficulties?
Frankly speaking, organizing the work of a dynamic company within a system that has long needed changes is a difficult task, especially in aviation. This is an industry where everything is subject to defined requirements and procedures, and to lay the foundation, time and patience are needed. Flight safety, control of each stage of preparation, technical maintenance, certification – everything is strictly regulated and interconnected. The responsibility is enormous. You cannot work here without soul – it is daily, painstaking work, where there are no trifles, where every detail matters and affects the final result.
The pressure of the bureaucratic machine was felt most: resistance to any innovations, distrust of changes, slowing down initiatives – this was the reality. We existed within a system that hindered rather than promoted development. However, to work effectively at the international level, the system needs to be changed, made more flexible, and constantly developed.
We had specialists who gained experience working in Western companies, young people who thought progressively, so we always adhered to defined principles, because we knew well what honor, dedication to the cause, and responsibility for people meant. It was important for us to achieve our goal, so we confidently followed the chosen path and did it sincerely – with respect for the personnel and the cause, with faith in the result and the future.
Did the results ultimately inspire you to move forward?
Absolutely. Planning, critical thinking, and the implementation of what was conceived have always been a strong point of the team. We managed to do a lot – and not just within the company, but for the entire industry. We reconstructed the material and technical base in Zaporizhzhia, restored the main office, established full-fledged technical maintenance of aviation equipment, built a modular complex for engineering and technical personnel, employed more than 300 specialists, and restored and put into operation more than ten An-26 aircraft.
Conditions were created for the internship of young specialists, and English language and terminology training was organized for personnel. Looking broader – an infrastructure was developed that allowed for reliable rear support for the front even before the start of the great war. This was the result of many years of work. Time has shown that we were on the right track: we gained international recognition, made our contribution to the national economy, and also provided support for social initiatives in our native region.
The company invested in social events and youth development. An aeromodelling club for children was founded, STEM labs with 3D printers and simulators were created, and events were held to attract young people to aviation.
I repeat, all results were achieved through teamwork at all levels – from management to aircraft technician. We did our job qualitatively, genuinely, with the understanding that new opportunities stood behind it not only for the company, but also for the people who work in it, and for the country and the industry as a whole. Even if it sounds loud – we sincerely believed in it and continue to do so.
THE PAIN THAT DOES NOT FADE: THE EXPERIENCE OF THE RUSSIAN-UKRAINIAN WAR
How did you meet February 24, 2022?
On that day, February 24, PJSC “Konstanta” was operating as usual: the duty service was at their workplaces, some equipment was undergoing maintenance, and one An-26 was being prepared for a contract. As for me, I was just about to go on my first vacation in the last three years.
There was no confusion – the situation demanded quick decisions. We promptly called in the necessary personnel, coordinated actions with the military, created a working group, planned, and began to act. In a short time, we moved all operational aircraft to the western part of the country, transported documentation, critical equipment, and mothballed facilities.
Events at that time developed dynamically: a meeting with the military administration, defining priority tasks. I remember on February 26, a Mi-14 helicopter of the Ukrainian Navy arrived on our territory – without request, it just landed in our parking lot. We met, accommodated the crew, provided all necessary assistance, and ensured their departure.
After communicating with the military, the real situation and the scale of threats became clear. I reported the state of affairs to the management, handed over the company’s management, and went to the military enlistment office at my place of registration, where I received an order to report to a military unit in Kyiv. Thus began another new stage in my life.
How did your participation in hostilities begin, and in which directions did you fight?
I started fighting near Kyiv in March 2022. At that time, we were performing tasks in the Romanivka – Irpin area and forming a separate rifle battalion, which was subordinate to the Commander of the Ground Forces of the Armed Forces of Ukraine. The battalion was created on the basis of a volunteer formation. There, together with the airborne assault brigade, we held the defense under heavy enemy shelling.
On March 30, when the horde was pushed back from Kyiv, we received an order from the Commander-in-Chief of the Armed Forces of Ukraine to promptly move to the Izium direction – under the command of the commander of the Operational-Strategic Group of Troops “Sloboda”. Time was limited. I led the advance group, loaded ammunition and all the essentials, and set off.
I received the task directly from the commander of the operational group of troops “Sloboda” – the situation was difficult: it was necessary to take up defense in the area of the settlement of Virnopillia and stop the enemy’s breakthrough, who was advancing on Barvinkove. Already from April 4, heavy battles for Kharkiv region began. The enemy attacked with large forces: constant tank attacks and shelling, the first losses… We were entrusted with a difficult section. Despite entering the battle “from the wheels”, on unprepared positions, we stopped the enemy, did not lose a single position, and completed the combat mission.
In June 2022, I was already appointed commander of a separate rifle battalion of the Ground Forces of the Armed Forces of Ukraine, as part of which I continued combat operations in the Kharkiv region.
Then came the liberation of Izium, combat operations in Donetsk region, the offensive on Kreminna, Bakhmut – a long period of fierce struggle for our native Ukraine.
How difficult was it to get used to the new reality and the events of the war, how did you cope with the loss of comrades-in-arms?
The beginning of the war was difficult. Most of the battalion’s people were civilians, learning and gaining experience during combat operations. The level of motivation was high, support was felt everywhere. Everyone worked as one, helped each other, everyone realized that we were doing an important job.
Having experience in service, planning, and experience in Afghanistan, I sought to organize work with people and fight unconventionally – to outpace the enemy, impose our actions on them, not give them a break, and respond with force to force. No one thought about difficulties – the main thing was to contain and destroy the enemy.
The most difficult thing is the responsibility for subordinates, which rests on the commander’s shoulders. From the first day, you make decisions on which their lives depend. Some did not understand the processes, called it “militarism” – I had to explain: this is not pressure, this is planning, management, discipline – what distinguishes a combat unit and is the basis of success. There was not enough time for everything, often I had to act harshly.
It was exhausting combat work, sometimes emotional, but people felt the attitude, saw that I was nearby and went on missions with them. They supported, trusted. Anyone who remembers the first year of the war understands what I’m talking about. Recalling those days, you realize – there was almost no chance of survival. But we didn’t think about it – it was necessary to perform the assigned combat mission.
Every report of personnel losses is a pain in the soul. Where I didn’t work enough, didn’t plan enough, why it happened… It’s especially painful when young guys die: an hour ago I gave him a task – and then the person is gone. There are no emotions – there is dull pain and resistance to accepting the loss. You say goodbye to the fallen hero – and move on. These are difficult moments of war realities. We must always honor and remember those who gave their lives for their native land. The faces of fallen comrades are always with you – they are before your eyes, nearby, as they were remembered in life, and at the same time somewhere far away, at the battle sites…
One of the hardest days at the beginning of hostilities was April 10 – when we suffered the first heavy losses during the assault on Dmytrivka. A group approaching the settlement on the dam came under enemy tank fire. Then everyone was shaken by the cry of a father whose son died before his eyes. For a day under shelling, the evacuation of wounded and dead comrades continued – the real face of the war was revealed. That cry and that pain are hard to forget. Probably, war is not about heroism, but about dirt, blood, pain, and death, which you are not afraid of, but its breath is felt everywhere.
What events particularly stood out?
I remember the heavy battles in the Izium direction, the offensive on Kreminna, the assault on Terny, and the combat operations in Donetsk region. We always acted actively – we imposed our tactics on the enemy, responded to every one of their attacks. With experience, we established a combat rhythm of staff work: planning, situation analysis, and event debriefing – this allowed us to adapt faster on the battlefield, maintain the initiative, and, most importantly, reduce human losses.
Near Izium, we conducted two successful battalion-level operations that allowed us to improve the tactical situation. The first sortie was in August, on the eve of Independence Day – even then we were planning the liberation of Izium and improving positions. We conducted reconnaissance, and on August 23, after lunch, three tactical groups covertly occupied two forest belts and reached heights that allowed us to control enemy movement and logistics. The orcs did not expect such actions during the daytime – we captured prisoners, seized ammunition, weapons, and two operational BMPs.
The reaction was instantaneous: from Mala Kamyashuvakha, the enemy pulled up a tank reserve, the groups came under heavy shelling, held their positions for almost a day, but were forced to retreat to the second forest belt. As a result, the battalion advanced more than a kilometer, occupied advantageous positions, and entrenched itself.
The use of the created opportunities on September 10 – during the offensive on Izium, known as the Slobozhansky counteroffensive – was also successful. We were aware of the situation, decided to take advantage of the enemy’s regrouping, capture key heights, and seize positions in front of Mala Kamyashuvakha. After the morning reports, it became clear – the situation at the front had changed. We promptly clarified the plan, set tasks for the units, and changed the action plan.
That day, the God of War was on our side – in one day, we covered 25 km, cleared the settlements of Kopanky, Mala Kamyashuvakha, Topolske, Donetske. It was already evening when we assessed the situation and decided to enter Izium. The command “to Izium” added strength. There was contact with the enemy on the approaches – our captured BTR worked. That same evening, we raised our flag on the Seven Winds heights, took control of the crossing over the Siversky Donets River, and set up posts.
Why are these moments important? Because we waited for them, prepared for them, and achieved them. These were moments of true uplift – the first victories, a sense of unity and pride for the Armed Forces of Ukraine. Successes added confidence, strength, and were achieved solely thanks to people who showed incredible courage and bravery, aimed at one thing – to defeat the enemy and liberate their native land. 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 too many diagnoses. War does not pass without a trace – injuries and severe concussions took their toll. I gave my all, gave everything I could, worked as long as I was given the opportunity and had the strength.
When I retired, I had time to catch my breath, recover, and feel my strength. Life goes on…
THE VOICE OF AVIATION: WHY WE MUST SUPPORT IT
What did you rediscover yourself in civilian life? What are your plans for the future?
After retirement, I returned to aviation – a field that I understand and where I can be useful. Currently, I work as an advisor to PJSC “Aviakompaniia Konstanta” and am a member of the Supervisory Board of the Public Union “Ukrainian Air Transport Association”.
The Public Union is an important tool that allows for publicly voicing urgent problems and ways to overcome them, making proposals, discussing, and influencing decision-making in the aviation industry. Planned work is underway: we hold meetings of representatives of airlines – members of the Association, define directions and priority tasks, discuss the problems of airlines and ways to solve them.
The war will end someday, so it is necessary to lay the foundation for the post-war restart of processes now.
Who truly represents the interests of Ukrainian aviation today, and what are you trying to change?
We regularly communicate with representatives of aviation companies, discuss urgent challenges, and issues of further operation of aviation equipment developed and manufactured in Ukraine. We participated in the discussion of the implementation of EU regulations within the framework of 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.
Also, at the Association’s meetings, we 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 practically no one to defend the interests of aviation companies. At the highest level, there is almost no understanding of how companies live in modern realities, what challenges they face. Therefore, we are forced to initiate and establish processes from below – on our own.
Ukrainian aviation is more than just a separate industry. It embodies the country’s technical potential and is important for our presence in the world as a modern and technological state. Therefore, supporting aircraft manufacturing is not only about the economy, but also about preserving Ukraine’s strategic capabilities.
Between 2010 and 2025, thanks to the system of tax preferences, the industry demonstrated powerful results, and budget revenues from aviation industry enterprises increased, thereby confirming the effectiveness of stimulation through tax instruments. This allowed resources to be directed to new developments: three types of serial aircraft were created – An-140, An-148, and An-178, which became Ukraine’s calling card on the international market. “Motor Sich” developed five new aircraft engines that are in stable demand worldwide, and JSC “Antonov” carried out a deep modernization of the An-124-100 heavy transport aircraft, restoring its competitiveness in the global cargo transportation market. All these products and technologies are the result of stable financing, long-term programs, and scientific and production cooperation, which was maintained precisely thanks to tax preferences.
In addition, more than 50,000 highly qualified specialists work at aviation industry enterprises. These are designers, engineers, technologists, test pilots, electronics engineers, welders, programmers – people who possess unique competencies capable of ensuring the full cycle of aviation equipment production. Preserving these personnel means preserving Ukraine’s potential as a technological state.
In wartime conditions, the synergy between civil and military aviation also became particularly evident. The infrastructure of civil aircraft manufacturing – workshops, laboratories, stands, engineering bureaus – became the basis for the rapid re-equipment, repair, and adaptation of equipment for the needs of the front and army 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 be critically important in post-war reconstruction for rapid logistics, internal and international connections, transportation of humanitarian goods, and support for affected regions. It is not just an industry, but one of the foundations of Ukraine’s economy, technology, and international presence. We have everything to maintain a strong aviation sector – the main thing is to seize this opportunity in time.
Therefore, today the state must not just support aviation, but make up for lost time through concrete decisions, state policy, and the consolidation of efforts of those who are still able to keep the industry at a high level.
What changes do you think are urgent for the development of the aviation industry now?
Based on the current situation, I would conditionally divide the challenges facing the aviation industry of Ukraine into several main areas.
Firstly, the loss of tax preferences. The unstable economic situation and existing financial restrictions complicate the work of enterprises. To support the industry, it is necessary to exempt aviation and aircraft manufacturing companies from income tax, VAT, and land tax.
Secondly, import restrictions. Today there is a duty on the import of units and components, which negatively affects both civil and military aviation.
Thirdly, the modernization of aviation equipment. A significant part of it is outdated and requires modernization, adaptation to modern conditions, and integration with Western weapon systems. At the same time, production capacities remain limited – they need to be increased and a large-scale update carried out.
Also important is state support for the operation of domestic aviation equipment involved in UN humanitarian missions and performing critically important tasks in emergency situations. Airlines carrying out such operations should be recognized as extremely important for the country’s economy – with special attention to the use of “Antonov” type aircraft and the development of component production in Ukraine.
In turn, delays in decision-making entail not only economic but also strategic risks. The abolition of tax preferences leads to an increase in product costs, loss of competitive positions, and inability to invest in development and modernization. This hits large enterprises the hardest, which previously directed saved funds to production modernization. As a result, there is a risk of contract disruption, capacity reduction, and loss of critical technologies. In the conditions of a full-scale war, this directly threatens national security. Stopping the industry means losing highly qualified specialists, destroying exports, devaluing many years of experience, and deep economic losses. Restoring destroyed aviation competencies will be extremely difficult – it will require decades and large-scale investments, and in some cases will simply be impossible.
The aviation industry is a strategically important and high-tech sector that requires systemic support and appropriate state funding today.