The Kherson region today is rebuilding quite literally under fire. With more than 250 kilometers of frontline, daily shelling, and constant risks, local authorities are forced to combine issues of security, defense, and development within a single decision-making process.
In an interview for Business Woman, Oleksandr Prokudin, Head of the Kherson Regional Military Administration, speaks about the real priorities of recovery in a frontline region, the role of women in government and business, support for entrepreneurship, and the innovative solutions that are already shaping the economic and social resilience of the Kherson region.
1. Oleksandr, what are the key recovery priorities for the Kherson region today, and what innovative solutions are you implementing within the Regional Military Administration to accelerate these processes?
In these conditions, where more than 250 kilometres of the frontline run through the Kherson region, and Russia shells our communities every day, our main priorities remain unchanged — protecting people and supporting our military.
As long as the shelling continues, recovery cannot be separated from the real threat on the ground. That is why we focus on everything that reduces risks for civilians: building shelters, installing protective netting over roads, deploying counter-drone systems, securing critical infrastructure, and strengthening fortifications. These are the measures that save lives today and allow the Kherson region to function despite constant terror.
We pay special attention to supporting the Security and Defence Forces. In 2024, local communities allocated 844 million UAH for this purpose — essentially half of their own revenues. An additional 33 million UAH was raised from non-budget sources. This support is crucial for the units defending the Kherson region and destroying the Russian invaders.
At the same time, we are creating safe conditions in the places where people spend most of their time. Eleven «underground hospitals» are already operating, and another fifteen are currently being set up. In addition, our children were able to study in a blended format thanks to the creation of six underground educational facilities. We continue to work to ensure that there are even more safe spaces like this across our region.
As for reconstruction, I have clearly defined one principle for myself: restoring things “as they were” is the wrong approach. We now have the opportunity to build better — more modern, more convenient, and more resilient to threats. For example, we are constructing shelters in schools from the outset, equipping critical facilities with solar panels, and moving utilities underground so they can continue operating even during attacks.
Another key area is economic development. We have already prepared a project for an industrial park. It is planned to include solar power plants, production of mineral fertilizers, aerated concrete blocks, dry construction mixes, as well as a modern grain storage facility with a capacity of 100,000 tonnes. This will create jobs, generate tax revenues, and provide a substantial foundation for the region’s recovery.
2. How many women currently work on your team in managerial and operational positions, and what role do women play in the region’s recovery processes? Do you notice an increase in female leadership and initiatives in the civic and business sectors?
There are indeed many women in our team. Today, 295 women work in the Kherson Regional Military Administration — 74% of all staff. They also hold the majority of leadership positions, with 16 out of 25 heads of structural units being women.
Among my deputies is also Olha Maliarchuk. She is responsible for defence and civilian protection. This is a complex and critical area of work, and she handles it with great responsibility and professionalism.
To be honest, I am proud of our female specialists. I work with them every day and see how they withstand the pressure, work under the constant threat of shelling, and still fulfil their duties despite everything.
And they do this with excellence across all sectors: from reconstruction and healthcare to agriculture, security strengthening, and community work. There are no areas in which women are not actively involved.
Looking at my own team, I can say that women in the Kherson region play a significant role in the region’s recovery. Their leadership is evident in government institutions, the civic sector, and business. And it truly strengthens our region.
3. Have women-led businesses in the Kherson region survived and continued to develop despite the challenges of war? Which sectors demonstrate the greatest resilience, and what new opportunities are emerging for women entrepreneurs in the region?
Neither the difficult wartime conditions nor the constant Russian shelling have stopped the development of women-led entrepreneurship in the Kherson region. Our women continue to create jobs, launch new initiatives, and support the region’s economy.
Today, women comprise a significant part of the region’s workforce. This year, 70% of all people who found employment through the Regional Employment Centre were women. More than five thousand women in our region have been employed and are working in sectors that sustain the daily functioning of Kherson.
The dynamics in entrepreneurship are also significant. Over the past year, 1,142 women started their own businesses — 62% of all newly registered entrepreneurs. Most of these ventures are in the retail, coffee shop, service, and beauty industries.
There are also illustrative examples of resilience. One of the light-industry enterprises that resumed operations in Kherson is almost entirely staffed by women. The team took responsibility for preserving production and jobs — and they succeeded, even under constant shelling.
I can confidently say that women-led entrepreneurship in the region has not only survived, but is also developing and providing substantial support to the area at a time when every functioning business matters.
4. Which business support programmes — especially for small and medium-sized enterprises, and women-led businesses — is the regional military administration currently implementing? Are there partnerships with international organisations, funds, or business associations?
Today, the possibilities for the regional budget are limited: the Kherson region has the smallest budget among all areas, and business revenues have decreased fivefold due to the war. Most of the funds are directed towards defence and support for the military.
Therefore, the primary sources of support for small, medium, and women-led businesses are state programmes and initiatives from our international partners.
Within the framework of the “Vlasna Sprava” micro-grant programme, 101 residents of the region received 27.7 million UAH this year to develop their own businesses. Among them were 65 women, including 30 internally displaced women. This support enabled people to expand or launch businesses in healthcare, trade, agriculture, processing, and manufacturing.
A separate role is played by the “DOVIRA” project, implemented with the support of the humanitarian organisation People in Need. A total of 43 applications were selected from communities in the region, with 35 submitted by women. The winners received grants ranging from 1,000 to 5,000 USD to restore or launch micro and small businesses affected by the war.
Partnership programmes in the agricultural sector are also substantial. FAO, Mercy Corps, the Danish Refugee Council, and the International Organization for Migration have provided financial assistance and grants to around 5,000 residents of the region, including 547 internally displaced persons. Through cooperation with Mercy Corps, farmers received support to restore hangars and purchase equipment, while 125 agricultural producers received FAO vouchers worth 1,000 USD for the purchase of sunflower seeds. Additionally, the International Committee of the Red Cross assisted households in the Bilozerska community by providing 200 greenhouses, along with seeds, fertilizers, and all necessary irrigation equipment.
This is efficient support that gives people the opportunity to work and provide for their families even in frontline conditions.
5. What innovative approaches are entrepreneurs in the Kherson region implementing today? Could you mention specific examples of local businesses or communities that demonstrate successful models of adaptation, digitalisation, agro-innovation, or social entrepreneurship?
After the destruction of the Kakhovka Hydropower Plant, entrepreneurs and communities in the Kherson region found themselves in entirely new conditions, and many began adapting through innovation.
The most significant changes are occurring in the agricultural sector, as farmers are transitioning to crops that utilize winter moisture more efficiently due to the loss of irrigation and dry soils. There is growing interest in oil flax and winter crops.
Together with scientists and international partners, we are exploring the possibility of cultivating new drought-resistant crops. Among the potential options is the olive. We are also considering launching projects for cultivating medical cannabis.
We are now launching an experimental project called the “Field of Friendship.” Its concept is simple: partner countries provide seeds of crops that are effective in their own climatic conditions. We plant them in one field, marking each crop with its country of origin. In this way, we create a platform for agricultural science and international cooperation. For us, it is a pathway to solutions that will help restore the agricultural potential of the South. For our partners, it is an opportunity to see how their crops perform in conditions that are becoming increasingly relevant due to climate change.
There are also local examples of successful adaptation. Some communities are shifting from large-scale farming to greenhouse production to ensure stable harvests. One such case is the Tiahynka community. Despite constant shelling and drone attacks, 40 greenhouses were installed there for internally displaced persons with the support of charitable organisations. Each greenhouse covers 100 square meters and is equipped with an irrigation system and all the necessary equipment for growing vegetables. This has given people the opportunity to start their own small businesses quickly and easily.
Photo: from the Business Woman archive