State-owned enterprises are often judged through the lens of efficiency and profit. In today’s security environment, however, their real value lies elsewhere. In this interview, Jiří Protiva, Director of LOM PRAHA and President of the Association of the Czech Aerospace Industry, explains why strategic capability, trust, and long-term vision are more important than short-term returns.
THE ROLE OF LOM PRAHA IN STATE SECURITY
What does it mean in practice that LOM PRAHA is part of the state’s critical infrastructure?
It means that the company’s responsibility goes far beyond standard commercial logic. LOM PRAHA is not merely a service provider but a guarantor of strategic capabilities for the state. This includes the long-term sustainability of know-how, readiness for crisis situations, and the ability to operate even in conditions where market mechanisms fail.
How has the perception of state-owned enterprises changed since 2022?
Since 2022, the position of state-owned enterprises has been significantly reinforced. They are no longer viewed as relics of the past, but as indispensable stabilising elements of the defence ecosystem. The recent experience has shown that without domestic capacities—built through cooperation between state enterprises and the private sector—it is impossible to guarantee security or the operation of key technologies in times of crisis.
SECURITY IS NOT A MARKET COMMODITY
Where is the boundary between commercial logic and the strategic interest of the state?
The boundary is not a sharp line, but rather an area of overlap. At LOM PRAHA, economic efficiency is important, yet the priority remains the state’s strategic capability. This approach sometimes requires investing in areas where returns are not immediate, but where the long-term security benefit is essential.
LOM PRAHA WITHIN THE WIDER DEFENCE ECOSYSTEM
What role does LOM PRAHA play in the defence ecosystem?
LOM PRAHA functions as an integrative element connecting the armed forces, industry, and education. It serves as a natural bridge between the needs of the Czech Armed Forces and the capabilities of industry, while also acting as a hub for maintaining and developing expert know-how.
How self-sufficient is the Czech Republic in aviation support and training?
In several areas, the Czech Republic is highly self-sufficient, particularly in pilot training and basic maintenance support. At the same time, dependence on foreign partners remains in areas such as avionics for highly sophisticated platforms. The key challenge is to expand domestic capabilities and technology transfer, because capabilities available at home are always more reliable. Complete independence, however, is not necessarily the goal—smart management of dependencies is often the more realistic and effective approach.
CAN THE CZECH REPUBLIC POSITION ITSELF AS A SPECIALISED HUB WITHIN NATO?
Yes, and such a role is both realistic and desirable. No country can cover all capabilities. Meaningful specialisation—whether in training, maintenance, or selected technological segments—is more efficient and significantly increases the Czech Republic’s value within the Alliance.
INTERNATIONAL COOPERATION AND GLOBAL PARTNERS
What determines the attractiveness of a Central European partner today?
The decisive factors are technical skill combined with credibility. While price still plays a role, it is no longer the sole criterion in international cooperation.
How important is the credibility of the state itself?
Credibility is absolutely fundamental. Foreign partners assess not only individual companies, but the state as a whole—its political continuity, legislative stability, and its ability to maintain a consistent strategic direction.
PERSPECTIVE OF THE ASSOCIATION OF THE CZECH AEROSPACE INDUSTRY
What are the three biggest challenges currently facing the sector?
The first challenge is people and their skills. The second is the long-term predictability of contracts. The third is the ability to participate in major international programmes not merely as a supplier, but as a genuine partner.
Where does the real added value of the Czech aerospace industry lie?
It lies in the combination of high technical sophistication and flexibility. Czech companies are capable of solving complex problems while adapting to the specific needs of individual customers.
How does the association help companies engage in international programmes?
The association acts as a platform for coordination, information sharing, and dialogue with both the state and foreign partners. It helps companies understand the broader context of major programmes and prepare for their demanding requirements.
Is the involvement of small and medium-sized enterprises sufficient?
The potential of SMEs is enormous, but the system remains complex. One of the key tasks of both the association and the state is to lower entry barriers and connect smaller companies with integrators and large-scale projects. Currently, Czech firms are predominantly positioned at Tier 2 and Tier 3 levels in supply chains. The ambition is to support domestic final products—particularly aircraft—and move towards Tier 1 participation.
Can the aerospace industry become a pillar of the national economy?
Yes, provided it is understood and supported as a strategic sector with high added value—a goal the industry is actively pursuing.
THE STATE, INDUSTRY, AND LONG-TERM STRATEGY
What is missing most today—funding, capacity, or vision?
The most critical element is long-term vision. Financial resources and capacities can be built gradually, but without a clear strategic direction, investments risk missing their intended impact.
How should the state work with industry?
The state should approach industry as a partner in building capabilities both domestically and internationally. This means communicating intentions early, involving industry in planning processes, and creating a stable and predictable environment for investment.
PERSONAL PERSPECTIVE AND LOOKING AHEAD
How do the roles at LOM PRAHA and within the association influence each other?
The two roles are complementary. LOM PRAHA provides hands-on experience with managing strategic capabilities, while the association offers a broader view of the entire aerospace ecosystem. The key is to keep these roles distinct, yet strategically interconnected.
What role should LOM PRAHA play in ten years’ time?
LOM PRAHA should remain a respected centre for aviation training and maintenance support, while also developing additional strategic capabilities. It should be firmly rooted in the Czech industrial environment and strongly integrated into allied structures.
Which decisions will be crucial in the coming years?
Key decisions will concern specialisation and long-term investment in people and technology. At the same time, the state-owned enterprise should actively co-create Czech and allied defence capabilities, rather than merely observing their development from the sidelines.
Interview: Katerina Urbanova
Photo credit: LOM PRAHA
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