The large-scale reconstruction of Ukraine could serve as the foundation for creating a modern basalt fiber and composite materials industry, which would integrate the extraction of domestic raw materials, the production of construction materials, and the manufacture of high-value-added products.
This was written by Volodymyr Khaustov, Scientific Secretary of the Institute of Economics and Forecasting of the National Academy of Sciences of Ukraine and Honored Economist of Ukraine, in a column for the Interfax-Ukraine news agency published on July 29, 2026.
According to him, future reconstruction efforts will require significant quantities of cement, metal, glass, thermal insulation, and other construction materials. At the same time, this could create a market for more durable, lightweight, and corrosion-resistant composite products.
According to the fifth joint assessment by the Ukrainian government, the World Bank, the European Commission, and the UN, the country’s reconstruction and rehabilitation needs as of the end of 2025 amount to nearly $588 billion over the next ten years. The greatest needs are in transportation, energy, and housing.
Basalt can be used in roads, bridges, and municipal infrastructure
Basalt fiber is produced by melting prepared rock and then forming it into fibers. It is used to manufacture thermal and acoustic insulation, technical fabrics, reinforcing mesh, concrete fiber, composite reinforcement, profiles, and pipes.
These products can be used in the construction of roads and bridges, the rehabilitation of utility networks, industrial flooring, energy facilities, and buildings. Their advantages include resistance to corrosion, high temperatures, and aggressive chemical environments, as well as relatively low weight.
In a study published in 2026 by the European Commission’s Joint Research Center, basalt fibers are identified as among the advanced and innovative construction materials capable of increasing the durability of structures and supporting the construction industry’s transition to more sustainable technologies. At the same time, European researchers point to the need for testing, standardization, and full life-cycle assessment of new materials.
Ukraine has deposits and scientific expertise
The most well-known basalt raw material deposits in Ukraine are located in the Rivne region. Specifically, these are the Berestovtse and Ivano-Dolynske deposits. Rock types promising for fiber production have also been studied in the Zakarpattia and other regions.
Ukrainian scientific institutions were involved in developing technologies for the production of basalt fibers as early as the second half of the 20th century. In the 1980s, dozens of enterprises involved in the production of basalt materials were operating in the country; however, following the collapse of the Soviet industrial system, most of these facilities ceased operations or significantly scaled back their activities.
Khaustov believes that the first step should be an audit of the Ukrainian basalt industry. This audit should cover the condition of deposits, enterprises, equipment, technologies, patents, and scientific developments.
In addition, Ukraine needs modern standards and testing of basalt materials for strength, durability, fire resistance, and resistance to moisture and chemicals. It would be advisable to harmonize national requirements with European standards.
The next step could be the launch of demonstration projects during the restoration of roads, bridges, utility networks, industrial facilities, and damaged public buildings. Support for the industry could include research grants, preferential financing for equipment, investment insurance, and the involvement of European technology partners.
However, the availability of raw materials alone does not guarantee the competitiveness of production. The industry’s development requires a stable energy supply, modern smelting furnaces, high-quality equipment, product certification, trained specialists, and a guaranteed market for the finished products.
The economic efficiency of each product type must be compared with steel, fiberglass, and other traditional materials, taking into account production costs, energy consumption, logistics, maintenance, and the entire service life.
Ukrainian legal entities are required to submit information on their vehicles to the TCC and the SP twice a year, even if the company does not have any vehicles or other equipment on its balance sheet.
As explained by the Zhytomyr Regional TCC and SP in response to a request from OpenDataBot, if a company has no vehicles, it must submit a so-called “zero” report.
Information on the availability and technical condition of vehicles and equipment must be submitted annually no later than June 20 and December 20. This requirement is stipulated in the Regulations on Military Transport Obligations, approved by Cabinet of Ministers Resolution No. 1921.
Failure to submit the information or missing the deadlines may result in a fine of between 34,000 and 59,500 UAH for company officials.
However, not every violation necessarily results in a fine. An official may provide evidence of valid reasons for the delay, such as medical treatment, a business trip, or caring for a person with a disability.
In the Zhytomyr region in 2026, four companies received such resolutions; however, in all cases, the reasons for the delay were deemed valid, so no fines were imposed.
OpenDataBot recommends that companies verify in advance who exactly is designated as responsible for submitting the information and retain proof of its timely submission.
Primary sources: OpenDataBot, Regulations on Military Transport Obligations No. 1921, and Article 210-1 of the Code of Administrative Offenses.
ENTERPRISE, FINE, REPORT, TCK, TRANSPORT
According to the results of the first half of 2026, the distribution system operators (DSOs) of DTEK Networks continue to expand the automated commercial electricity metering system (ACEMS), which allows for real-time monitoring of electricity consumption.
“During the first half of 2026, specialists installed nearly 136,000 smart meters in Kyiv, Kyiv, Odesa, and Dnipropetrovsk regions, which is 37% more than during the same period last year,” the operating holding reported on Wednesday.
The pace of smart meter installation continues to grow, and currently, one in three customers in Kyiv, Kyiv, Odesa, and Dnipropetrovsk regions is already using them.
It is noted that smart meters are part of the ASKOE system. They automatically transmit readings to the distribution system operator (DSO), which simplifies the process of accounting for electricity consumption and allows utility companies to more quickly obtain information about the state of the grid and analyze consumption.
As explained by DTEK Networks, for customers, the installation of these meters means less hassle with regularly submitting meter readings and more accurate tracking of electricity consumption.
The implementation of the ASKOE system is taking place as part of an investment program approved annually by the energy regulator, the NEURC.
“You can find out if a meter replacement is scheduled for your home this year on your distribution system operator’s website,” the company explained to consumers.
The installation of smart meters is part of the “Network of the Future” project aimed at modernizing energy infrastructure and implementing Smart Grid technologies.
“DTEK Networks” operates in the business of electricity distribution and power grid operation in Kyiv, as well as in the Kyiv, Dnipropetrovsk, Donetsk, and Odesa regions. The company’s distribution system operators serve 5.1 million households and 150,000 businesses.
During the first five months of 2026, Ukrainian companies were fined over 7 million UAH for failing to submit or for late submission of transportation data to the Territorial Mobilization and Social Support Centers.
According to OpenDataBot, which cites information from the Ukrainian Armed Forces’ Land Forces Command, 263 penalty orders were issued between January and May. The total amount of fines imposed was 7.057 million UAH.
Of this amount, 6.652 million hryvnias—or 94%—have already been paid voluntarily by the companies or collected by force into the budget.
In total, since 2014, 1,047 Ukrainian companies have received rulings for failing to submit information on their vehicles. Notably, 87% of all sanctions were imposed after the start of the full-scale war.
The rulings are issued against company officials responsible for submitting the information. These may include directors, accountants, or other employees entrusted with these duties.
Companies are required to report twice a year to the TCC and the SP on the availability and technical condition of their vehicles and equipment.
Original source: OpenDataBot – “7 million UAH in fines imposed on businesses this year for failing to submit information on vehicles to the TCC”, published on July 29, 2026.
The network of branches of Ukrainian banks decreased by 38 branches in the second quarter of this year, following a reduction of 23 branches in the first quarter, and now stands at 4,754 branches, according to statistics from the National Bank of Ukraine (NBU).
According to the data, Oschadbank closed the most branches in the second quarter—10—reducing its network to 1,115, though it retained its lead in terms of total number of branches.
Due to the liquidation of Motor-Bank, all six of its branches ceased operations in the second quarter.
PrivatBank and Ukreximbank each closed five branches, bringing the networks of these state-owned banks to 1,050 and 18 branches, respectively.
From April through June, TAScombank (83 branches) and Kominbank (39) each closed three branches, while Ukrsibbank (214), Bank Credit Dnipro (31), and Oksi Bank (9) each closed two.
During the second quarter, Raiffeisen Bank (282), A-Bank (196), Poltava-Bank (70), Globus Bank (32), Radabank (32), Alliance Bank (30), Ukrainian Capital Bank (14), and the European Industrial Bank (6).
At the same time, Accordbank (177) opened five new branches, MTB Bank (47) opened two, and PUMB (220) opened one.
According to the National Bank, as of early July of this year, the largest branch networks in Ukraine were operated by the state-owned Oschadbank (1,115) and PrivatBank (1,050). They were followed, by a significant margin, by Raiffeisen Bank (282), PUMB (220), and Ukrsibbank (214).
The top five by number of branches also included Ukrgasbank (206), A-Bank (196), Akordbank (177), Sens Bank (137), and Credit Agricole Bank (124).
As of early July, the five banks with state ownership maintained a network of 2,526 branches, accounting for 53.1% of the total number of branches.
The candidate has a good command of English; they read documentation daily, correspond with colleagues, and watch professional videos without subtitles. During the interview, they’re asked to briefly introduce themselves, and suddenly their response falls apart: too many details, several long pauses, and awkward transitions between topics.
This doesn’t necessarily mean their language proficiency is too high. An interview tests more than just English. It simultaneously requires recalling relevant experience, choosing the best example, constructing a logical response, monitoring the interviewer’s reaction, and speaking under the pressure of being evaluated.
In a typical work conversation, this combination doesn’t happen very often. That’s exactly why you should prepare for an interview as if it were a distinct professional situation.
Recruiters may phrase questions differently, but the main topics recur. Candidates are asked to explain their experience, identify their strengths, and describe a challenging project, a conflict, a mistake, a poor decision, or a time-sensitive situation.
This is good news. You don’t need to anticipate every possible question. It’s enough to prepare a small repertoire of professional stories that can be adapted to different questions.
For example, one story about launching a project can showcase leadership, risk management, communication with the team, and the ability to act in the face of uncertainty. Another, about a mistake, can demonstrate accountability and how the candidate adapts the process after a setback.
The worst strategy here isn’t a lack of perfect English. It’s much more dangerous to wait until after the recruiter asks the question to come up with the right example.
Behavioral interviews are often built around questions like Tell me about a time when… or Can you give me an example of….
For these answers, it’s helpful to use the STAR framework: Situation, Task, Action, Result. It shouldn’t sound like a memorized formula. Its purpose is simpler: to prevent the candidate from getting lost in the backstory and forgetting how it all ended.
A weak answer often looks like this: the person spends a long time describing the company, the team, the context, and other people’s actions, while squeezing their own decision into a single sentence. The interviewer hears a lot of details but doesn’t understand exactly what the candidate did.
It’s better to structure your response differently:
The phrase We successfully completed the project says almost nothing about the person’s contribution. It’s much more helpful to explain exactly what changed: the timeline was shortened, the number of errors decreased, the client approved the solution, or the team avoided a recurrence of the problem.
Preparation doesn’t mean you have to write twenty answers and memorize them word for word.
A memorized monologue is easy to spot. The candidate speaks too monotonously, and after a follow-up question, they lose their rhythm because the conversation has strayed from the script. In addition, long prepared responses often contain vocabulary that the person doesn’t use naturally.
It’s more practical to prepare an outline:
● the main idea;
● two or three facts;
● relevant professional terms;
● a brief conclusion.
Then the answer sounds slightly different each time, but it doesn’t fall apart. This is closer to a real interview, where the recruiter might interrupt, ask for clarification on a detail, or move on to the next question sooner than the candidate expected.
The question Tell me about yourself seems simple, so it’s often underestimated. People start with college, recount their entire career path, and after a few minutes still haven’t gotten to why they applied for this particular position.
The interviewer usually doesn’t need your entire life story—they need the professional context. A good answer takes about one or two minutes and ties together three things:
● what you do now;
● which experience is most relevant to the role;
● why taking the next step here makes sense.
For example, instead of listing every job you’ve ever had, focus on the last few years, the types of projects you’ve worked on, and the responsibilities you’d like to expand.
This helps the recruiter quickly form a comprehensive picture of the candidate. It also reduces the risk that your key points will get lost somewhere between your first internship and a position that’s long since become irrelevant.
During an interview, your active vocabulary often shrinks. You know the right word but can’t recall it at the right moment. You start constructing overly long sentences, lose your train of thought, or correct yourself several times.
This is a normal reaction to stress. Trying to combat it solely by reviewing grammar isn’t very effective.
What helps are practice sessions that simulate real-life pace and unpredictability. Don’t just read your answers aloud; ask your conversation partner to ask follow-up questions, change the order of the questions, and interrupt you from time to time.
It’s also helpful to practice phrases that buy you a few seconds to think:
That’s a good question. Let me think of the most relevant example.
There are two parts to my answer.
The main challenge was…
This isn’t a way to mask poor English. Such phrases help you structure your response and avoid filling the pause with random words.
Candidates often try to come up with a “safe” weakness that actually sounds like a strength: taking on too much responsibility, perfectionism, or setting the bar too high for themselves.
Recruiters have heard these answers hundreds of times. A real—but manageable—shortcoming is more valuable: the situation in which it manifested, and a specific change in behavior.
A similar principle applies to mistakes. There’s no need to choose a catastrophe that calls your professional competence into question.
But the answer I can’t think of any major mistakes isn’t convincing either. It tends to show a reluctance to analyze one’s own work.
A strong answer doesn’t justify the mistake or shift the blame onto the team. It explains what the candidate did after it happened.
Even people who answer professional questions well can get flustered when discussing compensation. Here, you have to be polite, specific, and avoid agreeing too quickly—all at the same time.
It’s worth preparing in advance how to frame your expected salary, clarify the compensation structure, and request time to consider the offer.
For example:
Based on the scope of the role and my experience, I’m considering a range of…
Could you tell me more about the bonus structure and the review cycle?
Thank you for the offer. Could I have two days to review the details?
A person may know all these words individually, but without practice, it’s much harder to say them calmly. Money, as it turns out, adds grammatical tension to the conversation without any permission from the CEFR.
Effective preparation for an interview in English isn’t just about memorizing a list of correct phrases. You need to come up with your own examples, learn to maintain a clear structure, and practice the conversation several times in conditions similar to a real interview.
Before the interview, it’s helpful to check:
● whether you can briefly explain your professional background;
● whether you have a few stories involving results, challenges, conflicts, and mistakes;
● whether you clearly articulate your own contributions;
● whether you’re prepared for follow-up questions;
● whether you can discuss salary and ask the employer your own questions.
A strong interview doesn’t require a flawless accent or complex sentence structures in every sentence. It’s more important for the interviewer to quickly understand your experience, decision-making logic, and suitability for the role.
Therefore, you shouldn’t practice “English in general,” but rather your own professional history. That’s exactly what you’ll need to convey convincingly when someone who knows nothing about you yet appears on the screen.
