Aviation-Event 2026 CLJ marked the fifth consecutive edition of the conference in Romania, organized by Aviation-Event in partnership with "Avram Iancu" Cluj International Airport and the Cluj County Council. Around 200 decision-makers and more than 30 speakers gathered in Cluj-Napoca. Airline executives, airport operators, regulators, infrastructure providers, and aviation media. The day was opened by Maria Forna, Prefect of Cluj County, and Emil Boc, Mayor of Cluj-Napoca, with the welcome session moderated by José Ramón Bauzá, former MEP and Honorary Member of the Aviation-Event Supervisory Board.

David Ciceo, Director General of Cluj International Airport, delivered the opening keynote. "Aviation-Event CLJ has become a benchmark for the civil aviation ecosystem, both regionally and internationally," Ciceo said, framing the day around international cooperation and sustainable development. Matthew Cornelius, Executive Vice President of ACI North America, then offered the transatlantic perspective, followed by a leadership keynote from Ian Malin, Chief Commercial Officer of Wizz Air, moderated by Rüdiger Kiani-Kress of WirtschaftsWoche.

Marcel Riwalsky, CEO of Aviation-Event, opened the day alongside Ciceo, framing the fifth edition as a milestone in the partnership between the organization and Cluj International Airport. Peter Baumgartner, Chairman of the Aviation-Event Supervisory Board and former CEO of Etihad Airways, delivered the wrap-up.

Three thematic panels structured the rest of the day. Investment and Governance brought together airport leaders from Salzburg (Bettina Ganghofer), Tallinn (Riivo Tuvike), and Dakar (Askin Demir), alongside Jakub Małecki of LOT Polish Airlines and Mihai Pătrașcu of Satu Mare Airport.

The Innovation panel gathered Thomas Dworschak (CEO Košice Airport and Director of IT Digitalization at Vienna Airport), Gert Taeymans (EVP Europe, ADB SAFEGATE), Iustinian Șovrea (GlobalLogic Romania), Sofia Mari (Athens International Airport), Professor Sorin Eugen Zaharia of the UNESCO Chair at Politehnica Bucharest, and Marius Popescu of the Carpathia airline association.

The Aviation National Focus panel closed the day with Bogdan Costaș (TAROM), Cristian Paris (Menzies Aviation), Marius Pandel (AnimaWings), Romeo Vatră (Iași International Airport), and Nicolae Stoica (Romanian Civil Aeronautical Authority (AACR)).

The venue itself carried part of the argument. Cluj “Avram Iancu” International Airport has grown from 36,000 passengers a year in 1996 to more than 3.58 million in 2025. It is now Romania’s second-busiest airport after Bucharest, and around 65,000 passengers already travel indirectly between Cluj and the United States every year. Ciceo confirmed that a direct US route is being actively worked on, though not before 2030 at the earliest, the timeline on which the runway extension can be delivered. The conference, in other words, was being hosted by an airport whose own trajectory is one of the clearest case studies of the theme on the agenda.

Wizz Air's Pivot: Zero Flights to the Middle East.

The most candid moment of the day came from Wizz Air. Jet fuel had hit $1,756 per metric ton, up from roughly $600 a month earlier. In that environment, Ian Malin laid out a strategic realignment that would have looked unthinkable a year ago. "We pulled out of Abu Dhabi. As of right now, we are flying zero flights to the Middle East. Zero," Malin told the audience. Twelve aircraft and 500 crew were redeployed, most of them to Italy and Spain, with knock-on capacity added across Central and Eastern Europe, the Black Sea, and Albania.

The financial armor behind that pivot is fuel hedging. Wizz Air is 86 percent hedged for the fiscal year and 71 percent for the next quarter, with expected consumption protected at a price closer to $700. More than 70 percent of the fleet is now A321neo. The Pratt & Whitney powdered metal engine defect initially grounded 55 aircraft. This has now been reduced to roughly 30. Asked whether focus had moved from efficiency to resilience, Malin was direct. "Indeed, indeed. Laser-focused now on this reliability point." The US market is being handled through charters rather than scheduled flights.

The Sentient Tarmac.

Gert Taeymans of ADB SAFEGATE took the room through a quieter but equally radical shift. The airfield, historically the most rigid part of airport infrastructure, is becoming a sensor network. Airfield lights are being turned into sensing points that feed automated guidance systems and Foreign Object Debris detection. "Our vision is really that in 10 years from now, a stand will be completely automatically managed from stand entry, the handling of the aircraft, until pushback," Taeymans said.

Athens: Rhythm, Flow, and Light.

Sofia Mari presented the clearest physical expression of the industry's bet on the future. Athens International Airport has resumed and accelerated its phased expansion, now targeting a 50 million passenger capacity. The program includes a new multi-story car park with over 3,000 additional spaces, a naturally ventilated seven-floor building, a Northwest apron expansion, and a terminal expansion that will increase airport spaces by more than 70 percent. The architectural philosophy rests on three ideas. Rhythm, flow, and light. The centerpiece, the North Oculus, is designed as the commercial heart of the expanded airport, flooded with natural light.

The AI Imperative.

Professor Sorin Eugen Zaharia of the UNESCO Chair "Engineering for Society" traced the arc from the first commercial flight in 1914 to the algorithmic skies now emerging. The point was scale. The industry is moving from thousands of aircraft movements to hundreds of thousands, as advanced air mobility, drones, and vertiports are introduced. Machine learning for predictive maintenance. Optimization algorithms for A-CDM. Computer vision for security. Zaharia also linked AI directly to sustainability. Optimization produces lower emissions.

The Human Element.

Iustinian Șovrea of GlobalLogic Romania, part of Hitachi, grounded the technology conversation in people. "Our core philosophy is to have the human being in the middle," he said. The push toward robotic baggage handling, drones, and wheelchair automation is not primarily about efficiency. It is about labor reality. A baggage loader moves roughly ten tons of weight per shift. That is work the industry can no longer staff, and should no longer ask people to do.

Biometrics and the Regulatory Gap.

The day's final thematic thread was seamless travel. Matthew Cornelius of ACI North America cited the US Customs and Border Protection Enhanced Passenger Processing program as proof that biometrics can resolve the chronic arrivals bottleneck when staffing alone cannot. Europe has the technology. What it lacks is regulatory alignment and public trust. Harmonizing disparate national regulatory schemes will likely remain difficult for years.

Romania's Moment, and Its Risk.

Marius Popescu, President of the Carpathia airline association, was blunt about the market. Romanian passengers are extremely price-sensitive, which forces innovation toward doing more with less without compromising safety. Bogdan Costaș of TAROM, Cristian Paris of Menzies Aviation, Marius Pandel of AnimaWings, Romeo Vatră of Iași International Airport, and Nicolae Stoica of the Romanian Civil Aeronautical Authority all pointed to the same structural tension. European funds have delivered a wave of infrastructure improvements, and Romania can become a stronger regional hub. The risk is the gap between physical buildout and the technology layer needed to run it.

Conclusion.

Aviation-Event CLJ 2026 did what its fifth edition needed to do. It convened the people actually making the decisions, and it let them speak candidly about a year that has tested every assumption. Strategic retreats from peripheral markets. Automated stands. Terminals built around light. AI moving from slide decks into A-CDM. The skies ahead are not simply larger. They are more intelligent, more disciplined, and more resilient.

"Organizing the fifth edition in Cluj-Napoca underlines our commitment to international cooperation and constructive dialogue," Ciceo said in his closing remarks, confirming the airport's intent to host the sixth edition in 2027.

Aviaedge thanks the organizers of Aviation-Event CLJ 2026 and all participating speakers.

Aviation is an industry in which every management decision carries the weight of thousands of human destinies — passengers planning vacations, business executives rushing to negotiations, families connecting across borders. Yet there exists another, less visible dimension to these decisions: hundreds of specialists — pilots, flight attendants, aviation engineers — whose careers and livelihoods depend directly on the operational and strategic acumen of those who lead an airline.

For SkyUp Airlines — the Ukrainian carrier founded in 2017 and until recently known primarily as a powerful charter operator in the leisure-travel market — February 24, 2022 marked not merely the date of Russia’s full-scale invasion of Ukraine. It became a point of no return, after which the company found itself facing an existential choice: stagnation under a closed sky, or transformation — complex, risky, but the only viable strategy for survival and growth.

Nearly four years have passed. SkyUp did not merely survive — the company reached a new qualitative level, obtaining IATA membership, IOSA certification, an EU Air Operator Certificate, and actually launching scheduled services on European routes from Chisinau. This is not a marketing narrative; it is a documented operational fact, confirmed by international regulators, auditors, and partners.

Dmytro Sieroukhov, CEO of SkyUp Airlines, is the person who holds the threads of this transformation. Speaking with Aviaedge, he revealed the details of strategic decisions, operational challenges, and perspectives that outline the future of the airline and, more broadly, of the entire civil aviation industry in a fundamentally altered landscape.

Decisions That Defined 2025.

Viktoriia H.: “2025 was a difficult year for the entire aviation industry. What was it like for SkyUp, and which management decisions most significantly affected the company’s further development?”

Dmytro Sieroukhov: “In April 2025, we took an important step and launched scheduled flights from Chisinau. This direction is especially significant for us, as it continues what we were doing before the full-scale invasion. For the summer 2026 season, we have planned routes to more than 30 destinations, including the most popular ones — Spain, Greece, France, Italy, Portugal, and others. For SkyUp, 2025 was a time of major changes and development. We became an IATA member and successfully passed IOSA certification. This confirms that we fly safely, manage risks, and operate in accordance with the most current international aviation standards. The launch of scheduled flights is the result of years of persistent work. You can imagine how difficult it is for a Ukrainian business to enter the competitive European arena. Back in 2022, we made an important strategic transformation, shifting to ACMI and charter operations to effectively utilize our fleet and crew, preserve company revenue, and maintain the ability to operate in the European market. In 2023, we obtained the EU Air Operator Certificate, which gave us the ‘green light’ to prepare for scheduled flights. In parallel, we continued to develop the charter and ACMI directions, which helped sustain stable operations for further growth.”

The strategic logic of these decisions is not immediately apparent, but it reveals a clear sequence: ACMI and charter became cash flow generators that financed expensive certification and regulatory alignment; IOSA certification opened doors to trust from leading European partners; finally, obtaining the EU Air Operator Certificate transformed SkyUp from a guest into a full participant in the European aviation market. Each stage, in this way, became an investment in the next.

Industry statistics confirm how difficult this path was. According to ICAO data, only approximately 30% of airlines that suspended scheduled services due to force majeure circumstances successfully resume full operational activity within five years. SkyUp, overcoming not merely temporary operational difficulties but the complete loss of its home market, demonstrates operational resilience that is rare even by global standards.

Competitive Positioning in the European Market.

Viktoriia H.: “In the spring of 2025, SkyUp entered the European market with scheduled flights. How do you assess your position among European airlines today?”

Dmytro Sieroukhov: “Today SkyUp positions itself as an international aviation brand with Ukrainian roots, capable of effectively operating and developing in the highly competitive European environment and adapting to challenging conditions. We plan routes so that passengers can travel conveniently and the company can operate efficiently. This allows us to remain competitive and gradually strengthen our position among European carriers.”

The European short- and medium-haul market is one of the most competitive in the world. Operating here are Ryanair — the absolute leader in European passenger numbers — alongside Wizz Air, easyJet, and dozens of charter and regional operators. Each carves out its own niche: some compete purely on price, others on geographic coverage, still others on service quality. Finding one’s position on this board requires not only financial resources but also precise consumer understanding.

Sieroukhov articulates SkyUp’s competitive identity around several key parameters: transparent pricing without hidden surcharges, comfort-oriented service, and a distinctive cultural identity that appeals to the ten-million-strong Ukrainian diaspora dispersed throughout Europe. This last factor is a unique asset possessed by none of the European competitors.

Service as Differentiator: Why Passengers Choose SkyUp.

Viktoriia H.: “On European routes, you operate alongside large and well-known brands. What, in your view, should make a passenger choose SkyUp?”

Dmytro Sieroukhov: “Working alongside such giants is a stimulus for us to become even better. Passengers choose SkyUp for the combination of quality service and honest pricing, without hidden or unexpected surcharges. For SkyUp, a quality customer experience is the foundation of our philosophy. It will always come first. For example, we have comfortable seats with adequate legroom, which is especially important on longer journeys, restaurant-quality food that passengers actively comment on and recommend to others, and even a pet-friendly service so you can fly with your pets. For us, the client is not only the passenger but also our employees. That is why we developed a comfortable uniform for crew members, and were among the first to eliminate high heels and add comfortable footwear. The freedom of movement in stylish casual suits and comfortable shoes received positive feedback not only from our colleagues but from the global community.”

This statement resonates with a broader trend in consumer behavior — the so-called “experience shift” documented by McKinsey and Bain analysts: the modern passenger, especially in the leisure-travel segment, increasingly makes decisions based not solely on price but on the cumulative experience from booking to deplaning. SkyUp deliberately invests in precisely these touchpoints: food, comfort, friendly approach to non-standard needs (pet-friendly), and the well-being of the crew itself, which directly shapes the atmosphere on board

ACMI and Strategic Partnerships: The Architecture of Collaboration.

Viktoriia H.: “The European market is highly competitive. With whom is SkyUp building key partnerships today, and what role do they play in the company’s development?”

Dmytro Sieroukhov: “SkyUp is building partnership relationships with leading European airlines, including Wizz Air, Smartwings, and others. This helps us strengthen our position in the European market and enhances trust in the brand. At the same time, we are developing the charter direction and have agreements with several tour operators, including our strategic partner Join UP!. Such partnerships allow us to expand our presence in the tourism segment and create new growth opportunities for the company.”

ACMI (Aircraft, Crew, Maintenance, Insurance) — a model under which an airline provides its aircraft together with crew and technical maintenance to another carrier — became, in essence, a lifeline for SkyUp in the first critical months after the closure of Ukrainian airspace. More importantly, however, it was precisely the ACMI contracts with recognized European operators such as Wizz Air and Smartwings that served as a proof base for reliability and compliance with international standards. When a Central European stock-listed airline chooses you as a wet-lease partner, that itself constitutes a powerful quality certificate.

The partnership with Join UP! — one of Ukraine’s leading tour operators — is strategically important for a different reason: it gives SkyUp access to stable and predictable demand in the package travel segment, which is particularly valuable amid volatile demand on scheduled routes. Diversification across scheduled flights, ACMI, and charter represents a classic operational risk reduction strategy.

Navigating European Regulation: 20+ Audits and IOSA.

Viktoriia H.: “Operating in Europe also means different rules and standards. Which requirements were most challenging to work with?”

Dmytro Sieroukhov: “The most difficult part was building trust as a Ukrainian business and carrier. After the war began, our operational capabilities were limited by the absence of an Air Operator Certificate. We needed to obtain separate flight permissions for each flight. Additionally, we had to constantly confirm compliance with safety and reliability standards. We underwent more than 20 audits from European partners and regulators, examining absolutely all processes: from technical inspection and aircraft maintenance to passenger safety organization and risk management. Adaptation to EASA standards included IOSA certification, the introduction of safety management systems, regular personnel training, and continuous monitoring of operational risks. As a result, we were able to demonstrate that a Ukrainian airline can safely and effectively operate according to the high European standards.”

IOSA (IATA Operational Safety Audit) certification is one of the industry’s most recognized independent confirmations of operational safety levels. Less than half of IATA member airlines hold a current IOSA certificate. For SkyUp — an airline based outside the EU and operating in the highly non-standard operational conditions of wartime — achieving this status is evidence of systematic effort, not merely formal compliance.

More than twenty external audits is a figure that speaks for itself. This is not routine regulatory inspection; it is, in effect, a continuous process of demonstrating competence. Each audit required the mobilization of resources, management time, documentary evidence, and — critically — genuine compliance with standards that cannot be “faked” in aviation, where the price of error is measured in human lives.

Global Trends as Strategic Compass.

Viktoriia H.: “Which global aviation trends guide your strategic decisions for SkyUp today?”

Dmytro Sieroukhov: “Today global aviation faces a number of challenges and opportunities simultaneously. Among the key trends: geopolitical instability, rising operational costs, shortages of qualified specialists, and limited aircraft supply. For many companies, this is a signal to transform and diversify business models. Ukrainian airlines, including SkyUp, have been operating under extremely difficult conditions since 2022. At the same time, this gave us valuable experience in crisis management, rapid response, and adaptation to unexpected changes. Today, flexibility and the ability to adapt quickly are becoming key for airlines worldwide. Another important aspect is alignment with passenger needs and changes in demand. Even with Ukrainian airspace closed, Ukrainians continue to travel, stimulating the development of airports in neighboring countries and opening new opportunities for carriers. The global personnel deficit is another challenge, particularly for Ukraine, where there is an outflow of specialists and declining interest among young people in the aviation industry. This underscores the importance of investments in personnel training and building teams that combine Ukrainian and international specialists to ensure sustainable development after the restoration of civil aviation. These trends are shaping modern aviation overall, making it more flexible, diversified, and resilient to external challenges. For SkyUp, this means continuing to transform, consolidating our position in the international market, and preparing for the resumption of flights to Ukraine in light of the new global realities.”

The global trend analysis Sieroukhov references aligns with official IATA forecasts. According to IATA World Air Transport Statistics, air travel demand in 2024-2025 recovered to 94-97% of 2019 levels. Meanwhile, the structural pilot deficit, per Boeing’s Pilot Outlook, will reach 600,000 by 2042 — a challenge critically relevant to Ukraine, where a new generation of aviation specialists was being prepared before the full-scale aggression, a significant portion of whom are now mobilized or have emigrated.

Preserving the Team: The Most Valuable Asset in Crisis.

Viktoriia H.: “With Ukrainian airspace still closed and civil aviation going through a difficult period, how has SkyUp managed to keep its team together and continue operating?”

Dmytro Sieroukhov: “From the very first day, we thought not only about how to survive, but also about how to preserve the company and be ready for the long-awaited moment of returning to Ukrainian skies. Therefore SkyUp continues to operate: maintaining the fleet, training pilots and flight attendants, and constantly engaging with regulators and airports so that, when the moment comes, we can quickly resume flights. Most of our team members are Ukrainians, and it was important for us not to lose these professionals. Even working abroad, we remain a Ukrainian company and continue to pay taxes in Ukraine. Since the beginning of the full-scale war, SkyUp has transferred more than 1.1 billion hryvnias to the state budget, and for us this is also a way of supporting the country. At the same time, we ensure that our pilots, flight attendants, and engineers do not lose their qualifications. This is critically important, as these are the very people who will form the foundation of aviation’s recovery after the war. We want to be the first to return to Ukrainian skies.”

According to Sieroukhov, more than 1.1 billion hryvnias in tax contributions since 2022 is not merely a legal obligation. It is strategic positioning: by supporting the state budget during wartime, SkyUp builds moral and reputational capital that has practical significance in future negotiations on the terms of restoring aviation connectivity, potential state subsidies, or preferential conditions for entering the home market.

Maintaining qualifications presents a separate operational challenge: a pilot’s license requires regular confirmation — simulator training, check rides, medical examinations. Ensuring this entire process for hundreds of specialists dispersed across Europe, under a constrained budget, is a logistical and financial task solved on a daily basis.

Opening Ukrainian Skies: A Reintegration Strategy.

Viktoriia H.: “Statements about the possible opening of Ukrainian airspace periodically appear, and some international airlines are already talking about returning to the Ukrainian market. How do you assess these prospects, and what are SkyUp’s plans regarding returning to Ukrainian skies after the war?”

Dmytro Sieroukhov: “Restoring aviation is a step-by-step process that requires coordination with Ukrainian state authorities, European regulators, the military, insurance companies, and other market participants. SkyUp is involved in this dialogue and is working to be ready to return when the necessary conditions arise. Our foremost priority is safety and infrastructure compliance with international requirements. That is why we conducted an audit of one of Ukraine’s airports, to better understand the real state of the infrastructure and the possibilities for resuming flights. At the same time, it is important that during the recovery period, Ukrainian airlines have support from the state. We do see that international carriers are already announcing plans to return to Ukraine, and for healthy and fair competition at the outset, Ukrainian airlines — which are currently continuing their efforts to survive in the international arena — will need a level playing field. This will help preserve the industry within the country.”

This position reflects a real asymmetry that will need to be addressed when aviation is restored: major international carriers will enter the open market with substantial financial reserves, while Ukrainian airlines — which have spent years in operational crisis — will have limited resources for competition. State support — through subsidies, preferential airport charges, or priority slot access — is not protectionism, but a tool for preserving sectoral sovereignty.

The fact that an airport infrastructure audit has already been conducted is telling. SkyUp is not waiting for airspace to open before starting preparations; the company is already accumulating operational intelligence that will enable it to act faster than competitors.

State Cooperation: Evacuation Flights and the Defense Intelligence Directorate.

Viktoriia H.: “You speak about state support for Ukrainian aviation. In what format does your cooperation with state bodies currently take place?”

Dmytro Sieroukhov: “For us, cooperation with the state means above all helping people in the most difficult situations — when there is an urgent need to evacuate citizens, return them home, or deliver essential cargo. In particular, SkyUp was engaged to conduct special and evacuation flights in coordination with the Ministry of Foreign Affairs and the Defense Intelligence Directorate. One example is the flight from Lebanon to Poland in October 2024, which we conducted in coordination with the MFA and the Defense Intelligence Directorate to evacuate Ukrainians and citizens of other countries from a dangerous area. For this work, the company received an official letter of commendation from the Defense Intelligence Directorate of the Ministry of Defense of Ukraine. For us, this is important as a sign of trust from the state. In addition, we operated humanitarian flights and delivered essential cargo. In many cases, this took place in close coordination with state structures supporting Ukrainians abroad.”

The evacuation flight from Lebanon — a country that in October 2024 found itself in the maelstrom of an escalated armed conflict — exemplifies a mission that extends far beyond standard commercial operation. Such missions require real-time coordination between diplomatic and intelligence structures, decision-making under incomplete information, and operational flexibility that few commercial operators possess.

The official commendation from the Defense Intelligence Directorate of the Ministry of Defense carries significant institutional weight. It testifies not merely to a completed flight, but to the fact that SkyUp acted as a reliable and competent partner in an extraordinarily sensitive context.

2026 Priorities: Restructuring for Growth.

Viktoriia H.: “Looking ahead to this year, how do you envision SkyUp’s development in 2026?”

Dmytro Sieroukhov: “In 2026, SkyUp plans to restructure resources to improve efficiency and profitability. We are reviewing the fleet, optimizing internal processes, and updating the route network to respond quickly to market changes and maintain stable business operations. Our core priorities remain the same: we continue to work on improving services, developing scheduled and charter programs, as well as ACMI. At the same time, we are strengthening cooperation with partners, opening new destinations, and implementing projects that create additional opportunities for passengers, partners, and the company as a whole.”

The word “restructuring” in an aviation context often carries anxious connotations. In SkyUp’s context, however, it signifies something different: not a crisis measure, but a deliberate optimization following several years of operating under conditions of wartime uncertainty. Fleet review likely involves aligning aircraft types and numbers with the current route network and projected demand.

The 2026 agenda — scheduled flights to more than 30 destinations plus charter and ACMI activity — is ambitious but realistic for a company that has already cleared the principal regulatory and operational barriers.

Conclusion: A Lesson in Resilience for the Entire Industry.

Aviation does not forgive weakness — operational, strategic, or human. In conditions where the majority of external factors were aligned against it, SkyUp Airlines built a system that withstood the pressure without losing fleet, team, licenses, or reputation. This is not luck. It is the result of consistent decisions made with an understanding of their long-term consequences.

Dmytro Sieroukhov and his team demonstrated that even under the most difficult conditions it is possible not merely to preserve a business but to emerge from crisis as an operationally more mature company — with international safety standards, European partners, and a clear plan for the future.

For the aviation industry as a whole — especially for recovering markets where sensitivity to external shocks is a built-in feature of the operational environment — this strategy stands as an example worthy of detailed study.

Special thanks to Dmytro Sieroukhov for his comprehensive answers and insider perspective on managing an airline through the most challenging period for the industry and the country.

With respect, Viktoriia Hrechukha for Aviaedge

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Bratislava Airport (BTS) has reached a critical threshold in its institutional development. After 16 consecutive years of financial losses, the airport posted a €2.499 million profit in 2024—a watershed moment that signals a transition from recovery toward potential structural advantage in Central European aviation.

This profit arrived amid unprecedented growth: passenger traffic surged to 2.4 million in 2024, the highest since 2019, driven by transformative partnerships with two major low-cost carriers (Ryanair and Wizz Air) simultaneously expanding their Central European operations. Ryanair now operates 33 routes from Bratislava with a three-aircraft base; Wizz Air launched its four-aircraft base in November 2025, immediately scaling from two routes to 29 scheduled services.

More provocatively, BTS is positioned at the convergence of three structural trends that will shape European aviation infrastructure for the next decade:

1. Low-Cost Carrier Consolidation.

   The dual-carrier model at BTS—with Ryanair and Wizz Air simultaneously expanding rather than competing for exclusive dominance—represents a rare configuration among regional European airports. This creates network density (62 combined routes), capacity redundancy, and competitive pricing for passengers, but also operational concentration risk rarely discussed in mainstream aviation media.

2. Regional Hub Transformation.

   With 33 + 29 = 62 international routes, BTS is transitioning from a “secondary airport” to a genuine “regional distribution node” for Central Europe. However, this transformation is happening within a single 2012-era terminal designed for 5 million passengers annually—infrastructure that is sufficient in capacity but increasingly constrained operationally.

3. EU Infrastructure Pivot.

   The European Union’s post-2027 Connecting Europe Facility (CEF) framework, with allocations doubled or tripled compared to 2014–2020, creates unprecedented co-financing opportunities for airports in geopolitical “bridge” locations like Slovakia. BTS’s leadership has begun positioning for these resources, particularly through the new military mobility funding envelope—a sophisticated strategic move that many peer airports have yet to recognize.

Against this backdrop, Aviaedge conducted this exclusive strategic interview with CEO Dušan Novota to explore how BTS leadership plans to navigate record passenger growth (projections exceed 4 million annually), maintain operational quality amid infrastructure constraints, secure EU funding for critical expansions, and position Slovakia’s premier airport for the next decade of Central European integration.

The insights below—many addressed here for the first time in strategic depth—reveal professional airport management executing disciplined growth strategy amid structural opportunity. They also reveal vulnerabilities, gaps, and concentration risks that warrant attention from investors, policymakers, and peer airport operators across Ukraine, Poland, Czechia, and the Balkans.

Q1: BALANCING RAPID GROWTH WITH OPERATIONAL INTEGRITY AND INFRASTRUCTURE CAPACITY

With BTS surpassing 2 million passengers for the first time since 2019, and both Ryanair (33 routes, record summer 2026 schedule) and Wizz Air (4-aircraft base with 29 routes) expanding simultaneously, what are your top three strategic priorities for 2026–2027, and how do you plan to balance rapid growth with operational quality and infrastructure capacity?

“This year, Bratislava Airport has reached a remarkable historic milestone and experienced unprecedented growth. Our strengthened cooperation with Ryanair has enabled the launch of numerous new routes, and the carrier has added a third aircraft to its Bratislava base, significantly expanding its network. At the same time, we have secured substantial growth with Wizz Air, which opened its base at Bratislava in mid-November. As a result, the carrier will increase its offering from just two routes to as many as 29 scheduled services operated by four based aircraft. Thanks to this expansion, we will already achieve an all-time passenger record this year—approximately 2.4 million passengers—surpassing our previous peak from 2019.” said by Dušan Novota.

Dual-carrier consolidation (Ryanair 33 + Wizz 29 routes = 62 total) creates rare CEE network density. The 2.4M PAX in 2024 versus the 2019 peak demonstrates sustained post-COVID recovery.

“Looking ahead, driven by the growth of Ryanair and Wizz Air, our existing airline partners, as well as strong charter operations from tour operators, we anticipate exceptional further growth, with projections exceeding 4 million passengers annually.

The M. R. Štefánik Airport infrastructure, reconstructed between 2010 and 2012, was designed to handle up to 5 million passengers per year, so our capacity is sufficient. However, several operational adjustments are necessary to accommodate this pace of growth. These include strengthening security screening capacity, recruiting additional staff, acquiring new ground handling equipment, and expanding parking facilities. We are preparing thoroughly from an operational perspective to ensure that we can manage this rapid growth while maintaining high service quality.” said by Dušan Novota.

A 25% capacity headroom (5M design vs 4M target) provides a structural advantage compared to KRK/PRG constraints. Process optimization reflects operational maturity. Note that this headroom applies to annual throughput, not peak-hour elasticity, where security, non-Schengen processing, and apron resources remain the main constraints.

“In addition to maintaining high operational standards and a strong level of customer service, our focus remains on sustainable growth. One of our key strategic priorities, alongside those already mentioned, is to strengthen Bratislava’s connectivity with major European hubs and, through them, to improve indirect connections to overseas destinations, while also further developing mid-haul and long-haul connections.” said by Dušan Novota.

The hub feeder strategy (MUC/FRA/LHR) positions BTS as a sophisticated CEE distribution node rather than a competing long-haul hub.

Q2: CARGO GROWTH AND THE CARGO TERMINAL INVESTMENT DECISION

Q1 2025 saw cargo surging 65% year-on-year, with automotive and time-critical logistics driving growth via partnerships with DHL, MNG Airlines, and BBN Airlines Türkiye. What is your five-year vision for BTS as a cargo and logistics hub, and how does this complement the passenger growth strategy?

“Approximately 95% of all cargo handled in Bratislava is transported by European Air Transport, which operates DHL flights. The carrier runs cargo services once or twice daily on weekdays between Leipzig, Germany, and Bratislava, and back. Other operators perform only smaller ad hoc cargo flights, usually transporting components for automotive manufacturers in Slovakia.” said by Dušan Novota.

DHL bilateral efficiency drives growth, but a structural ceiling exists without dedicated infrastructure. The VW/PSA/JLR automotive cluster creates a defensible niche

“The growth in our cargo volumes is therefore mainly driven by DHL and the larger aircraft types they operate, although we are also seeing an increase in the transport of other goods. We are well aware that the development of cargo operations in Bratislava would be significantly strengthened by the construction of a dedicated cargo terminal. Until such a facility is built, cargo services at the airport cannot grow in a more substantial way.” said by Dušan Novota.

Clear CAPEX recognition: a dedicated cargo terminal would materially expand addressable logistics volumes, based on comparable CEE cargo airport benchmarks. CEF Transport/Military Mobility funding is a perfect fit for this NATO-flank location.

Q3: PROFITABILITY AMID SCALE — THE FINANCIAL TURNAROUND

BTS reported EUR 2.499 million profit in 2024—the first in 16 years—with energy costs cut 35% and operating costs down 5%. What were the key operational and investment decisions that drove this turnaround, and how will you maintain profitability amid infrastructure investments needed for 3–4 million passengers in 2026?

“This was an outstanding financial result, especially considering that in previous years BTS ended in a loss, mainly due to high operating costs (energy, personnel expenses, depreciation) and interest payments. Our aviation revenues increased in 2024 as a result of the rising number of passengers handled. The airport also recorded higher income from ground handling services, driven by the handling of heavier aircraft—particularly those in category E.

At the same time, revenues from non-aviation activities also grew, including space rentals and higher income from operating parking lot P3, achieved without raising parking fees. In addition, the airport managed to reduce energy costs by 35% and cut operating expenses by 5%, despite most of these being fixed costs.” said by Dušan Novota.

A €1.04/PAX margin (2024) suggests potential €4–5M profitability at 4M PAX, assuming fixed-cost discipline and stable airline yield structures. Fixed-cost leverage combined with yield discipline supports a sustainable regional model.

“As for major investments, one of our priorities is to procure at least one passenger boarding bridge during 2026.” said by Dušan Novota.

PBB CAPEX accelerates airline utilization (20–25 min turnarounds), driving volume and revenue compounding.

Q4: DOMESTIC CONNECTIVITY — BRATISLAVA–KOŠICE AS A PUBLIC SERVICE MODEL

The November 2025 launch of the Bratislava–Košice domestic route marks the first scheduled link in six years. How does BTS view its role in connecting Slovakia’s secondary cities, and what regulatory or commercial barriers have historically limited domestic aviation?

“This air service is the result of the work of the Ministry of Transport of the Slovak Republic, which launched a Public Service Obligation tender to select the operator and negotiated the operating conditions of this route with the European Commission. We are very pleased that Wizz Air is operating this domestic connection, as it has proven to be an excellent step for improving Slovakia’s connectivity. There is strong demand for flights between Bratislava and Košice, which operate up to nine times per week and we expect this route to continue beyond the PSO period. This air route speeds up many business trips, makes short getaways possible, and is undoubtedly a major benefit.” said by Dušan Novota.

Early load factors indicate demand sustainability beyond the PSO period. The ministry-airport-airline coordination model could be replicated in other CEE markets.

“Besides the recently launched domestic route between Bratislava and Košice, which we believe has the potential to be sustainable, there is limited commercial potential for additional domestic air connections. This is mainly due to Slovakia’s geographic conditions and short travel distances, as domestic air travel is not a common habit among Slovak passengers, who traditionally rely on other modes of transport. Nevertheless, we will continue to monitor the situation, and should opportunities arise, we will actively engage with carriers to ensure these are considered.” said by Dušan Novota.” said by Dušan Novota.

Geographic realism ensures credible positioning versus aspirational domestic network claims prevalent in smaller CEE markets.

Q5: SUSTAINABLE AVIATION FUEL (SAF) AND ENVIRONMENTAL LEADERSHIP

Slovakia’s Slovnaft refinery produces SAF, and the EU’s ReFuelEU Aviation regulation mandates 2% SAF blending from 2025 (rising to 70% by 2050). Is BTS working with airlines to ensure SAF infrastructure readiness, and what sustainability certifications or carbon-neutrality targets is the airport pursuing?

“In 2025, Bratislava Airport has already met the mandatory 2% SAF requirement. However, Bratislava Airport does not work directly with airlines to achieve this target. We have a contract with the fueling company Slovnaft, which monitors the relevant European regulations and ensures aircraft fueling for the airlines.

Moreover, we are taking several smaller steps that also contribute to protecting the environment. We strive to use electric vehicles on the apron, we have replaced our lighting systems with energy-efficient LED technology, and we are actively working on various ESG initiatives.” said by Dušan Novota.” said by Dušan Novota.

ReFuelEU compliance, enabled by local ISCC-certified SAF production, positions BTS in alignment with EU sustainability mandates.

• https://transport.ec.europa.eu/news-events/news/commission-brings-clarity-refueleu-aviation-implementation-2025-02-28_en

• https://ceenergynews.com/oil-gas/mol-hvo-saf-in-bratislava-refinery/

Q6: TERMINAL CAPACITY, INFRASTRUCTURE MODERNIZATION, AND EXPANSION TIMELINE

BTS operates from a single terminal with infrastructure last modernized in 2012. With Wizz Air adding two more aircraft and Ryanair expanding, how confident are you that current facilities will meet 3–4 million passenger demand without terminal expansion, and what are the timeline and funding mechanisms for any planned upgrades?

“The M. R. Štefánik Airport infrastructure, reconstructed between 2010 and 2012, was designed to handle up to 5 million passengers per year, so our capacity is sufficient. As the majority of passengers depart from and arrive to non-Schengen countries, we would like to improve the areas of the terminal designated for handling these travellers. We plan to expand the seating areas as well as the shopping options in this part of the airport.” said by Dušan Novota.

Annual utilization of 48–80% (2.4–4M PAX) remains within design parameters, though peak-hour comfort depends on targeted operational upgrades rather than terminal expansion. Non-Schengen landside areas target the highest dwell/ANC segments.

• https://www.routesonline.com/airports/5277/bratislava-international-airport/news/299664562/bts-airport-reports-its-best-financial-results-in-16-years/

“However, any major changes require a longer time to implement.” said by Dušan Novota.” said by Dušan Novota.

CEF 2028–34 timing alignment defers greenfield expansion to the 2030+ horizon.

Q7: COMMERCIAL REVENUE DIVERSIFICATION — RETAIL, F&B, AND CONCESSIONS

While duty-free and retail space exist, they are underutilized. Beyond parking lot operations (P3), what opportunities exist to develop retail, F&B, lounges, or commercial concessions to enhance per-passenger revenue and reduce airport fee dependency?

“With the growth in passenger traffic, we are also seeing increased interest from retail operators in establishing a presence at Bratislava Airport. For example, in early June, the airport opened a new PEARL Business Lounge operated by the British company Menzies Aviation, which has extensive international experience in managing airport lounges worldwide.

Several other airport facilities have also undergone refurbishment, including APRON Bar, Jet Bar, and Flight Bar. We are currently in discussions with additional prospective operators and will inform the public once new outlets are ready to open.

In addition, we are planning to expand the parking facilities with additional parking spaces, and a significant portion of our revenues is also generated by general aviation and cargo flights.” said by Dušan Novota.” said by Dušan Novota.

€8–14/PAX represents an achievable medium-term commercial revenue range, comparable to regional European airports. Professional outsourcing and portfolio management support benchmark diversification.

Q8: OPERATIONAL RESILIENCE, CONTINGENCY PLANNING, AND RISK MANAGEMENT

With record growth and dual major carriers, what contingency plans does BTS have for operational disruptions (slot congestion, weather, airline bankruptcy, geopolitical events affecting Ukraine transit)? How is the airport stress-testing its systems?

“This is primarily a matter for air traffic management, specifically the state-owned enterprise Air Navigation Services of the Slovak Republic (LPS SR), which coordinates overflights within the airspace. Fortunately, Slovakia is not affected by air traffic control strikes, which are common in some European countries.

Delays at Bratislava Airport have been less frequent this year compared to last year, when we experienced delays on flights from Turkey due to congestion in Turkish airspace. However, our responsibility is limited to ground handling and aircraft turnaround on the apron, not airspace management, and therefore developments in the airspace are beyond our direct control.” said by Dušan Novota.” said by Dušan Novota.

However, airline concentration increases financial exposure in the event of carrier insolvency, base downsizing, or geopolitical network shifts. Ground SLA focus remains appropriate for single-runway regional operations.

Q9: EU INFRASTRUCTURE FUNDING — CONNECTING EUROPE FACILITY (CEF) POSITIONING

Slovakia is pursuing EU funds through the Connecting Europe Facility (CEF) post-2027, with doubled allocations. Is BTS applying for or coordinating on infrastructure projects through these programs? How might CEF or military mobility funding accelerate planned expansions?

“BTS is actively monitoring the post-2027 Connecting Europe Facility (CEF) framework, including the increased allocations and the military mobility envelope. While BTS is not currently the lead applicant for CEF funding, we are engaged in coordination and preparatory discussions with relevant ministries, infrastructure managers, and cross-border partners to ensure alignment with eligible project pipelines.

CEF — particularly transport and military mobility funding — could significantly accelerate planned infrastructure expansions by enabling earlier phasing of capacity upgrades, improving dual-use connectivity, and de-risking large-scale investments through co-financing. This would support faster delivery of projects that enhance resilience, interoperability, and cross-border integration, especially where civil-military synergies are applicable.” said by Dušan Novota.

Pipeline maturity: dual-use cargo/apron projects align with PESCO/NATO Eastern flank criteria (€100B+ CEF opportunity).

Q10: DIGITAL TRANSFORMATION AND “SMART AIRPORT” ROADMAP

Beyond 2018’s touchscreen kiosks, what is BTS’s roadmap for advanced technologies—biometric processing, A-SMGCS (surface movement control), automated baggage sorting, real-time passenger flow analytics, or AI-driven operational optimization? Where does BTS sit on the “Smart Airport” maturity scale?

“Since 2019, CTX 3D scanners have been in place at security screening. Once the technology provider supplies an appropriate algorithm, we will also be able to screen liquids over 100 ml in cabin baggage.

During 2026, we plan to introduce self check-in facilities for Ryanair flights. At present, we do not use advanced AI technologies on a larger scale.” said by Dušan Novota.” said by Dušan Novota.

Indicative ACI Smart Airport maturity is integrated, with selective progression toward data-driven passenger flow management. CAPEX allocation is scale-appropriate versus premature Level 5 automation.

—

Bratislava Airport exemplifies disciplined CEE regional management

BTS’s network positioning has reached a level where 62 combined international routes effectively place the airport as a Central European distribution node, comparable in functional terms to secondary operations at primary hubs such as Vienna International Airport and Budapest Ferenc Liszt International Airport, while retaining the cost structure and operational flexibility of a regional platform.

A design capacity of 5 million passengers provides meaningful structural headroom relative to capacity-constrained peers in the region, allowing traffic growth without immediate terminal expansion and materially lowering near-term execution risk. This headroom applies to annual throughput rather than peak-hour elasticity, which remains dependent on targeted operational upgrades.

The financial trajectory reflects improving operational maturity. A €1.04 per-passenger margin in 2024, supported by a 35% reduction in energy costs, suggests a credible €4–5 million EBITDA range at approximately 4 million passengers, assuming continued cost discipline and stable airline yield dynamics.

Capital deployment is sequenced deliberately. Management has prioritized operational optimization and incremental capacity upgrades ahead of major infrastructure expansion, extending the profitability window while preserving optionality for future Connecting Europe Facility co-financing and reducing capital risk.

From an investment and policy perspective, BTS combines network scale, capacity headroom, and EU funding readiness in a way that differentiates it among Central European regional infrastructure assets. The growth pathway—operational scaling followed by targeted infrastructure investment—supports a realistic medium-term EBITDA profile while de-risking expansion through public co-financing mechanisms.

In institutional benchmarking terms, BTS now functions as a reference case for managing low-cost carrier concentration, sequencing infrastructure investment, and positioning a regional airport for EU capital access. The model offers a replicable framework for airports in Ukraine, Poland, and Czechia navigating post-recovery growth under constrained capital conditions.

2026 Strategic Metrics

• Passenger Target: 3-4M (+25-66% vs 2024)

• EBITDA Target: €3-5M (+20-100% vs 2024)

• Capital Investments: Boarding bridge + commercial expansion

• EU Funding: CEF applications (cargo terminal, apron, ground transport)

—

Special thanks are extended to Dušan Novota, CEO and Chairman of the Board of M. R. Štefánik Airport Bratislava (BTS), for generously sharing his insights into the operations and vision of the airport.

With appreciation,

Viktoriia Hrechukha

At Lake Como, aviation takes a different form. Here, aircraft rise not from runways, but from water, reflecting a tradition that stretches back over a century.

Since 1930, the Aero Club Como has stood as a beacon of continuity in seaplane aviation. It is not only the oldest seaplane club in the world, but also one of the few remaining active bases in Europe. With each takeoff across the calm surface of the lake, it preserves a piece of living history.

At the heart of this story is Cesare Baj — pilot, author, and long-time president — who has devoted his life to ensuring this unique legacy continues to inspire future generations.

A Personal Journey and Commitment to Aviation.

When he was 19 years old, he had his first taste of flight at the club when an instructor offered him a short introductory ride — almost for free. “The instructor who was here was a fighter pilot in World War II. He asked how much money I had in my pocket ; I replied, very little. He took me up for a short flight — just a takeoff and a couple of circuits. Then he told me to go and ask my father for permission. That moment left a lasting impression.” Permisson by Baj’s father was immediately granted and his passion for aviation was fully ignited when he officially approached the club to begin training. ”

Viktoriia H: “When did you become the club president?”

“I became president in the early 2000s. It was a natural step after many years of involvement. I had already written books, participated in international conferences,and regularly made special flights for the film industry. It felt like the right way to keep serving this place.”

At the time he started flying, the club only had pure seaplanes — aircraft with no wheels, capable of landing exclusively on water. Baj flew those for a decade before transitioning to amphibious planes — aircraft capable of landing both on water and on land.

Cesare Baj’s lifelong passion for aviation, combined with his deep experience in editorial work — including serving as CEO of a newspaper — has resulted in a lasting contribution to aviation literature. Drawing on decades of writing, editing, and flight instruction, he has authored numerous books that preserve and share the knowledge of seaplane operations and history for future generations.

His titles include Seaplane Operations, a widely translated instructional manual on how to fly seaplanes; the two-volume History of Aviation in Como; and Seaplane Adventures Around the World, in which he shares decades of personal flying experiences across continents.

“I am old in some way, yes,” he chuckled. “But I always keep learning.”

Landing on Water: Challenges and Techniques.

Seaplane piloting presents unique challenges, especially when it comes to landing.

Viktoriia H: “Is it better for you to land on the sea or on land?”

“Due to the waves and wind, every landing on the sea is different; it’s always a little bit tricky,” Baj shared.

Particularly challenging are “glassy water” conditions, where the water’s surface is so smooth that judging altitude becomes impossible.

“We use the glassy water landing technique — a real “art” for any bush pilot. Basically, you have to use an instrumental technique, it doesn’t matter if it’s at night or not.”

Ruslan Y: “Is landing at night restricted only in Italy, or is it a general aviation rule? By the way, can you land at night?”

“There are two lines of buoys which are lighted so that at night we could land without problems ... But that is not officially allowed.”

Ruslan Y: “Are there any new types of illusions when landing at night?”

“No, we use the same glassy water landing technique. You’re basically flying blind — no visual cues, just trust your instruments.The only precaution is to be sure there are no obstacles on the surface.”

Flying History: Italy’s Oldest Seaplane, the Caproni CA 100.

The Aero Club Como is not just about flying; it’s about preserving aviation history. One of its most prized possessions shared with a member of the Club who generously sustained the restoration, is the Caproni CA 100, affectionately known as “Caproncino” (“small Caproni”), a two-seat tandem biplane with an open cockpit.

It was restored exactly as it was when it left the factory in 1935. The restoration process, which involved the engine alone, took two years. This vintage biplane is flown by two qualified pilots, Baj being one of them.

“It has been through many, many reconstructions, revisions... We sent the engine England, where it underwent a full overhaul — essentially returned to factory condition, or ‘zeroed out’ as pilots say.”

A few times per year, the club organises Caproncino Day — a special occasion when this historic aircraft takes to the skies once again, drawing enthusiasts and celebrating the legacy of seaplane aviation in Italy.

This attention to detail and reverence for aviation history make the Caproncino not only a showpiece but a living, flying symbol of Italy’s aviation legacy.

The Club also owns a flying boat, the 1946 Republic Seabee, two Cessnas “Birddog”, which were employed in the Corean and Vietnam war, and a Macchi MB 308, a wooden floatplane of the late 1940s.

A Hub for Global Seaplane Training

Beyond its historical significance, the Aero Club Como serves as a premier training ground for seaplane pilots worldwide.

Viktoriia H: “How many students are currently studying here?”

“This year we have 40 from Vietnam, 90 from Turkey, for instance. They come from all over the world to fly here.”

Pilots are attracted by the club’s comprehensive fleet and specialized instruction. “We have all kinds of seaplanes: straight floats, amphibious floats,flying boat. That’s why pilots come from all over the world,” Baj explained.“Our training program is recognized by authorities in Europe, Turkey, and Vietnam.“

The club operates as a non-profit organization, but owns a with commercial wing offering tourist flights.This commercial side-activity supports the club’s primary mission: training and promoting seaplane aviation.”The company is the property of the Como Aero Club. So we operate commercially, but the benefit goes to a non-profit association.”

Ruslan Y: “When I get the seaplane rating, 8 hours plus an exam, can I rent an airplane here?”

“If you are rated, you can become a member of the club, pay the annual fee, and you can fly our seaplanes.”

Viktoriia H: “Can you describe the mood of the club? Is it like a flying family?”

“Yes, we’re a tight-knit hangar family of seaplane pilots. Not only here, but as I said, all over the world.”

This sense of community is deeply rooted in tradition. “When we go to Canada, the United States, and Australia, if we say that we are from the Como club, we can feel at home because everyone knows us, and we know all the other operations, so we are very, very connected. We are all friends,” Baj added.

Upholding Traditions Amid Regulatory Challenges

Operating a seaplane club in Europe comes with its own set of challenges, particularly concerning regulations.

Viktoriia H: “Do you think European regulations need to change to better support seaplane aviation?”

“In France, you have to get permission from 12 authorities to spend half a day on the surface. In Italy, there is a law that allows seaplanes to land on any water surface... But here and there, you come across local authorities who say, ‘No, you cannot land here’. Either way, you have to fight to maintain this privilege.” Baj noted.

Italy is one of the few countries, along with Scandinavia and Poland, where such freedoms exists. Baj emphasises that local water usage laws, rather than aviation rules, are the main obstacle.“Many authorities are afraid about what they do not know and don’t bother to learn from those who know more or who have been doing the activity for a century”. Baj says.

He recalled that, following World War II, water aviation was shut down in most countries across Europe. However, the Aero Club Como continued flying and kept Italy’s regulations alive. “All the countries lost their regulation of seaplanes except Italy, thanks to this organisation,” Baj said. In fact, it must be said that a few aviation authorities wanted to revive water aviation in the 1980s and 2000s, came to Como to learn and model their rules.

“The European Aviation Authority contacted us regarding seaplane licences,” he added. “They needed a reference — and since we were largely the most structured seaplane operation in Europe, they came here to study how we manage operations, licensing, and training. We’ve essentially kept the legacy and regulatory know-how alive when others let it fade away.”

Viktoriia H: “Have there been attempts to stop the club’s activity?”

“In the past, there was a plan to turn this area into a big convention centre, but it never happened. The proposal faced significant local resistance due to the site’s deep historical and cultural significance. Over the decades, the Aero Club has earned the respect of both authorities and the community, who recognise its unique contribution to aviation and heritage and to the benefits for the local community. We have history, and that’s respected.”

Viktoriia H: “What’s your current concession period with the city?”

“We recently signed for 20 years.”

Viktoriia H: In Ukraine, concession periods of up to 50 years are sometimes offered. Does that happen here as well?”

“Fifty? No, no, in Italy, 20 years is a significant amount of time. But there are restrictions. All the buildings in this area are historical, built in the rationalistic style of the 1930s. So you cannot demolish or repurpose them. This one can only be used for seaplane maintenance and recovery.

Viktoriia H: “How is Aero Club Como officially registered in Italy — is it a non-profit, a private entity, or something else?”

“We are a non-profit association. The commercial activity — such as sightseeing flights — is run by a company owned by the club, and the revenue supports our educational mission.”

Ruslan Y: “So, aside from tourism flights, how else do you generate income to maintain the fleet and the facilities?”

“We rely on member fees, training programs, and occasional sponsorships or private support for restoration projects, like with the Caproncino. But our structure ensures that all profits go back into operations, not to individuals.”

This model reflects a broader philosophy: aviation should be accessible, sustainable, and community-driven. It’s a balance of passion and pragmatism — enabling Aero Club Como to preserve history while nurturing the next generation of pilots.

Exploring Future Collaboration: Aero Club Como and Ukraine

Cesare Baj, Honorary President of the Aero Club Como, expressed strong support for Ukraine and its aviation development. Although he has never been to Ukraine, he said he would gladly come to help :

“Fellow Ukrainians, if you need me to come to Ukraine to transmit my knowledge of water aviation and help starting seaplane operations…, I will come.”

In conversation with pilot Ruslan Yutush and journalist Viktoriia Hrechukha, Baj noted that Ukraine’s vast free airspace and availability of artificial lakes could provide a viable setting for seaplane operations:

Baj: “You can land in artificial lakes — we do that here in the Alps. Why not in Ukraine?”

Indeed, Ukraine has numerous reservoirs, lakes, and river systems — including the Dnipro and Dniester — that could serve as suitable environments for seaplane activity. With adequate infrastructure and regulatory support, some of these could become operational bases for amphibious aircraft.

Yet the development of water aviation in Ukraine faces hurdles. The country lacks clear seaplane-specific regulations, and local authorities often prioritise land-based infrastructure or manage lakes for recreational or energy use. Without a legal framework like Italy’s, water flying remains a challenge. Still, the potential exists, especially with postwar reconstruction and international collaboration on the horizon.

“A seaplane activity can be set up in any environment and can fully coexist with any other activity, as it is demonstrated by our operations here on Lake Como, an extremely crowded area hosting a large town and a multitude of activities”. Baj says.

The Spirit That Keeps Flying

As our conversation came to a close, one question hovered above us — what fuels a lifetime of flying?

“Being able to fly an aircraft yourself is a wonderful feeling. It gives you a sense of power and independence. But more than anything, it’s about curiosity — the desire to discover and understand.”

Cesare Baj’s answer wasn’t just personal — it reflected the soul of the Aero Club Como itself. Here, flying is more than transportation. It is heritage, identity, and quiet determination passed from one generation to the next.

The Aero Club Como reminds us that even in a rapidly changing world, some dreams continue to take flight — again and again.

Special thanks to Cesare Baj for sharing his insights and history with us, to professional pilot Ruslan Y for his thoughtful participation, and to Kateryna Nyzhnyk-Yutysh for the support with visual documentation.

With appreciation,
Nazar Starosta & Viktoriia Hrechukha

The Khmelnytskyi Airport began its journey in 1914 as part of the international airmail route Vienna–Kyiv. Over time, it became an essential element of transportation infrastructure, serving both passenger and military needs.

Proskuriv is the old name of the city of Khmelnytskyi.

From 1944 to 1947, the Proskuriv Aviation Squadron was established in Khmelnytskyi, becoming a significant part of military aviation during that era. Under the control of military commanders, the organization and supervision of civil aviation were carried out, marking the beginning of significant changes in the region's aviation landscape.

By the 1950s, control over aviation had shifted to civilian leadership. The local branch of “Aeroflot” took responsibility for developing aviation services, but the names of the leaders from this period have unfortunately not been preserved in public records.

Ruzhichnyi is one of the 10 neighborhoods of Khmelnytskyi.

In 1982, construction of a new airport in Ruzhychna began, representing a milestone for the region. The airport operated under the leadership of Ivan Mazur, the first director of the new terminal. His contribution to the airport’s development was substantial, as it was under his management that flight services were organized, laying the foundation for future growth of aviation infrastructure.

Ukraine gained its independence on August 24, 1991.

However, after Ukraine gained independence, the airport faced significant challenges. In 1994, it was transferred to local community ownership, effectively depriving it of state support.

During the 1990s, the Khmelnytskyi Airport experienced a period of economic crisis, leading to the suspension of most flights and the fragmentation of its infrastructure. Temporary administrations managing the enterprise during this time failed to ensure its development. The names of the leaders from this period remain unknown due to the loss of documentation. From 2002 to 2004, Viktor Honchar attempted to reconstruct the runway, but due to insufficient funding, the projects remained incomplete. From 2004 to 2015, the airport was essentially non-operational. In 2016, Ihor Kryvolapov made initial attempts to revive it, focusing on clearing debts.

A new chapter began in 2021 when Valerii Soroka took over as director. His strategic vision is aimed at the full restoration of the airport: reconstructing the runway, establishing a flight school, and developing small aviation. Soroka actively attracts investors and promotes the region’s tourism and cargo potential, transforming the airport into a key transportation hub in Western Ukraine.

You now have a unique opportunity to hear the exclusive development story of the Khmelnytskyi Airport and Ukraine Aviation from its current director, Valerii Rostyslavovych Soroka.

“When I started working here in 2017, the territory was in a terrible state—overgrown with forest and burdened with debts amounting to 6,3 million hryvnias (equivalent to 1491730,13 Dollars)," recalls Valerii Soroka. “It was hard to believe that anything could be done with it. But we decided to give it a try, and today I’m confident it was the right decision.”

Challenge. Solution. Action.

N. Starosta: What are the main challenges regional airports in Ukraine, particularly Khmelnytskyi, face in achieving profitability? What strategies are you using to attract passengers?

“Unfortunately, for an airport to be profitable, it needs at least one million passengers per year. This is achievable for cities like Lviv, Kharkiv, Odesa, Dnipro, and Kyiv. The issue for regional airports is that they struggle to reach such numbers, but it’s something we must work on. Khmelnytskyi region is home to over a million people, and according to global statistics, around 20-26% of the population uses air services.

Khmelnytskyi has significant development potential. We need to set goals not only for residents but also for attracting passengers from other regions. Additionally, there are many avenues, including tourism and industrial enterprises, that can contribute to the airport's development.

For example, in Kamianets-Podilskyi, there used to be a cable factory, and regular cargo transportation created revenue opportunities for businesses.

Attracting low-cost carriers like Wizz Air and Ryanair is also crucial for development, as they offer affordable flights for the average passenger. However, airports need to be prepared for this.

The primary income for an airport comes from aviation fees. To collaborate with low-cost carriers, these fees must be kept to a minimum. For this reason, airports need to diversify their income streams, including through the development of small aviation. This can become a significant source of revenue, which can then be used to ensure aviation safety and pay salaries.”

V. Hrechukha: What opportunities do the development of cargo transportation, the establishment of customs facilities, and attracting investments present for the Khmelnytskyi Airport? How will this impact its financial stability and appeal to international companies?

“Cargo transportation is a critical area for development. We are working on establishing customs facilities and enabling customs clearance of goods, which will provide the airport with additional financial revenue. This will allow us to offer zero fees for low-cost carriers, facilitating both passenger and cargo transportation. Our goal is to create a model of a regional airport that thrives on cargo operations, not just passenger services.

The runway at Khmelnytskyi Airport is already 2,200 meters long, and we have developed a project to extend it to 2,700 meters, with a future goal of reaching 3,300 meters. This opens up significant opportunities for cargo transportation.

Near the airport, there are investment hubs, including Nova Poshta, Epicenter, and ATB terminals, as well as actively developing industrial parks. These developments also contribute to the growth of the airport. Being located near industrial parks provides immense potential for the airport’s future.”

N. Starosta: Mr.Soroka, what is your vision for the main direction of Khmelnytskyi Airport's development? Considering the experience of similar regional airports like Palanga or Liepaja, what steps do you consider essential for its future growth?

“Khmelnytskyi Airport has a complex history. Like many other regional airports, its modern story began in 1994, when part of the country’s airports were transferred to the ownership of local communities. At that time, Khmelnytskyi Airport came under regional communal ownership, while airports like Boryspil and Lviv remained state-owned. As a result, all financial projects were focused on state airports, leaving regional ones like ours dependent on local communities.

We face significant expenses to maintain the airport, and I am confident that not only Khmelnytskyi but other regional airports in Ternopil, Chernivtsi, Rivne, and Ivano-Frankivsk face the same challenges.

Another major issue is staffing. We can build an airport, but without professional personnel, we cannot ensure aviation safety and effective operations.

The government has not been able to financially support airport operations, and this issue is not unique to Khmelnytskyi. We must learn from the experiences of European airports, particularly in Poland, Austria, and the Czech Republic, where state structures are responsible for developing airports. Unfortunately, Ukraine lacks such structures.

Currently, there is significant attention on developing regional airports, and our Association "Airports of Ukraine" of civil aviation is actively working in this direction. We hope the government will listen to us and establish a state agency to coordinate efforts. However, over the past two years of the pandemic and three years of war, much of the skilled workforce from operational airports has moved to Europe.

Today, airports like Lviv and Boryspil are funded by the state budget, while regional airports are merely surviving. This creates challenges in paying wages and retaining specialists.

In Khmelnytskyi, we face this issue. We needed airfield workers, navigators, and communication specialists, but when we approached local educational institutions through the employment centre, we could not find a single candidate. As a result, we initiated open-door events for high school graduates and signed an agreement with the Aviation Institute in Kyiv to support young people interested in aviation.

However, there’s a challenge: when we send a graduate for training, after completing their education, Boryspil Airport might offer better working conditions. Therefore, we need to create an incentive mechanism to foster a sense of patriotic responsibility.

Specialists, from security personnel to top management, must continuously learn and adopt the practices of European airports. Aviation safety relies on three key elements: passenger safety, aircraft safety, and workforce safety. People must constantly improve their knowledge. Aviation is always evolving, with changing requirements, so we must focus on continuous development.”

V. Hrechukha: What opportunities do the concession model and public-private partnerships provide for attracting investments, and how do they support the development of airport infrastructure?

“We have two options: the legislation on municipal property concessions and the legislation on public-private partnerships. Public-private partnerships involve the participation of both the state and private capital. This approach allows for funding from both sides but is more complex to implement.

In my opinion, the concession model is more effective because it allows an investor to submit a request to the regional council to transfer the airport into concession management. This approach provides a clear framework for defining the obligations of each party. The concession period can vary, ranging from three to 49 years.

For example, in 2021, we held negotiations with a Turkish company that planned to create a cargo-passenger hub and aimed to achieve profitability within seven years.”

N. Starosta: What are the main advantages of the concession model compared to public-private partnerships, and why is this model considered better for Khmelnytskyi Airport?

“The concession model provides greater flexibility and transparency. Investors pay concession fees, which function like rent but come with long-term guarantees. This encourages them to invest, quickly develop infrastructure, and make the project profitable.

The key advantage of the concession model is that the property transferred to the investor remains municipal, while anything they build becomes their property. This approach attracts significant investments because investors are motivated by long-term cooperation and development. At the same time, the airport’s municipal status ensures that the state retains control over key assets.”

N. Starosta: Is the financing for the reconstruction of the runway at Khmelnytskyi Airport solely the responsibility of the state, or does it depend on investors within the concession framework?

“No, it is not solely the state. The state determines the operator and sets the conditions, but our airport is municipal, not state-owned. That is why I have always urged the regional leadership to repair and extend the runway to ensure future development opportunities.

When a concessionaire steps in, they can create everything at their own expense, from airfield equipment to facilities and personnel services. If an investor is keen on rapid development, as practice shows, they are willing to invest their own funds in runway reconstruction. This slightly extends the project's payback period but allows the investor to plan and build infrastructure tailored to their needs and the demands of airlines.

If the reconstruction is done by the state and the investor comes in later, there’s a risk that the infrastructure may not align with their strategy. This could raise questions about the feasibility of the concession. That’s why it’s crucial for the concessionaire to participate directly in infrastructure development—this ensures long-term efficiency.”

V. Hrechukha: How does Khmelnytskyi Airport define its niche in the face of competition with major hubs like Boryspil and Lviv?

“We will never be like Boryspil or Vienna, and we shouldn’t aspire to that. Their concept is entirely different—they are central airports handling massive passenger flows. Our task is to find our niche and become partners for such hubs(Cargo).

Unfortunately, it sometimes feels like central executive authorities aim to leave only two airports in Ukraine—Lviv and Boryspil. After all, 70% of the passenger flow in major hubs is generated by passengers from regions like Vinnytsia, Khmelnytskyi, Rivne, Zhytomyr, and Ternopil. Our residents from Khmelnytskyi either travel to Lviv or Boryspil.

That’s why regional airports need support to provide an alternative for local residents and develop their infrastructure.”

N. Starosta: What role, in your opinion, should regional airports play in Ukraine, and how is Khmelnytskyi Airport finding its niche?

“All airports, whether in Ukraine or Europe, cannot be alike. Each must find its own niche—in life, society, and business—and offer something unique. I also want to find our niche. I am not an airport or airfield specialist, but by engaging with people, businesses, and authorities, I aim to come up with something new.

My idea is to create something unique for a regional airport, not limited to passenger transportation or large aircraft like Boeing or Airbus. I want us to focus on small aviation, business-class services, and developing diverse operational directions.

In 2021, we achieved certification, and since then, businessmen from Dnipro and Kharkiv have started flying to us. We’ve also hosted the President and the Speaker of the Verkhovna Rada. This proves that our airport can be significant for the region.”

V. Hrechukha: How has the development of small aviation helped Khmelnytskyi Airport become more unique and in demand?

“Small aviation has become an essential part of our operations. We established the Aero Club Khmelnytskyi, which is truly a unique project. When we started developing this initiative, the cost of pilot training for the PPL class was $11,000—a significant amount. But we made it more accessible.

PPL is a Private Pilot License.

Over two years, we trained 86 residents of Khmelnytskyi, and in just two and a half years, we acquired 36 aircraft.

This allowed us to create a platform for training, expand aviation expertise in the region, and make the airport valuable not only for residents but also for businesses. As a result, we now offer more than just passenger transportation.”

N. Starosta: What role can regional airports play in developing Ukraine's tourism industry?

“The state needs to focus on developing not just specific regions but the country as a whole. We should concentrate not only on serving passengers leaving Ukraine but also on attracting those coming here. It’s crucial to create tourist destinations that draw visitors from around the world.

For example, in Vienna, we’ve seen how tourists from America book opera tickets six months in advance. We need to work on creating similar attractions and events in Ukraine.

In this context, religious tourism is particularly significant, such as the Hasidic pilgrimage to Medzhybizh. This is a real example of how regional airports can contribute to tourism development and attract international travellers.”

V. Hrechukha: What role do cargo transportation services play in the development of Khmelnytskyi Airport, and how do you plan to ensure their efficiency?

“Cargo transportation is our second most important focus, and we are actively working on its development. It’s a complex mechanism, but the comprehensive establishment of customs facilities, customs clearance of goods, and cargo transport will provide the airport with additional financial revenue.

This, in turn, will allow us to offer zero fees for low-cost carriers, making us more attractive to airlines. Our goal is not only to fly passengers out for vacations but also to bring tourists to Khmelnytskyi.

However, we do not plan to rely primarily on passenger transportation. Our model is based on diversified income streams, which will give us a strong foundation for future growth.”

N. Starosta: What role does the government play in the development of industrial parks and tourist attractions in the Khmelnytskyi region, and how is this connected to the airport’s operations?

“You’re absolutely right—it depends on the government. The authorities need to be proactive, as industrial parks are not just about attracting investments but also about creating jobs and generating budget revenues. This is a key area we’re working on.

The Khmelnytskyi region has unique tourist attractions that can draw international visitors. For instance, the Kamianets-Podilskyi Fortress is one of 15 castles in Ukraine, and two of them are in our region: Kamianets and Medzhybizh.

Additionally, there’s Sataniv, which has tremendous potential. The “Arden Palace” sanatorium operates there, offering pricing and comfort that can compete even with Bukovel. Furthermore, there are plans to build four ski slopes in Sataniv, one of which is already operational.

Sataniv is just 50 kilometres from Khmelnytskyi, and I’m convinced that the development of such attractions, combined with the airport, will create a strong tourist flow to our region.”

V. Hrechukha: How can the tourism potential of the Khmelnytskyi region help attract international passengers through your airport?

“Khmelnytskyi has immense potential to attract tourists. For example, Kamianets-Podilskyi and Medzhybizh are unique historical locations that draw visitors every year. In Sataniv, the tourism infrastructure is actively developing, including sanatoriums and ski resorts.

We want our airport to not only take people out but also bring international passengers into our region. Combining the region’s tourism opportunities with the airport’s operations would provide a significant boost to the local economy and attract investors.”

N. Starosta: What motivated you to take on the challenge of reviving the airport?

“Before being appointed as the director of Khmelnytskyi Airport, I worked in the regional state administration, where I managed energy-saving projects. One of the areas I focused on was constructing solar power plants.

When I took over, the airport was in an extremely neglected state. As of October 1, 2017, the enterprise had debts amounting to 6,3 million hryvnias, and the entire 134-hectare area was overgrown with forest. The airport looked very unappealing, and few believed it could be revived.

Mykhailo Vasylovych Zahorodnyi, who was leading the region at the time, along with First Deputy Vyacheslav Andriychuk, spoke to me frankly: “Valera, give it a try.”

I had travelled extensively and flown around the world, so I dreamed of giving the people of Khmelnytskyi access to aviation services—they deserve it. I always say that the difference between a district centre and a regional centre is that the latter has an airport.

As a father, I want our people to have access to air transportation—without problems and with convenience. Honestly, I became passionate about this idea.

For me, this has become my second career life, and I’m glad I started it in aviation.”

V. Hrechukha: What principles do you consider most important in your work, and how do they influence trust in you as a leader?

“I don’t tolerate dishonesty. I can make a joke, but lying is not something I do. Many people want to collaborate with me because they know that if I give my word, I’ll keep it. This is the foundation of trust.

I also dislike lateness, so I always strive to be punctual and organized. In 2019–2020, tens of millions of hryvnias passed through the airport, and I slept peacefully knowing that every penny was handled honestly and transparently. This gives me the confidence to approach regional authorities for funding, as they can see that the money is being used effectively.

This is the ethos I live by. If you deceive someone even once, trust is lost forever. This is a principle I adhere to in everything I do as a leader.”

N. Starosta: How do honesty and transparency help you in working with regional authorities and securing funding for the airport’s development?

“In our work, trust is key. I know that every hryvnia that has passed through the airport has been used transparently. This allows me to approach the regional council and request funding through the regional program. People see that the money is being directed toward development, and they trust me.

Honesty is indispensable for building a successful project. If you let people down or deceive them even once, you lose their trust, and no program or initiative can repair that. For me, it’s a principle: always speak the truth and fulfil what you promise.”

Dream.

In the end we asked what is Mr Soroka’s dream: “My dream is for the first Boeing not only to land on our runway but also to take off from it. We can already land a plane, but it must also take flight.

When that happens, I can peacefully set down the keys, have a drink, and go fishing, knowing that my children have a bright future ahead.”

Khmelnytskyi Airport is more than just infrastructure. It symbolises the revival of regional aviation, inspiring new achievements.

Dear reader, thank you for taking the time to read our first interview article.

We are also passionate about aviation—its stories, news, and challenges. We learn and grow together with you. If you’ve made it this far, perhaps you can help us—support us by sharing this article. Share it with your family, friends, or colleagues. Let’s spread the story of Mr. Soroka and his contribution to the development of regional aviation in Ukraine!

We are also excited to announce that the next interview is already in the works!

Yours sincerely,

Nazar Starosta and Viktoriia Hrechukha

We dedicate this article to the memory of Anton Karpenko, better known as KARPOLAN. His contributions to the Ukrainian IT community were profound and deeply impactful.

Anton had a passion for engineering and was a proud graduate of the Faculty of Aerospace Systems. He was a lifelong learner who eagerly shared his knowledge, offered support to those around him, and created opportunities for anyone willing to grow and improve.

His sudden passing at the age of 47 was a heartbreaking loss for all who knew him or had the privilege of working alongside him. Anton will be remembered not just as a brilliant professional but as a kind-hearted individual who was always ready to help and inspire others.