Ukrainian citizens ranked second among the largest groups of foreign residents in Germany as of the end of 2025, trailing only Turkish citizens.
According to data from the German Federal Statistical Office, 1.409 million Ukrainian citizens were living in the country as of the end of 2025. This is an increase from the previous year, when the figure stood at 1.334 million.
Turkish citizens remain the largest foreign group in Germany, numbering 1.520 million people. They are followed by Ukrainians, then Syrian citizens (936,3 thousand), Romanian citizens (903,8 thousand), and Polish citizens (839,7 thousand).
Thus, Ukrainians have become the second-largest foreign community in Germany. This is a direct consequence of Russia’s full-scale war against Ukraine and the mass displacement of Ukrainians to EU countries after 2022.
At the same time, the overall demographic situation in Germany has deteriorated. According to Destatis, the country’s population in 2025 declined for the first time since 2020—to 83.5 million people. Net immigration of 235,000 people was no longer sufficient to offset natural population decline: the number of deaths exceeded the number of births by 352,000.
For Germany, Ukrainian migration remains an important demographic and labor factor. Against the backdrop of an aging population and a labor shortage, Ukrainians have already become one of the key groups of foreigners in the country, and their integration into the labor market, education system, and social welfare system will have long-term significance for the German economy.
According to Serbian Economist, several major wildfires have been reported in Croatian Dalmatia—on Hvar, in the Šibenik area, in Teljašica Nature Park, in Plata, and near the border with Montenegro, regional media report.
One of the fires near the border with Montenegro has partially spread into Croatian territory. In the Plata area, a forest fire broke out near a power line; local fire departments and emergency services were dispatched to the scene.
On the island of Hvar, a fire broke out in the area of Sv. Nedelja. According to Croatian media reports, the fire engulfed about 10 hectares of pine forest and approached the edges of vineyards. Local firefighters and additional units from the island participated in extinguishing the blaze.
In the Šibenik area, preliminary data indicate that the fire engulfed about 100 hectares of grass, low vegetation, and pine forest. In Telasčića Nature Park, two hotspots remained active—in the area of Jaz Bay and near Mala Proversa, on the eastern side of the park toward the Kornati Islands.
Firefighters, water bombers, an Air Tractor, and other emergency services are involved in extinguishing the fires. In some areas, the situation is complicated by dry vegetation, wind, and difficult-to-access terrain.
For the region, this marks the beginning of a challenging summer period: Dalmatia traditionally remains one of Croatia’s most vulnerable areas in terms of wildfires. The risks are particularly high on the islands, in coastal pine forests, and in areas with high tourist traffic.
There is no talk of a large-scale evacuation of tourists at this time, but authorities and fire departments are urging residents and visitors to the region to monitor official warnings.
TAS Group is considering new acquisitions in the agricultural sector and would like to expand its land bank by another 20,000–25,000 hectares, said the group’s founder, Serhiy Tihipko.
“We are interested in agriculture. We would gladly acquire 20,000–25,000 hectares right now. We are strengthening our grain elevator operations,” he said at the Concorde Capital investment conference in Kyiv.
The agricultural sector remains one of the areas where the group sees potential for expansion. Earlier, Oleg Zapletnyuk, CEO of the TAS Agro agricultural holding, reported that the strategic plan calls for increasing the land bank from the current 80,000 hectares to 100,000 hectares by the end of 2026.
The next stage, he said, is to grow to 120,000 hectares by 2028.
Strengthening its grain storage infrastructure is important for the agricultural holding in terms of controlling logistics, storing the harvest, and ensuring sales flexibility. Given unstable export logistics and pressure on margins, having its own storage capacity is becoming one of the key factors in competitiveness.
The TAS Group is already active in the agricultural sector through TAS Agro. For the group, expanding its land bank and grain storage capacity could be a way to strengthen vertical integration and reduce dependence on external infrastructure.
agricultural sector, grain storage facility, LAND BANK, TIGIPKO, ТАСС
The Ukrainian fintech market is entering a phase in which the automation of compliance, financial monitoring, and sanctions control is no longer a support function but rather a core component of a business’s financial resilience infrastructure.
This is discussed in a column by the CEO of AML.point, Oksana Gubina, an advisor on RegTech projects at AI FINTECH, for the Interfax-Ukraine news agency, prepared in the context of the Fintech Catalog UA 2026 presentation.
According to the catalog, there are over 300 fintech companies operating in Ukraine. A significant portion of them have already achieved operational self-sufficiency, nearly half are expanding their presence in international markets, and the majority continue to grow using their own resources.
The Fintech Catalog UA 2026 was prepared by the Ukrainian Association of Fintech and Innovative Companies with the support of the National Bank of Ukraine, IFC, SECO, and Sense Bank. The study was conducted in April–May 2026 among fintech companies, banks, and Ukrainian branches of international fintech companies, with 150 respondents participating.
According to Gubina, the Ukrainian fintech sector is developing in an environment where issues of transparency, risk management, and regulatory compliance are no longer secondary. Tighter sanctions controls, financial monitoring, and requirements for transparency regarding the origin of funds and ownership structure have made compliance one of the key elements of corporate resilience.
“Financial companies are increasingly viewing compliance not as external coercion by regulators, but as a tool for building trust, reputation, and long-term competitiveness. That is why investments in RegTech are increasingly seen not as expenses, but as investments in the company’s future stability,” she noted.
RegTech solutions are gradually shifting from the category of ancillary services to that of critical business infrastructure. For banks, financial companies, payment services, credit institutions, and other market participants, the automation of KYC, AML, and sanctions control is already a matter of operational speed, the quality of risk management, and the ability to meet regulatory requirements in near real time.
At the same time, the automation of financial monitoring is not limited to installing software. It requires the integration of various information systems, high-quality data, the establishment of reliable information processing workflows, change control, the preservation of decision histories, and a balance between customer convenience and compliance with regulatory requirements.
One of the emerging market trends is the convergence of ERP and RegTech. ERP systems are responsible for managing a company’s resources and operational processes, while RegTech handles regulatory compliance, financial monitoring, and risk control. However, both areas are increasingly working with large datasets, integrating into operational processes, and helping management make informed decisions.
In practice, this approach allows for the automation of counterparty risk assessments, KYC checks, sanctions screening, transaction monitoring, and the preparation of regulatory reports without placing an excessive burden on staff.
At the same time, according to Gubina, technology does not replace a compliance culture. Automation is effective only when a company has clear internal policies, high-quality data, accountable personnel, and a willingness to systematically manage risks. RegTech does not eliminate the role of the compliance officer but transforms it—shifting the focus from manual verification to managing processes, data, and risk models.
The further development of Ukrainian fintech will be largely driven by integration solutions in the areas of compliance, financial monitoring, and risk management. As requirements for business transparency, sanctions control, and regulatory reporting tighten, the role of RegTech will only grow.
For Ukrainian financial companies, automated compliance is gradually becoming not just an added advantage, but a basic standard for doing business. In the next stage of market development, companies that can combine technological capabilities, transparency, high-quality data, and systematic risk management will gain a competitive advantage.
Sources: Oksana Gubina’s column for “Interfax-Ukraine”, Fintech Catalog UA 2026, Ukrainian Association of Fintech and Innovative Companies.
92% of American Chamber of Commerce member companies in Ukraine continue to operate at full capacity after more than four years of full-scale war, according to the results of the “Doing Business in Wartime Ukraine” survey conducted by AmCham Ukraine in partnership with Citi Ukraine.
According to the study, nearly 70% of the companies that participated in the survey have been operating in Ukraine for more than 20 years. AmCham believes this demonstrates the resilience of these businesses and their long-term commitment to the Ukrainian market.
Despite the risks posed by the war, 87% of companies reported that their financial results in the second quarter of 2026 remained the same or improved compared to the second quarter of 2025. Only 13% of respondents reported a decline in performance.
Compared to 2021, before the war, nearly two-thirds of companies—63%—reported that their financial results remained stable or improved. At the same time, 37% of companies are still operating below pre-war levels.
Investment plans also remain stable: 87% of companies stated that their investments in Ukraine in 2026 will remain unchanged or increase compared to 2025. Of these, 54% plan to maintain their investment levels, while 33% plan to increase them.
The war continues to directly impact business. 47% of companies reported that their factories, production facilities, warehouses, offices, or other sites were damaged during the war. Among the affected companies, 46% have already fully restored their damaged assets, while 39% have completed partial repairs.
Half of the surveyed companies reported cases of employees being injured as a result of the war, and 37% reported employee fatalities. At the same time, 87% of companies have employees who are currently serving in the Armed Forces of Ukraine, and 60% are already hiring veterans.
71% of companies have already implemented, are developing, or have begun to roll out support and reintegration programs for veterans following demobilization. Specifically, 24% of companies have comprehensive policies for reintegrating veterans into the workforce, 20% are developing such policies, and 27% have already introduced initial support measures.
The main challenges for businesses remain employee safety (82%), issues related to mobilization and reserving employees (71%), and the threat of Russian missile attacks on critical infrastructure and business assets (63%). Among other challenges, companies cited the health and mental well-being of employees—50%—as well as attracting and retaining qualified personnel—44%.
At the same time, most companies do not plan to fill staffing shortages on a large scale with foreign workers. 63% of respondents stated that they are not considering hiring non-Ukrainian employees to address staffing issues, 25% are undecided, and only 12% are actively considering this option.
According to the business community, Ukraine will remain a stable but unpredictable market in 2026. This view is shared by 45% of respondents. Another 21% view Ukraine as one of the most promising markets for future growth in Europe, 18% consider it primarily a high-risk market focused on survival, and 16% see it as a market preparing for recovery.
Fifty percent of companies expect Ukraine’s economic recovery to become clearly visible 2–3 years after the end of the war. Another 18% believe that a gradual recovery is already underway, 16% see 2026–2027 as a possible turning point toward growth, and 16% believe that the recovery has not yet begun.
Respondents identified defense and military tech (78%), infrastructure and construction (71%), energy and distributed generation (50%), and agriculture and food processing (45%) as the key sectors for post-war recovery.
Companies consider Ukraine’s long-term growth potential to be the main factor driving investment attractiveness. 76% of respondents cited the vast opportunities for reconstruction and post-war economic growth as the primary driver of investment, 49% cited Ukraine’s path toward EU accession and integration into the European market, and 39% cited the potential of the defense and military tech sector.
Among the main barriers to business participation in reconstruction projects, respondents cited the security of reconstruction sites (56%), a lack of information and transparency regarding projects (55%), and an unclear legal and tender framework (55%).
The business community also outlined priorities for the government for 2026. Eighty percent of companies cited support for the rule of law, the fight against corruption, and genuine judicial reform as the top priority. Fifty-five percent pointed to the need to strengthen national security, defense, and demining efforts, while 44% emphasized the need for predictability and stability in tax legislation.
The “Doing Business in Wartime Ukraine” survey was conducted by AmCham Ukraine and Citi Ukraine from May 21 to June 16, 2026. It included 112 executives from AmCham member companies across various industries; 69% of respondents hold CEO positions.
Source: American Chamber of Commerce in Ukraine, Citi Ukraine
The “Ukrcement” Association advocates for a measured increase in rail freight rates, which, on the one hand, will help JSC “Ukrzaliznytsia” (UZ) maintain its capacity to transport cargo, and on the other hand, will not lead to the closure of operating enterprises.
“As business representatives for whom rail transport accounts for more than half of all shipments, we have no interest in a scenario where transport collapses, just as we have no interest in the collapse of any industrial sector. Therefore, we are ready to cooperate to find a realistic solution to today’s complex situation. By agreeing to the tariff increase, we want to see where the additional payments from businesses will go and understand how delivery times to consumers and the turnaround time for empty railcars will be reduced,” said Pavlo Kachur, chairman of the “Ukrcement” Association.
He emphasized that UZ deserves respect and support for its work in transporting cargo for the front lines and national defense, but the situation with the freight transportation of products manufactured in Ukraine—both for the domestic market and for export—is becoming critical and requires joint, and possibly even emergency, measures and actions at the level of the Cabinet of Ministers. “This is not about a single industry or a specific plant, but about Ukraine’s economy as a whole. Therefore, it is the duty of manufacturers and Ukrainian Railways to work together to achieve a positive outcome,” noted the head of the cement manufacturers’ association.
The expert pointed out that, according to Ukrainian Railways, freight transportation remains profitable, businesses pay market rates for transportation, and an additional increase in tariffs is needed to cover losses from passenger transportation.
He highlighted the pressing problems facing the domestic railway: a lack of traction, an exodus of skilled personnel due to low wages, and the (chronic) unprofitability of passenger (especially commuter) transportation. In particular, the situation with traction is critical. According to Ukrzaliznytsia’s estimates, the current average speed of freight car transport is 37 km per day, compared to the standard of 200 km for single-car shipments and 300 km for scheduled services. The average daily number of scheduled locomotives not assigned to formed trains reaches 50.
“The top priority for improving transportation is to secure backup traction. The market expects Ukrzaliznytsia to present a program for modernizing its locomotive fleet as soon as possible. For our part, we see the most realistic and expedient solution to this problem as opening access for the transport of products using our own traction to the nearest marshalling yards. Ukrzaliznytsia’s experience with such transport operations, successfully tested by PJSC “Ivano-Frankivskcement,” has demonstrated its effectiveness and economic benefits for both the manufacturer and Ukrzaliznytsia, and could significantly free up Ukrzaliznytsia’s locomotives for more profitable operations,” Kachur believes.
He emphasized the staffing issue, noting that low wages are causing an exodus of skilled personnel (primarily locomotive engineers, assistant engineers, loaders, and station workers). “As a result of the tariff increase, competitive wages for employees involved in the transportation system—locomotive engineers, assistant engineers, train dispatchers, and station workers—must become a priority,” says the head of “Ukrcement.”
Regarding passenger transportation, he drew attention to the negative trend of increasing volumes of unprofitable passenger service against the backdrop of declining freight volumes. “The financial pressure on operating businesses due to the cross-subsidization mechanism is exceeding reasonable limits,” Kachur stated. In his view, before raising freight rates, Ukrainian Railways should propose a model for optimizing passenger transportation.
The business community expects Ukrainian Railways to take systematic and responsible steps—such as developing programs to modernize the locomotive and railcar fleets and establishing a model for commuter transportation. As soon as possible, the procedure for admitting private traction must finally be adopted (as provided for in regulatory documents), indicators for freight delivery and the circulation of empty railcars must be approved, and the issue of decommissioning railcars must be revised (based on technical condition rather than a calendar schedule).
“We need extraordinary measures, at least for the duration of the war, which will include a measured increase in freight rates, full transparency toward businesses and the public regarding the allocation of funds received from the rate increases—in particular, raising the salaries of locomotive engineers, assistant engineers, freight handlers, and station employees to market levels,” Kachur noted.
In his opinion, given the scale of the problems, the consideration and adoption of anti-crisis measures should take place at the level of the Cabinet of Ministers.
As previously reported, on Monday, the Ministry of Community and Territorial Development of Ukraine published a draft order providing for a 30% indexation of rail freight tariffs effective August 1, 2026, and the standardization of tariffs for the transportation of empty railcars. Ukrzaliznytsia plans to make a separate decision regarding the next stage of freight rate indexation, which could take effect on January 1, 2027.
According to the Ministry of Development, in 2025, freight volumes decreased by 12.5% compared to the previous year, and Ukrzaliznytsia’s net loss amounted to 7.6 billion UAH. In the first four months of 2026, the loss reached 9.3 billion UAH.
CEMENT, locomotive, TARIFF, UKRCEMENT, UKRZALIZNYTSIA, качур
